The workplace plays a critical role in an employee's mental health – so, what can leaders do to address the subject? Nearly 1 in 4 people experience a diagnosable mental health condition in any given year and many more of your employees could be struggling to cope.
May is Mental Health Awareness Month, which is an opportunity for employers to develop an understanding of mental health issues and reduce stigma.
Ready to recognise Mental Health Awareness Month in the workplace? Here are 4 crucial suggestions for employers to consider when striving to support their workforce:
Don’t Assume, Ask
The stigma surrounding mental health issues makes it difficult to address, especially in a workplace environment. Feeling as though their personal lives should be left at the door, many employees suffer from anxiety and depression in silence, making a stressful situation even worse.
Talking about mental health openly – the struggles, the treatment, what’s worked and what hasn’t – helps everyone in the workplace feel secure and supported should they themselves require a listening ear.
Creating a space where real, authentic conversations are welcomed between employees should be a priority for company leaders to sustain a healthy working environment. Check in with co-workers, allow them to voice their concerns, demonstrate your understanding and reassure them of your acceptance in order promote a positive workspace.
Decompressing from the working day is often overlooked and undervalued. Allowing time for yourself and your employees to relax, unwind and process the daily workload is not only important after work, but during the workday too.
Break from the restrictions of routine and get lunch as a team, organise a mindfulness session, or host a mental health awareness workshop. Each of these activities will give your team a well-earned break from their responsibilities and allow them to interact within their team – which is incredibly important for building relationships.
Be Supportive, Not Critical
A staggering 70 million workdays are lost each year due to mental health problems in the UK, costing employers approximately £2.4 billion per year. With the support and understanding of managers and leaders, workplace stresses can be managed and resolved to promote a healthy working environment.
It’s important for company leaders to support their staff, offering strategic and sympathetic suggestions to ease their workload and reduce workplace pressure.
When a supportive workplace culture is established, employees are more likely to address their mental health concerns, seek the necessary support for their health and become more productive, motivated members of your team.
Addressing Post-Pandemic Stress
Despite the trauma of the pandemic, the global disaster inspired more open and supportive conversations between employees and senior leadership.
During the pandemic, most companies altered their genetic makeup from office working to hybrid-working and prioritised scheduled catch ups instead of impromptu coffee breaks, ensuring that every employee was coping under stress.
As we begin to operate in a post-pandemic world, it’s important that our leaders maintain their support of employees and continue to address the impact of the pandemic.
To find out more about Mental Health Awareness Month and how we work at Marmion, get in touch with our expert team.
According to Mind, 1 in 6 workers are dealing with a mental health problem such as anxiety, depression or stress. Alarming research shows that when staff wellbeing is not supported, employee engagement declines, motivation and performance levels drop and staff retention is affected. So, how can employers ensure workplace wellness?
How to Create a Healthy Workplace/strong>
Effective management is fundamental to promote workplace wellness. Employees must be made aware that their voice is valued and that a disclosure regarding their wellbeing will lead to support, not discrimination. It’s for employers to prioritise a positive and transparent culture which values staff wellness.
At Marmion, we believe that promoting positive working relationships, developing effective communication and encouraging a good work / life balance are each great ways to promote workplace wellness.
It is always good to talk, so why not promote a discussion surrounding mental health in your workplace? Establishing an open dialogue about positive mental health improves trust between staff, reassuring them that their voice is respected. A workplace culture where employees can voice their concerns, is one with successful employee engagement; this is because employees feel more committed to the organisation’s goals when they feel that their opinions are meaningful and valued.
Supporting Staff with Mental Health Problems
Tackling the causes of mental health problems and promoting wellness in your workplace will create an environment where staff can confide in their manager with confidence. How you respond to an employee experiencing mental health problems sets a precedent to fellow employees and external audiences about the values of your organisation.
Employers have a responsibility to supervise the possible toll of unmanageable workloads, job insecurity, lone working and poor managerial support in the prevention of mental health problems.
Each individual’s experience of mental health problems is different, so managers should be supported to work with staff to develop a personal action plan which identifies triggers and what support the valued employee needs.
Are Employers Responsible for Workplace Wellbeing?
How you respond to an employee experiencing a mental health problem is a fundamental test of your organisation’s values. When considering if you are responsible for the wellbeing of your workforce, ask yourself if your company could function without its staff?
Research confirms that 14% of UK employees had resigned and 42% had considered resigning when asked how workplace stress had affected them. I would argue that an effective mental health program could prevent such resignations, reinforcing the important role of employers to improve mental health.
At Marmion, we believe that it is in the employer’s best interests to promote workplace wellness. Satisfied employees tend to stay in their role longer, lowering staff turnover and preventing the long-term implications of high employee turnover.
Ensuring that we use ethical recruitment means that we establish great working relationships between ourselves, the employers and candidates we support. We never persuade our clients to take on a job that’s not quite right or tempt them to hire the wrong person, as we appreciate the importance of placing the right candidate in the right role. As a recruitment company, we recognise that ensuring client wellbeing in their new role is essential to providing a lasting match.
To find out more about workplace wellness and how we work, get in touch with the team at Marmion.
According to The Brain Charity, more than one million people in the UK have been diagnosed with a neurodiverse condition such as ADHD, dyslexia, autism, or dyspraxia. The fact that our brains work in different ways should be seen as an asset to an organisation, but employees with neurodiversity are still being overlooked at work and during recruitment processes.
When we consider diversity within a workforce, we should welcome the variety of ways we deal with information and our unique perceptions of the world. Just as we promote equality for physical disabilities and protected characteristics, we need to do the same for neurodiversity.
Understanding your Workforce
It’s been proven that employees who feel comfortable and welcomed at work are happier, more productive, and more likely to stay in their job. An important part of creating an inclusive workforce is to actively show that your company supports, promotes and celebrates diversity of every kind.
As attitudes have changed, so too have the techniques employers and recruiters can use to ensure equality among employees and candidates. At Marmion we use i3 Profiling, a personality assessment tool designed to ‘increase self-awareness and enable stronger relationships (team building)’.
By focusing on individual strengths rather than generic traits, tools such as these can help to bring workplace diversity to the forefront of management and recruitment processes. There are many sources of support available for employers, including this online guide from the CIPD
Types of Neurodiversity
Neurodiversity relates to the range of differences within the human brain and behavioural traits concerning attention, learning, sociability, mood, and other psychological functions. Current figures indicate that around one in seven (or nearly 15%) of adults in the UK are neurodivergent.
Dyspraxia is a common example of neurodiversity and should be supported in the workplace. Also referred to as Developmental Co-ordination Disorder (DCD), the condition affects movement, balance, and fine motor skills (such as writing). It has no known cause and can develop at any age.
To increase awareness and encourage greater inclusivity, Dyspraxia Week takes place annually. In 2021, the event took place from 4 th to 10th October. The Dyspraxia Foundation have a range of ways in which you can help raise both money and understanding, and it’s something we promote here at Marmion.
Supporting Inclusivity in Recruitment
ACAS, the CIPD and the NHS all have free information and resources on their websites.
As an ethical recruitment agency, our experienced consultants at Marmion are dedicated to helping employers and job seekers alike find the right roles and create stronger teams. Whether you need support with your next recruitment campaign, advice on finding a new job, or guidance on people management and workplace diversity, our experts have the knowledge and expertise you need.
Get in touch with us on 0113 332 0678 or email email@example.com.
In a society consumed with youth and success, we’re often programmed to believe that when you’re between 20 and 30, you’re living though the “window of opportunity” – creating major age and generational issues in the workplace.
Perhaps one of the biggest and most problematic types of bias we face is age bias, despite age offering the gift of extensive experience and broader wealth of knowledge.
It’s time to debunk ageist assumptions, adding value to organisations by recruiting older people and acknowledging their potential by giving them meaningful, important jobs to accelerate business performance.
The Current Recruitment Environment
More than a third (36%) of 50–70-year-olds say they feel at a disadvantage when applying for jobs due to their age. With age bias being the least scrutinised and most widely accepted form of discrimination in the UK, older people are often paid less than younger people employed to do the same job.
With growing numbers of our population working later in life, it has never been more important for employers to build age-inclusive workforces. Otherwise, they risk missing out on the numerous advantages a multigenerational workforce has to offer. Furthermore, in the UK with the increase of ‘brain drain’ resulting from migration and early retirement we need to explore all options if we want to maintain levels of employment in our businesses.
The Benefits of Recruiting Older Workers
We’ve all heard the stigma and preconceptions when older and younger generations are compared; the world and employment are both more digital than ever before, which is something that younger recruits can better adapt to. It is a preconception that has plagued recruitment, with age bias still prevalent.
However, recent studies have found that three quarters of employers in England agreed that older workers’ experience is crucial to the success of an organisation, enriching and improving the working environments they’re in.
Using both professional and personal experiences to render their judgement, older workers utilise their past adventures to enrich their business offering. Employers must utilise the older generation if they are to remain competitive, understanding the value of experience during the recruitment process.
In many cases, no amount of training can equate to the decades of wisdom and work experience an older worker brings to the table, enabling a rounded, inclusive view of company challenges.
Research shows that older employees are more likely to show up to work on time, and less likely to call in sick, demonstrating a level of maturity and professionalism that is yet to be matched by younger generations.
Confidence is often the result of experience. As we age, we become more comfortable with who we are and what we know. This assurance and expertise will prove extremely valuable to a business environment designed to welcome and embrace new, exciting ideas.
Certain levels of confidence will also have an impactful influence on other, younger members of staff, showing them how to express themselves positively and professionally.
Advice to The Older Generation
After launching Marmion in her 50s, our founder Janet McGlaughlin urges older people to “go for it! Adapt your own way of thinking and change the narrative. And remember, learning doesn’t stop, and your experience holds huge value – don’t limit yourself!”
If you’re an older person looking for a new and exciting opportunity or an employer looking to develop a multigenerational workforce, the team at Marmion will help you on your journey – contact us today.
Mental health has finally become a key concern in the workplace, but with 1 in 6 workers suffering from conditions such as depression, anxiety and stress, coupled with companies losing staff in the so-called ‘Great Resignation’, there is still more to be done. So could sabbaticals be the answer?
In our recent podcast episode, we share the benefits of career breaks and how they can contribute to a stronger and more successful workforce.
What is a Sabbatical?
With the upheaval of the previous two years prompting many to reassess their roles, sabbaticals are proving to be a valuable way for employees to take time off from work to focus on personal aims and interests. For leaders in particular, they can be an ideal remedy to workplace stress.
As there are no set guidelines to sabbaticals by law, the terms can be unique to staff and companies. Time off can be anything from a month to two years, paid or unpaid, and for any purpose, whether it be travel or volunteering, to study or simply to relax.
How Can Sabbaticals Benefit Employees?
The main advantage for employees is the chance to step back from routine to reassess the work-life balance. It can be hard to disconnect while on holiday, with the opportunity to check emails all too easy. Having a longer period away can provide the physical and mental space to truly switch off.
For Matthew Pickthall, a senior manager at Tesco, taking a one-year sabbatical allowed him to spend more time with his family, improve his fitness, and even learn about wine. Speaking on our podcast, Matthew says, “in any [size] company, you talked about rest; that rest usually comes too late.” It’s a common story, but a sabbatical can help to prevent burnout before the damage is done.
How Can Sabbaticals Benefit Employers?
For many millennials, the idea of a ‘job for life’ is a relic of the past. Businesses therefore need to keep in mind that employees may ‘get itchy feet quicker than their predecessors’. By encouraging sabbaticals, staff feel more supported and return to work with increased motivation.
Sabbaticals can also help pave the way for succession within a business, as Janet and Matt discuss in the podcast. During staff absences, managers can take the time to assess team roles, allow others to take on new tasks, and find more productive ways of working.
As Matthew notes, it is vital to plan ahead and have open conversations with managers, co-workers, and HR departments. The latter need to ensure there are clear policies on criteria for sabbaticals, agreements of terms and conditions, and plans for staffing during the interim.
Ethical Support for Every Professional
Sabbaticals can also prompt changes for both employees and employers, whether that means moving on to a new role or looking for a new member of a team. For an ethical approach to recruitment, contact our team today.
Whether it’s a bank holiday weekend, seasonal time off, or a trip away, making the most of annual leave can have long-lasting benefits to employee productivity and mental health. But while knowing how to disconnect from work before going away can help, returning to normality can still be difficult.
No matter how well rested and rejuvenated you might feel after a break, there will inevitably be a little lingering nostalgia – it’s something we all experience and usually overcome quickly. But while the ‘holiday blues’ may be inevitable, too much negativity can affect productivity and wellbeing.
For both employees and employers, preparing for a return to work ahead of a holiday can help smooth the transition and avoid unnecessary anxiety. Here are some suggestions from our team.
Maintaining Your Mental Health
No matter where you go, what you do, or how long you have off, taking a break can be both relaxing and exhilarating. The planning, the anticipation, the time spent with loved ones and the cherished memories – many emotions are involved, often resulting in a slump period when it inevitably ends.
The holiday blues might sound trivial, but the symptoms are very real and can range from insomnia and low energy to irritability and depression. One way to alleviate these feelings is to organise some cheap and cheerful activities to look forward to when you get back, such as a meal or a cinema trip.
Another important consideration is transition days – time when you can get used to your regular routine and organise your post-holiday plans before you return to work. While it might seem like a good idea to fill every moment of your leave with activities, having downtime is vital to wellbeing.
Ensuring Employee Wellbeing
For employers and managers, having an employee return from a holiday without their usual will to work can impact on the whole team, so it’s crucial to provide sufficient support. Flexible working is ideal for staff who have been away for long periods of time, helping them to readjust to a routine.
While many employees will be eager to get back to their work, managers need to avoid over-facing returnees as it can lead to exhaustion. You could also arrange a social event to give staff something to look forward to and help them reconnect, especially after shared time off such as Christmas.
Whether an employee has been away for a holiday, due to illness, or going back to the office after home working, managers can make returns a reason to celebrate. Drawing attention to the success of a team on a regular basis can help to improve teamworking, enthusiasm, and positive wellbeing.
Ethical Support for Businesses
From encouraging annual leave to supporting staff on their return, we all know that in business, it’s the people that matter. Whether you’re looking for a new career or in need of a new member for your team, Marmion’s recruitment experts are here to help. Get in touch with us today.
While the summer holidays are all about creating precious memories with family, the prospect of keeping the little ones entertained for 6-8 long weeks can feel incredibly daunting to a working parent.
“According to recent figures, families across the country are facing a 5% jump in holiday club prices and a lack of available childcare, all set against the backdrop of a cost of living crisis.”
A parent’s working day doesn’t change during the summer holidays but, what does change, is the need to make sure the kids are cared for and entertained. So how can employers and parents work in partnership to ensure they have the foundations in place to be able to work and keep family units running over the coming months? Here’s our best advice…
Managing Requests for Annual Leave
Many employees try to organise their holiday entitlement around the summer holidays to reduce the battle of balancing work and childcare. We would advise parents to apply for this as far in advance as possible to ensure that employers can make the necessary arrangements.
Because employers will typically handle requests for annual leave on a first-come, first-served basis, they are often unable to accommodate everyone’s requests at the same time. By encouraging employees to explore the possibilities of swapping shifts, parents with young children can better support each other over this particularly tricky time.
Lockdown Taught Us a Thing or Two
If the pandemic has taught us anything, it’s that empowering people to work flexible hours can bring great benefits to individuals and organisations alike.
“Flexibility helps more people access the labour market and stay in work, manage caring responsibilities and work-life balance, and supports enhanced employee engagement and wellbeing.“
There are various ways for organisations to introduce flexible working hours. It could be as simple as allowing employees with young children to start work later or finish earlier, negotiating permanent work-from-home arrangements, or introducing job sharing – a great solution for supporting employees to adopt more flexible working practises while achieving full-time cover for a position.
By giving individuals the option to work flexibly, employers can ensure their employees are available for important calls and meetings while enabling them to simultaneously balance workloads and childcare commitments.
Where We Come In
At Marmion, we pride ourselves on the honest, transparent, and ethical recruitment and consultancy services we provide.
We aim to help everyone achieve a healthy work-life balance so that parents don’t have to reduce their work hours, take unpaid leaved or turn down projects during the summer holidays. Get in touch with one of our of dedicated recruitment consultants to find out how we can support you.
Sending support and encouragement to working parents this summer – you’ve got this!
Taking time off means more than simply fulfilling legal working requirements. Annual leave gives employees the chance to focus on themselves for a change; to relax, recharge, and reflect on life away from the daily demands at work. But we all know it can be a challenge to mentally switch off.
Employees can look forward to a more enjoyable holiday by putting in a little preparation work to help ease those anxieties, while managers can support their absent team members by putting steps in place to ensure a smooth transition. Here are some top to-dos before taking your annual leave.
The Month Before Your Holiday
With the countdown to your holiday now underway, this is the time to begin delegating tasks. The verb itself means to entrust a duty or responsibility to someone else, with the key focus on trust. Not only will delegation keep everything ticking along in your absence, but it will also give your team a better understanding of your role. It can also be empowering and improve working relationships.
For successful delegation, your colleagues need to feel confident and comfortable in carrying out tasks while you are away. This might involve training, shadowing, job sharing, or other means. Talk to your manager about providing team support so that you can keep your workload manageable.
This is also the time to schedule any difficult conversations instead of leaving them to the last day or after a break. The earlier you confront any issues, the sooner they can be resolved for your peace of mind. Managers should also plan key meetings ahead with any employees before they go on leave.
The Week Before Your Holiday
Understandably, the few days leading up to annual leave can set panic alarms ringing, making it the ideal time to start changing your routine. For many employees, shifting from work mode to holiday mode can prove difficult, but making small changes early on can help you to feel stress-free sooner.
Think about what you enjoy the most about taking time off, then replicate them in your final week. It might be less screentime, so start switching off your phone earlier, or maybe reading a novel, so why not visit a local bookshop and treat yourself? It will help build up that pre-holiday excitement, too.
The Day Before Your Holiday
And just like that, your annual leave is about to begin. On your last day at work, keep it simple and only do the most urgent of tasks. Set your email out-of-office reply early so you have the chance to answer any last minute responses and check in with your colleagues in case they have any concerns.
The benefits of annual leave go far beyond the employee taking time off. When teams are one (or even several) members down, it encourages everyone to work together and become more resilient. Managers can facilitate this by having strategies in place to cover absences, which will make sure employees feel less anxious on leave and can also be used for unexpected time off, such as sickness.
For a Better Work-Life Balance
Whether you are looking for a fresh challenge at work or planning to expand your team, Marmion are here to help. Contact us on 0113 332 0678 or email us at firstname.lastname@example.org.
Becoming an Executive Director for a company you are passionate about must be one of the key career ambitions for any professional. That has certainly been the case for Marmion’s newest member of the board, Matt Pallister, who has been with the company since 2017 while the business was still operating out of founder Janet McGlaughlin’s garden shed.
From grassroots beginnings to his recent promotion, Matt has been an important part of Marmion thanks to his determination, resilience, adaptability, and instinct. Sharing our ethical values and supporting the company through numerous challenges, including Brexit and Covid-19, Matt has been instrumental in steering Marmion towards greater success.
In this special edition Q&A blog, we hear from Matt himself about his career development journey, the lessons he has learned, and the plans he has in store for Marmion’s future.
How has your career developed and what led you to work with Marmion?
I worked within a couple of estate agency firms in Harrogate between 2013 to 2017 – I loved property and took to it quickly, [building] excellent relationships with landlords, tenants, and suppliers. I knew I had the drive and ability to have a successful career and got to the point where I felt my skills weren’t being utilised. So that’s when I reached out to Janet – two interviews, a presentation, and a secret mystery shop task later, I got the job as a Resourcing Advisor.
What is the most valuable lesson that you have learnt in your five years with Marmion?
There are far too many but here are a few. Never assume anything – working in a people-business means that what we do is subject to external factors that are out of our control. Knowing how hectic life can be and how unpredictable the business landscape is, you have to stay level-headed.
Always get the facts and figures first before you make any important business decisions. Running a business is quite straight-forward – it’s hard work, too, but when you focus on what’s in your control and work hard, the rest will follow.
Keep your head down and don’t let the scaremongering of negative news and social media influence you. It’s important to know what is going on in the wider economic landscape (Brexit and pandemic to name a couple) and within your competition, but if you focus on your business and people, you are more likely to succeed.
People are one of the key elements of success, so always try to recruit for the skills and experience that you’re maybe lacking and have a succession plan for your own development. Take stock of what you have achieved. It’s so easy to look at other people and think that you’re not doing well, but there will always be someone doing more or better, so focus on what you have control over.
How have your skills developed while working with Marmion?
What’s great about working for Janet is that she allows me freedom and autonomy. I don’t deal well with micromanagement, but me and Janet work well together. I’ve learnt so much from shadowing Janet over the last five years and realised that it is possible to become a business owner in different ways. Although I’m not Marmion’s founder, I treated Marmion as my own business from day one.
I read a lot of business and development books and I’m always researching new business trends. I’m more confident – one thing I asked Janet to do was to push me outside of my comfort zone. I wanted to keep growing, and I have. Growing a successful business takes time, especially if you’re doing it organically without external investment, so I’ve learnt to be more patient and enjoy the journey.
What advice would you give to someone looking to start a career in recruitment?
Do your research and make sure you start your career with a reputable and ethical business.
How did you know that Marmion would be the right move and fit for you?
Honestly? The fact that when I joined in 2017, it was in a shed in Janet’s back garden. I knew I wanted my next move to challenge me, and I wanted to be part of a business that was growing. I’ve always been fascinated about start-up successes and knew I could add value to the business.
What do you love most about working in recruitment and working with Marmion?
I love the fulfilment you get when you walk into a growing business and see teams that you have helped build (sometimes from scratch) succeeding and making a difference in organisations that are on the same journey as you. Nothing beats that. Specifically [with] Marmion, [I enjoy] the team I have around me and the future potential for our business. We have seen year on year growth since I joined, even through the pandemic, and I still feel that we’re only just getting started.
And finally, tell us about your future with Marmion – what’s to come?
This month, I move onto the board as an Executive Director joining Janet and Alan McGlaughlin. This will see my role change significantly as I start to focus more on our business strategy, specifically future growth. I already treat Marmion like my own and feel that I act as a director, but this gives me the legal ability to start making decisions quicker. Next year, we hope to double the size of our team, and moving into 2024, we hope to double again [and] start to think about our first overseas office.
Leading the Way in Ethical Recruitment
For Marmion founder Janet, Matt’s promotion comes as recognition of his ongoing commitment to the company and its values, saying she has ‘never been interested in giving people titles for the sake of it – they need to be earned’. And thanks to colleagues such as Matt, Janet’s team are stronger than ever, with even greater ambitions for the future. Find out more about Marmion’s history here.
Following a difficult two years during the pandemic, unemployment levels have risen while retention figures have fallen as employees quit their jobs in the hope of a better option elsewhere. The change has been driven by a desire for the ideal work-life balance, including more flexible or hybrid working options, greater mental health support, and seeking companies who openly promote their values.
For employers, this has prompted an interest in employee advocacy to not only promote the positive qualities of a business but to also create and maintain a more open and supportive staff dynamic that can contribute towards improved retention figures. Employees who are motivated by their work and share their company’s values can then become effective brand ambassadors and advocators.
What Causes Employees to Quit their Jobs?
Deciding to leave a job is never easy, but when work begins to affect your wellbeing, it can seem like the best option. During and following consecutive lockdowns, many workers cited a lack of support – whether from an individual manager or from the company as a whole – as a key reason for quitting.
Other reasons include pursuing a new career direction, position advancement and/or an increased salary, location and the office environment, greater independence and/or flexibility, and working for a more supportive and optimistic company. But how can employers prevent staff wanting to leave?
Why Employee Advocacy Can Help Retain Staff
One solution is to introduce an employee advocacy program. Employee advocacy is all about the staff themselves promoting the company they work for, and it can be achieved in several ways. Not only does this create a great public impression of the business by the people who know it best, but it can also help employees feel more involved and valued knowing their opinions are being listened to.
Employee advocacy can also be beneficial during recruitment as job seekers will often look at social media or review sites such as Glassdoor to find out what working for a particular business is like. Studies show that employees’ viewpoints are seen as more trustworthy than company marketing.
How Can Employers Encourage Staff Advocacy?
The first place to start is to form and sustain a positive company culture where every employee feels valued and supported. This can be encouraged by creating a safe space for employees at all levels to come together to share thoughts, concerns, questions and feedback without judgement. Select a senior team member who is a natural mentor to lead the sessions and hold them on a regular basis.
When you’re ready to start encouraging direct employee advocacy, you could try inviting staff to a networking or promotional event. Make sure everyone connects to the company’s social media sites, include staff stories in newsletters and blogs, or ask workers to contribute their own content.
At Marmion, we help employers and employees alike to feel valued in the workplace. Contact our friendly team on 0113 332 0678 or email email@example.com for more information.
Has the COVID-19 pandemic inspired you to make a career change this year? Then you’re not alone. Resignations hit a 20-year high at the end of 2021 and workers in the UK are continuing to seek out new jobs as we approach Springtime.
Organisations across a variety of sectors are strengthening their employment offer in response to record high vacancies. So, whether you’re looking for better pay as inflation rises, increased flexibility, or you’re ready for a new challenge, now is a good time to make a career switch. Here are some important factors to consider before taking the plunge:
Understanding Your Professional Value
One of the key principles of any successful negotiation is knowing your worth. Having a thorough understanding of the value you can bring to an employer and their organisation will give you an important edge when trying to advance your career.
To obtain an accurate view of where your value lies, consider the range of skills and abilities you bring to the table, as well as how beneficial they are in comparison to those of others performing a similar job. Performance reviews and other assessment tools your employers have used can give insight into some of your strengths, as well as reveal attributes you haven’t previously considered.
Remember, it’s your responsibility to understand and communicate your professional value to an employer and, when it comes to starting negotiations, this knowledge should help to frame your desired salary.
Salary Isn’t the Be-All and End-All
When considering a career change, it’s important to look beyond the salary offered and think carefully about the total compensation. Total compensation is the collective compensation provided to an employee in return for their services. According to business.com, this includes “the employee's base salary…, the total amount of the fringe benefits (health insurance, paid time off, retirement plan, profit sharing, gym membership, etc.), bonuses and/or commissions”.
The pandemic has prompted many people to realise that they want something different from their jobs and their lives in general. A generous salary won’t therefore make up for a lack of workplace flexibility or internal progression opportunities if you have come to realise that either of these factors are important to you.
In order to move forward in your career, you need to know exactly what it is that you want from your new job and how the total compensation offered can help you to advance along your desired career path.
Take the First Step Towards Changing Your Career
Looking to make a career change in 2022? Our team of highly experienced consultants are here to help you assess your priorities and make an informed decision about your future – call us on 0113 332 0678 or email firstname.lastname@example.org
Every business experiences employee turnover. Employees come and go for a variety of reasons and it can prove costly to find and train replacements. Typically a symptom of a deeper organisational issue, a persistently high turnover rate can cause strain on even the most robust of businesses.
So, what can you do to reduce your employee turnover rate and to attract candidates who are willing to stay for the long haul? Providing a clear path for career progression is a good place to start.
Career Stagnation: A Key Factor That Drives Turnover
Despite being a main cause of employee turnover, career stagnation is repeatedly overlooked by employers. Workers being allowed to stagnate in their current role contributes to a lack of awareness regarding their value in the workplace which can have a knock-on effect on job satisfaction, achievements, and length of tenure in an organisation.
According to Harvard Business Review, “even after controlling for pay, industry, job title, and many other factors, we find workers who stay longer in the same job without a title change are significantly more likely to leave for another company for the next step in their career.” More often than not, employees want to increase their skills and knowledge in order to move up the career ladder but they lack the motivation to do so without a sense of direction or purpose.
How To Leverage Company Career Paths to Attract Committed Talent
When evaluating different job offers, candidates not only consider the salaries offered, but also the career trajectories that these jobs may bring. Consequently, businesses that advertise potential opportunities for career advancement, internal promotion and training and development are more likely to attract job hunters who are thinking long-term.
There are various points to consider when outlining a career path to a candidate. How does an entry-level employee progress through the company? What horizontal or lateral career moves are necessary? What does your business offer in terms of training to support vertical career growth? Keep in mind that there may not be a path that connects each role to an advanced role and use this as an opportunity to emphasise the strength of your human resources management by detailing a unique path of progression for every individual.
“Employee turnover can’t be completely eliminated. But, you can reduce it by providing a workplace where employees want to stay.”
Committed candidates are always in high-demand but, by offering candidates a projected career path, you can help win them for your team. At Marmion, we can help you leverage progression opportunities within your organisation to engage and attract long-term candidates, as well as provide guidance on tackling misalignment in recruitment.
Please call us on 0113 332 0678 or email email@example.com to find out how we can help.
For many women, the window of career opportunity seems to shrink smaller and smaller with age - but why is this? Armed with years of experience, sharpened competitive skills and a network of connections, women ahead of their 50s are far more prepared to launch a business later in life.
In a culture obsessed with youth, more and more older women are proving that aging is a privilege with their entrepreneurial achievements. After launching Marmion in her 50s, our founder Janet McGlaughlin believes that “if you love doing something, don’t be afraid to be brave.”
The Power of Experience
A recent study finds that entrepreneurs who launch start-ups in their 50s, succeed at roughly the same rate as people starting up in their 20s. The same study proves that a “female entrepreneurs’ chance of success is higher at later life stages”, debunking the suggestion that younger business owners are more successful.
So why aren’t more women launching businesses in their 50s? In her 30s, Janet felt that society and workplace culture meant that women struggled to get to the top. The rarity of female business owners deterred women from pressing on and pursuing their passions. Whilst things are changing, there is still a hangover in society from these bygone days – particularly for women of Janet’s generation.
Getting older means gaining confidence and learning from the life lessons that a long career gives you. Janet set up Marmion following 32 years employed after spotting an opportunity to create a recruitment company with a difference. Her passion, expertise and experience meant that she was perfect for the role – thinking of her age as an asset, not a drawback.
Consider the lessons you have learnt from the start of your career, how has your work developed over the years? And how will you use this experience to be a better entrepreneur? If you’re over 50 and wanting to pursue something, go for it!
Leading by Example
It’s fantastic to hear and witness the success of women, particularly women ahead of their 50s. With incredible women such as Vera Wang, Toni Morrison and Viola Davis becoming their most successful selves later in life, women across the world should be encouraged by their growing age, not discouraged.
In an interview with Refinery29, Andrea Leadsom MP (58), previous Leader of the House of Commons and the third woman to have ever held this position stated that, “I feel that age is just no barrier at all… I think 55 is an extraordinary time. You have the kind of confidence whereby you feel you don’t need to prove anything.”
British author Susanna Clarke (62) won the 2021 Women’s Prize for Fiction in 2021 for her second novel and much-longed-for sequel Piranesi. With her first novel in 17 years, Clarke stated in an interview “I’d really ceased to think of myself as a writer…it all seemed so long ago and far away.” In a way, Piranesi represents the sequel of Clarke’s career – why not spend your 50s developing your own sequel?
Author and entrepreneur, Kerry Hannon (62) expresses how “conversations with blooming boomer women entrepreneurs inspire me…it’s the aura of possibility and the creative thinking that surrounds them.” Hannon’s Forbes article echoes the message of her novel Never Too Old to Get Rich: The Entrepreneur’s Guide to Starting a Business Mid-Life (2019), which acts to empower both women and men to reap success in later life.
There’s no sell by date on passion – whether you’re a woman or a man ahead of 50, this may be your time to truly make an impact!
Is Age Actually Your Greatest Asset?
As our founder Janet approaches her 60th birthday in 2022, it has become a great passion of ours to empower both men and women to be brave and thrive outside their comfort zone.
A couple of years before this milestone Janet considered taking a step back from Marmion and handing over the reins to the younger generation – mainly because that’s what people of her age tend to do! Upon reflection, she realised that her passion and energy for the business and its purpose was just as strong as it has ever been. Why stop doing what she loves?
Janet hopes to set the bar for people in their 50s, 60s and beyond to realise they don’t have to follow convention and step down; this may be your time to shine and pave the way for people in their 20s and 30s. If you want to pursue something, go for it! And if you love what you’re doing already - keep going. In the words of Janet herself, “it’s all about attitude, aptitude, application and appreciation of yourself and others.”
As the team at Marmion move into another promising year, our founder Janet considers “if I can do it, why not you?” – contact us for recruitment advice.
As we draw this year to a close, it’s important for every business to reflect on their plans for growth and continued success moving into 2022. We took this opportunity to speak with our founder, Janet McGlaughlin and reflect on the past 12 months at Marmion.
Expectations Moving into 2021
This year, we saw people doing their best to return to life as they remember it. At Marmion, our expectations for growth at the beginning of the year were stunted by the pandemic– as echoed across many businesses globally.
Despite this, a sincere dedication to our values and determination to deliver excellent customer service, saw our company flourish.
How Has the Business Evolved and Adapted?
During this year, our team of recruitment consultants has doubled from 4 to 8. We have continued to invest in the training of our consultants, taking on new trainees to facilitate our growth. We have been fortunate enough to recruit fantastic staff who have a great capacity for what they do – together in our commitment to excellent customer service.
Janet stated that “in this year, we have tripled our pipeline and we’ve tripled our turnover”, which could not have been achieved without the passionate work of our team. We work in tandem with the companies we recruit for, nurturing our client relationships into ones that are built on trust and success.
This year, Marmion has evolved to become more immersed in the businesses that we work with – strengthening our relationships and embedding the value of customer experience.
Stronger relationships with the companies we recruit for is “something that makes me smile”, according to our manager and founder, Janet. We see ourselves as aligned with our clients and passionate to see each company develop with the people who we find for them.
Additionally, our developed client relationships ensure that our candidates are going to work for a company that we love and trust – promoting success for both the hiring manager and the candidate.
The Recruitment Industry in 2021
With a distinct focus on customer experience, Marmion was set up differently to the industry norm. Janet stated that “I set Marmion up because I felt that the industry was failing in its duty of care to its candidates…I sat and thought ‘who would I trust my children with?’ and I could only think of one person.”
Janet’s determination to create a recruitment company whose primary focus was not the highest turnover, but the positive experience of our clients and candidates, was rewarded this year with our impressive company growth.
At Marmion, we invest in the people who we work with, we give them the theory behind what they’re doing, and we show them that we’re there for them – we don’t set outrageous targets that induce stress and apply pressure. Considering this, Janet has built Marmion in her own way, creating a secure workplace where every employee is appreciated for their hard work.
Biggest Success of 2021
When asked what Marmion’s biggest success of 2021 is, Janet responded that “we’re still standing” after the uncertainty of the pandemic. Despite the pandemic, Marmion is here, people like us, respect us, talk about us and stay with us – that is a mark of success, and the financials happen to support that.
A huge success for Marmion this year is how we have surrounded ourselves with such great talent - with further potential to unlock! As we move forward into the new year, we will continue our culture of togetherness and the value of a great customer experience.
Biggest Challenge of 2021
The uncertainty of the pandemic has not gone away, and this year our biggest challenge has been to overcome this. However, with the help of technology we have become incredibly skilled at virtual interviews, which we’ll undoubtably continue in a post-pandemic world.
As with our clients, finding the right people to help us to grow the business is always a challenge. Moving forward into the new year and with the continuation of the investments we’ve made, we are excited for the opportunity to introduce new people.
Looking to 2022
In 2022, we have some exciting news that we are going to announce in January that will help to work towards our plans for growth – so keep your eyes peeled!
If the rate of demand from hiring companies continues as it has done this year, we will grow the business carefully to ensure that we do not lose our values. As we look to double our headcount, we will continue to invest in the business to give us more national coverage.
The team at Marmion are so thankful to the people who work with us, whether they’re a candidate or hiring manager and we can’t wait to continue in our journey for growth!
It’s a well known fact that people are just two pay checks away from homelessness. With the rapid rate of inflation and the all-too-familiar inability to save, it’s important that we look after unsuccessful candidates following an interview.
Nearly half of all candidates have applied for a job and never heard back from the organisation. This not only has a damaging effect on the employer’s brand, but it also leaves applicants feeling discouraged, distressed and inadequate. During the festive period when finances are stretched and COVID-19 anxiety is rising, we should all consider the candidates that didn’t get the job.
Put Yourself in Their Shoes
Most candidates invest time and effort into a job application. When giving a candidate the news that they haven’t got the job, it’s important for employers to recognise and appreciate the impact of their words. Hiring managers must remember that unsuccessful applications can cause financial and psychological distress. Therefore, they should always ensure that their feedback is both mindful and polite.
As you consider giving feedback to an unsuccessful candidate, try to imagine what they might be feeling regarding their application, rejection and ongoing job search. From here, you can adopt a compassionate response that strengthens the individual’s mental health – as opposed to damaging it.
At Marmion, we know how disheartening it can be when you don’t get the job. We are here to offer candidates advice and support after the interview process; that way, applicants can feel confident going into their next interview.
Be Honest and Specific
Candidates that aren’t hired after the interview process, deserve to know the real reason you didn’t move forward with their application. Spend that extra time giving them honest and meaningful feedback that will improve their future strategy.
Feedback should focus exclusively on the individual. Discuss specific factors that you appreciated about their interview and offer particular ways they can improve. By maintaining a mindfulness of their mental health, you can provide feedback that is both gentle and constructive.
Offering actionable feedback will empower them in their next application, improve their confidence and put them in a more knowledgeable position. When this method is actioned successfully, every candidate - including those that were not hired - will leave the interview process in a good place.
Ending on a Positive Note
As an employer, ensure your candidate realises that “this is just one no”, it is not “no” to them as a person. The more the applicant believes this, the more confident they will feel moving forward.
There’s an abundance of free advice available for applicants that are struggling after an unsuccessful interview, both online and with our recruitment team at Marmion.
We offer guidance for anyone that is feeling discouraged with the recruitment process and would benefit from professional and compassionate support. To find out how our team at Marmion can help, please call us on 0113 332 0678 or email firstname.lastname@example.org.
As a business, it’s important to make sure that your recruitment process is well-organised, thorough and leads to long-term hires. After all, with the time, money and energy involved, avoiding misalignment will serve the best interests of both your company and your applicants.
When it comes to competent hiring, however, you should also aim to be ethical as well as efficient. Recruitment isn’t just about scoring potential employees against a checklist to fulfil a vacancy. Instead, every new hire should be seen as an opportunity to advance the success of your business.
So how do you make sure you find the right person for the job? By aligning your job description to attract those candidates whose values match your company culture and brand identity.
Why Align a Job Description?
The working world has changed, and with it, the expectations of employees. The younger generation in particular have marked a shift in perspective, with a recent study revealing that 38 percent of ‘Gen Z’ workers seek an attractive work-life balance when deciding which companies to apply to.
Employers are well aware of job seekers’ changing requirements, too, with 94 percent of executives having identified company culture as ‘vital to workplace success’. Outlining your strategic goals and employees’ responsibilities is therefore crucial to positive, productive and permanent hires.
The Dangers of Misalignment
During the recruitment process, a job description should serve as much more than an introduction to the position and candidate requirements. It needs to be a flexible, ongoing account of an employee’s output that can be routinely measured as part of their continuing performance management.
By misaligning your expectations and values in a job description during recruitment, you run the risk of hiring a new member of staff that is unable or unwilling to integrate, and therefore more likely to leave. What’s more, a poor hire can also result in reduced morale among your existing teams.
You should also see your recruitment campaign as an advertisement for your company. In appealing to the right candidates for a role, you’re essentially showing why your business is the best to work for – and that should include representing your brand identity within your job descriptions.
Further Tips for Alignment
So as well as your company culture, organisational goals, and brand identity, what else should be included in an aligned job description? Expectation management is another key part that needs to be clearly communicated to candidates to avoid misunderstandings – and it works both ways.
Take the time to identify what your new employee expects from their role and from their manager. In doing so, you can ensure your company provides the support and opportunities they require for further development and success, which in turn will lead to higher productivity and retention rates.
An experienced ethical recruitment consultancy can also provide guidance on tackling misalignment. To find out how our team at Marmion can help, please call us on 0113 332 0678 or email email@example.com.
Businesses have been using SWOT analysis for decades, and for good reason. The acronym stands for Strengths, Weaknesses, Opportunities and Threats, and considers both internal and external factors. The structure of the approach makes it ideal for many kinds of performance analysis and can contribute to a greater understanding of customers, competitors, and best business practice.
One of the most useful areas of application for SWOT analysis is recruitment. At a time when staff retention and workplace wellbeing are even more important post-pandemic, applying the method to securing and keeping quality candidates can serve to strengthen teams for the long-term.
Using SWOT Analysis for Recruitment
The first stage is to determine what needs to be analysed and by whom. A collaborative approach can often prove more successful, enabling multiple perspectives to be included. The next stage is to list strengths and determine their specifics, choosing two or three to focus on. This is continued with weaknesses, opportunities, and threats. The results are then analysed, and a forward plan created.
As well as evaluating the process itself, human resource professionals and managers can conduct self-analysis to determine which skills they need to improve on and to establish personal goals.
Identifying Key Factors
While the key factors affecting your company will likely be unique, when it comes to recruitment, there are several areas that impact the process and the individuals involved regardless of sector. Here are some examples of common responses that might arise from a recruitment SWOT analysis, which can have an effect on companies, managers, employees, and potential job candidates.
- Strengths: high retention rates, employee productivity, key performance indicators, pay grades, benefits, holiday allowance, work-life balance, business growth, and specialisation.
- Weaknesses: low retention rates, employee morale and wellbeing, pay grades, business presence, credibility, company culture, and lack of effective management or training.
- Opportunities: continual professional development (including internal movement and promotion, additional benefits, and travel prospects), collaborations, and investments.
- Threats: economic climate, industry decline, geographical restraints, competitors targeting prospective or existing employees, and new legislation (such as living wage increases).
Establishing Better Business Practices
The most critical part of a SWOT analysis is deciding how to remedy the weaknesses and reduce the impact of potential threats. This is an excellent opportunity to get your wider team on board and develop ongoing strategies that benefit both your recruitment process and your company culture.
Once you have decided where and how to make changes, keep returning to the SWOT analysis to monitor and evaluate the impact they have had. You don’t always need to go into huge amounts of detail – identify the main areas and create action points that will have the most benefit to the most people. After all, the whole point is to find the best candidates and to keep them happy in their jobs.
Looking to improve the efficiency of your recruitment process? Our team of highly experienced consultants are here to help – call us on 0113 332 0678 or email firstname.lastname@example.org
The government’s plans for an extra tax to deliver a long-overdue boost to social care and to help clear the NHS backlog caused by the pandemic have been passed by the Commons.
Employers, employees and the self-employed will all initially pay an additional 1.25% in National Insurance Contributions (NICs) from April 2022. National Insurance will then return to its original rate the following year and the extra tax will be collected in the form of a Health and Social Care Levy.
The Prime Minister is breaching a key commitment in his 2019 Conservative manifesto not to increase taxes in order to generate an estimated £12 billion a year for health and social care.
Sharing the Load
At Marmion Recruitment, we welcome the government’s intentions to deliver additional funding to social care. Like many other businesses, we have been grateful for the support of the furlough scheme, without which we may not have survived. We recognise that the government cannot pursue its pre-COVID economic strategy without considering the financial impact of the previous 18 months.
The care crisis that predates the pandemic requires vast sums of money to resolve and, given that taxes have paid the wages of millions of British workers for several months, there is a strong economic case for additional taxation. The National Insurance increase has been introduced because it is both simple, with the collection mechanisms already in place, and has the potential to be progressive; individuals who earn at higher levels pay more in terms of contribution.
We understand, however, that there are limitations to using National Insurance as the basis of the tax rise, of which the Treasury has taken important steps to address.
What Does the National Insurance Increase Mean for You?
Colliding with Brexit and the end of various COVID support schemes, the National Insurance increase comes at a challenging time for many.
National insurance contributions are essentially a tax on earnings and self-employed profits paid by employers, employees and the self-employed. Any increase will therefore account for a reduction in take home pay, whilst increasing wage bills. Recruitment of the right kind of people in an appropriate field of employment is therefore even more crucial, so that outgoings and returns work for everyone.
The NHS is an enormous source of pride for Britain, and we hope that the increase in National Insurance goes a long way towards creating a reformed and integrated system between health and social care that is focused on improving performance levels and patient outcomes.
As an employer of a relatively young team, we take the future health, well-being, and prospects of our people very seriously. Part of this responsibility is to ensure we do our bit to help fund the social care system and protect the NHS for many years to come.
As a values-based organisation, we realise that business is about much more than profit – it is, ultimately about the lives and future of the people who support and work hard to protect it. We are proud to do our bit to help ensure our staff have a bright, happy and healthy future ahead of them; put simply, paying our fair share of this NI / tax increase is the right thing to do!
What does ethical recruitment really mean?
Ethical recruitment creates great working relationships between ourselves, and the employers and candidates we support. By demonstrating time and time again a firm commitment to understanding the individual needs of both parties we generate trust and respect which, makes perfect business sense.
Ethical recruitment is the driving force behind everything we do at Marmion. It’s vital that we provide services based on integrity, transparency, and a true appreciation of the impact a new role can have on a candidate, rather than chasing fees. Ethical recruitment works, but what does it really mean for you?
Why do we need ethical recruitment?
Sadly, there will be those who have not experienced ethical recruitment, and that is bad news for those of us who are working hard to provide a service that adds real value to companies who don’t have the time and resources to search for talent themselves. For example, you might have been sent a batch of completely inappropriate CVs to wade through. Or, you may have had little to no communication from a 'recruiter', only to find they’ve sent your CV for an entirely unsuitable role without your permission.
Poor experiences will naturally make hiring managers and candidates wary of using a recruitment agency. However, at Marmion, we know that the success and happiness of matched candidates and hiring managers rests on a well thought out recruitment campaign which will result in placing the right candidate in the right role. That’s why we only practice ethical recruitment. It is never about sending out unsolicited or unsuitable CVs we've receive in the hope of a quick-fix placement.
Instead, we focus on identifying and interpreting what 'workplace productivity and achievement' looks like from the hiring managers perspective whilst considering the wellbeing of the candidates we place which assures our place as leaders in our field, and will help to drive high standards within the recruitment industry, creating a positive experience for all.
Why is ethical recruitment important?
As a candidate looking out for your best interests at every stage of the process and making sure your needs are met is always the priority. That’s because we know that taking on a new role or changing career path has a significant impact on you, your family and your lifestyle. What we do will never compromise that end goal.
You spend a huge percentage of your time at work. So you need to know your job will bring value to your wellbeing, financial situation, and sense of accomplishment. Through ethical recruitment, we take responsibility for that by carefully considering how a new role will affect you. If that’s likely to be negative in any way, we simply won’t put you forward for the position. Instead, we’ll find a vacancy that’s truly right for you.
It has to be remembered that an incorrect hire also impacts the hiring manager, and getting it wrong can create significant challenges not just in terms of the business but also on the wellbeing of the hiring manager and or the team. Whilst we don’t have the final say on which candidates are selected, we are confident enough to advise If, during the process, we feel the candidate being strongly considered is the wrong one. Better to know before someone starts than later on down the road!
How does ethical recruitment work?
Ethical recruitment begins with a real understanding of what you’re looking for from the person you appoint for the role. As the hiring manager, we’ll take the time to get to know you and your team, the way you work, and the values you hold. Only then we will be confident that we have a clear picture of why you have a vacancy and the exact type of person you’re looking for to fill it.
With that understanding, we’ll send a maximum of three CVs per vacancy for your review, respecting both your work schedule and your time. However, sometimes, given the effort we make behind the scenes, we will only present one. We will have considered all applications before sending anything through, and our job is to find 'the one'!
As a candidate, you’ll spend a lot of time with your dedicated Recruitment Consultant who is not focused and targeted on anything other than doing what is best for you. He/she will want to learn about your experiences, skills and values. It’s only by you engaging with us and allowing us to know more about you that we can demonstrate ethical recruitment practices.
You’ll feel understood, respected and kept informed throughout the entire recruitment process, and we’ll never make assumptions about your needs. What's important is that you know the opportunity is real and that if we agree to work together it's because we genuinely feel it’s a good fit for you.
However, there may be times when you apply for a role and you believe it's right for you when we have to say, based on all the information we have from both parties, it's not. You'll be disappointed but we will provide you with an explanation and we will support you in your search for an alternative if that’s what you want. And, because we are ethical consultants, your assessment of our service matters, so we’ll listen to your feedback and communicate any improvements we make back to the team.
What is our ethical recruitment promise?
An ethically focused recruitment service should be the norm because when you appoint a person, not matter whether it’s an entry or 'C' level role, you need to know that whatever sources you’ve used to search and select the candidate, he or she will be the right one or have potential to be 'the one'. In doing so you be assured they will perform well and will help your business to grow and succeed. We believe ethical recruitment is the only way and Recruitment Consultants in Marmion offer this commitment to all their hiring managers.
Equally, as an employee, the job you do can have a profound impact on all areas of your life. That’s why we take our responsibility towards you during the application process so seriously. With a fair and honest approach led by ethical recruitment practices, you can rest assured that Marmion will work with you to place you in a company in which you can be confident and successful.
To find out more about ethical recruitment and how we work, get in touch with the team at Marmion.
If you’ve recently hired a new team member and they’ve yet to start don’t underestimate the value of maintaining regular contact with them throughout their notice period. And, bear in mind from the minute you make that offer the induction into your business has begun.
After the initial excitement of receiving the offer what goes on during that period may surprise you, and the longer the notice period the greater the risk that someone may come along and make a counteroffer to your much sought after candidate, and this counteroffer may come from their current employer!
However, no matter how long the notice period you should assume that if a candidate is actively engaged in searching for a new role, they are probably considering other roles. In a candidate starved market, especially if they have hard to source skills and experience, they will be in high demand so they may receive more than one offer. To strengthen their commitment to you here are a few pointers that will influence their decision to start on the agreed date and terms:
- If you’ve made a verbal offer send a written offer immediately. The longer the delay the more anxious your candidate will be about your intentions, and therefore the more open to other job opportunities
- Ensure the details regarding terms and remuneration are the same as described in the interview or subsequent conversations. Ambiguity will only lessen their commitment
- If you agree dates for sending critical information i.e. contract, offer details, etc. stick to them rigidly. Candidates do look out for the paperwork and if not receive they can begin to question the seriousness of the offer and your business.
- If the business is having a social event it’s good to invite your soon to be new starter to join in. I know from experience how much this positively influences a candidate, and this can only give them confidence about their personal decision to accept an offer. Alternatively invite them to a team lunch or meal. It’s a great ice breaker and provides them with access to future colleagues who can also do much to secure a commitment to joining the team
- Ensure that the induction programme is fit for purpose and that is relevant to the new starters needs. Sending the itinerary before the start date will let your candidate know you are committed to them and that there is a plan in place to help them settle in properly
- Contact your new starter the week before they are due to start to ensure that they have everything needed before they begin, and if there are any queries/concerns address them immediately.
- If your new starter had booked time off before they accepted the offer, make sure that their line manager is made aware of the dates and that it is honoured – We’ve lost a candidate simply because this had not been passed on to the training manager who advised, in the induction course, that this would not be honoured as there was a minimum period of employment before holidays could be booked!
- To enable new starters to get a head of the game, especially if starting in a new sector, many more companies are sending out pre-employment information packs with online links about the business/sector to their candidates. Best not to make it too onerous, but it’s a great idea to make the early days a little easier as they can research in advance at their leisure
- Make sure that you’ve advised all the relevant departments about your new starter so that logins, introductions, etc are ready from day 1. Leaving a new starter unattended and unloved in the early days can have a detrimental effect on how he/she views the business and that offer they turned down in favour of yours may begin to feel much more appealing!
Employers invest so much time in searching for and selecting essential talent and whether it is through direct or indirect recruitment channels they may end up losing time and money through a ‘no show candidate’ simply because of neglecting this aspect of the recruitment process. We hope these tips will limit this incidence and if you’d like more information on how to retain those important people follow our series on suggested ideas on how to identify and thereafter retain your workforce.