Human – People & Culture

Menu

Author name: amy@recruithuman.co.uk

“The aim is to be as good at people as we are at cars”. – Mandeep Dhatt, Executive Director of HR  at McLaren talks to us about HR leadership in 2019.

Leave a Comment / Blog /

As part of our commitment to supporting candidates to develop fulfilling careers, we’ve invited some HR Leaders to share the secrets of their success. This week we had a great conversation with Mandeep Dhatt, Executive Director of HR at McLaren Automotive Ltd. We asked Mandeep a few questions about her career in HR. A career that spans Engineering, Pharmaceutical, Publishing most recently Advanced Manufacturing and Automotive Design. Mandeep’s journey began at University where she studied business studies and excelled in the HR modules. Mandeep then went on to work for an IT storage solutions company as part of her placement year and was inspired by one of their Senior HR leaders. From there Mandeep made a commitment to develop a career in HR leadership. Mandeep joined McLaren in 2013 as an HR Business Partner and has since added value throughout the business as Head of HR Ops and more recently Executive Director of HR . We were keen to speak with Mandeep about McLaren, her perception of the HR sector and what she feels it takes to be a strong HR leader in 2019. What do you think is the key to being successful in an HR Leadership role? Being human. Being human is important. It’s easy for an organisation to forget that it’s not all about chasing the target or building the car or closing that contract. It’s about being human and looking at the people perspective. It’s also about having empathy. For example, the CFO; not everyone in the company is going to understand exactly the pressure they’re under and what they must go through to deliver. The HR leaders’ role is to demonstrate and showcase all the ways that we can support each other; collaboration is important. I’m also completely fortunate in that the leader we have, completely understands the value of HR. “He’s a great support. He will often say, ‘you can do more in that area Mandeep’ and provides the space to do that. And I completely appreciate that not all HR leaders will have that at the top of their organisation. We’re very fortunate in that respect”. What are the common themes and or challenges you are facing currently? The generational mix of the workforce that’s currently in play and is coming into play. The mindset of a ‘millennial’ versus a ‘baby boomer’ can be very different. This then feeds into broader conversations around attrition and turnover. Where we’ve got senior leaders in business, who have worked in the same industry, in the same organisation for 15, 20 years, we also have millennials that are coming to us after two years and are restless and bored, and off they go. It’s a very new way of working so the workforce isn’t necessarily stable. As a leader you have to dissect which bits of the business need to be stable from a resource, people, expertise and knowledge perspective. An organisation never stands still. So, we have to think, ‘how are we going to cater for that’ and get comfortable with it. Mandeep recently launched a Coaching Initiative in part in recognition of the value of a multi-generational team.  The initiative was created to encourage knowledge sharing, skills transfer and also to foster resilience within the business. Mandeep said ‘we’re a fast-growing organisation, there is constant change. The coaching element is a way of providing support and a mechanism to communicate that we are aware that we ask a lot of our teams every day, but we also offer this level of support and development in return. Finally, Mandeep offered one more issue that is high on the agenda at McLaren, “Skills, skills, skills. The global shortage of engineers is being felt quite significantly. So, for us it is all about retention and attraction. Where do we find that skill? It’s also key that we are influencing society and government to ensure that future generations will want to work in automotive and manufacturing and engineering. STEM is also really important to us as an organisation, as is our early careers programme. We have placed a focus on work experience, apprenticeships, internships, and the graduate space. But it’s also key that we look at how we are utilising the apprenticeship levy to upskill and reskill existing employees, to stop some of that churn. Career development is a USP for us. If you join McLaren you will not only learn what it is to set up and lay foundations and build legacy, but you will also develop beyond recognition – if that’s what you want to do. We’ll give you all the opportunities and avenues available to do so. What advice would you give HR professionals who are looking to move into an HR leadership role. Building credibility is important whether from technical stance or a commercial perspective.  A strong HR leader will always be asking, ‘what makes the business better?’, ‘What will make it survive tomorrow?’ Talking authentically about your impact is also really powerful. I think sometimes HR leaders can be narrow in their thinking. When demonstrating your impact follow your examples with impact. What did that do for attrition? What did that do for the employer brand?  It’s important to demonstrate the bigger picture. Finally, I asked Mandeep what goals her team are working towards in 2019. Mandeep was clear that as an HR leader her goal is always to ensure that McLaren are ‘as good at people, as we are at cars.’ If you are interested in a confidential conversation about your HR career or would like to speak with us about supporting the growth of your HR team, please get in touch today.

“The aim is to be as good at people as we are at cars”. – Mandeep Dhatt, Executive Director of HR  at McLaren talks to us about HR leadership in 2019. Read More »

My career – A Candidate blog: Recruitment Data Analytics

Leave a Comment / Candidate blog /

“Where few people have real experience in the area, having an informed interest puts you in good stead” As part of our commitment to adding value beyond connecting our clients and candidates to develop their teams of find fulfilling careers, we’ve developed a series of articles to transfer knowledge between our clients and the candidates we support. This week we spoke with Ian. Ian is an experienced Data Scientist who has developed a broad understanding of Recruitment Analytics and is passionate about the future of AI in Recruitment and HR. We asked Ian a couple of questions about his career and his current interest in AI and Recruitment Technology. Can you tell us how you got into Data Science and Recruitment Analytics? “As far as I am aware, people have only been calling themselves data scientists for the last ten years. Before that, there were people doing similar work in the consultancy and market research industries. I was working in the latter and am grateful for the broad experience it provided”. “It’s impossible to open a Sunday paper nowadays without seeing an article about how we are all destined to be recruited by algorithms rather than people. I am a data scientist with broad experience and saw this as an opportunity to make a difference in an exciting, growth area”. Do you have any advice for those looking to develop a career in this niche? “Come on in, the water’s lovely! Suppliers are understandably protective of their algorithms but are very generous with shared case studies available on their websites. After that, find out whether your existing employer is already looking at this data driven recruitment. If so, offer your input”. “You could also join one of the fast-growing suppliers who are typically start-ups of small or medium size. Some recruiters run evening events on the topic which could be a pleasant way to learn while making contacts. Where few people have real experience in the area, having an informed interest puts you in good stead”. What do you think are the major benefits of AI and Machine Learning in Recruitment? “Firstly, some very practical ones: cost and time savings for candidates and employers. Nobody likes the feeling of sneaking out for an interview. A combination of the new technologies should mean that the interviews which we do attend are restricted to ones with a high chance of success. If an employer likes you but does not have an immediate opportunity, a future opportunity is more likely to happen”. “Secondly, some societal ones: diversity and social mobility. We are all probably guilty of ‘recruiting in our own image’, here is our chance to end that. If an integrated system links recruitment criterion directly to historic employee performance, what could be more meritocratic than that?”. Do you foresee any disadvantages to AI or Machine Learning in reference to Recruitment or HR? “Not in the tools themselves. In theory, they could be badly used or implemented, but the suppliers will be keen to ensure that doesn’t happen”. What are the ethical issues faced by users of these interfaces? “Candidates have legal rights as regards to use of their data. If these are observed, I see new systems as being fairer than current tools and therefore more ethical”. How do you see the technology developing in the future? / What is the future of Recruitment Technology? “The Sky is the limit! There is no question the Recruitment landscape is changing. The current starting point for a candidate search for a new career opportunity is typing search criteria into a job board or search engine. I believe the future will be more along the lines of a dialogue with a good career coach”. Ian is currently open to interim Data Scientist roles with a focus on Recruitment Analytics. If you are interested in a confidential conversation about your next career opportunity or would like to speak with us about supporting the growth of your team, please get in touch today.

My career – A Candidate blog: Recruitment Data Analytics Read More »

“
The only limitations on your success are the ones you place on yourself” – Laura Ibbotson, HR Manager at SWFC talks to us about HR leadership in 2019.

Leave a Comment / Guest Blog /

As part of our commitment to supporting candidates to develop fulfilling careers, we’ve invited some HR Leaders to share the secrets of their success. This week we had a great conversation with Laura Ibbotson, HR Manager at Sheffield Wednesday Football Club. We asked Laura a few questions about her career in HR. A career that spans Technology, Professional Services, manufacturing, animal health, property and regeneration and most recently Championship Football.  Laura’s journey began as the first member of her family to go to University where she studied Human Resource Management after enjoying an HR module of her Business Studies A-Level. Unlike many HR professionals, Laura left college with a clear vision of developing a career in HR. Laura has since developed a successful and diverse career in a variety of sectors.  Laura has progressed from HR Advisor to HRBP and onto the Group HR Manager to Head of function at SWFC. We were keen to speak with Laura about her perception of the HR sector and what she feels it takes to be a strong HR leader in 2019. What do you think is the key to being successful in an HR Leadership role? “The ability to juggle a lot of balls as well as working in the background. A big part of the HR leadership role is to gel other people’s relationships together”. She added “It can be hard to measure the effectiveness of an HR leader as it’s out role to mitigate risk. Where you would normally measure contribution to the bottom line or cost savings, there are often unseen contributions from HR leaders. From the tribunal that was avoided, the member of staff who chose to stay or the NLP training you suggested for the Commercial Manager which added ÂŁx to the bottom line, all have a positive impact on the business but are not easily quantified”. Laura also recognises that a high degree of commercial awareness is key to success in an HR role in 2019. “You have to integrate with the team and understand the strategy from a people perspective. It’s HR’s role to deliver on that strategy from a people perspective”. What are the common themes and or challenges you are facing currently? There is a big focus in HR on how we can use technology to add value. At SWFC we’ve made simple changes like the move to electronic pay slips to mitigate GDPR risk and save resources to developing video job adverts. This also brings its own challenges in a multi-generational workforce. “Gender equality is also a key theme, particularly inspiring female leaders. We’re proud to have female leaders within our Senior team. Our CEO, Club Secretary and HR Manager are all female, we’re proud of that and want to showcase the leadership career paths available to women”. What advice would you give HR professionals getting started in their career or looking for their next step on the career ladder? Work experience is key. Don’t go straight from a degree to a masters and then into industry. Take some time between courses to gain the context around the theory”. Laura offered one final piece of advice to those with their sights on the top. “Remember the only limitations on your success are the ones you place on yourself” If you are interested in a confidential conversation about your HR career or would like to speak with us about supporting the growth of your HR team, please get in touch today.

“
The only limitations on your success are the ones you place on yourself” – Laura Ibbotson, HR Manager at SWFC talks to us about HR leadership in 2019. Read More »

“The way we work is changing” – Laura Haynes talks to us about HR Leadership

Leave a Comment / Blog /

As part of our commitment to supporting individuals to develop fulfilling careers, we’ve invited some HR Leaders to share their secrets to success. This week we spoke with Laura Haynes, currently Interim HR Director at WeWork. We asked Laura some questions about her career in HR to offer some insight into the sector. Laura’s career spans a breadth of industries and sectors. A journey from a degree in Psychology to building a portfolio career as an Interim HR Director. Laura’s initial career goal was to become a Clinical Psychologist but the more she learned about this path through studying Psychology at university, the more she felt this wasn’t for her. She instead focused her attention on Occupational Psychology, combining interests in business in a passion for people. After her degree, Laura went on to take her first step into the HR arena as a Graduate Recruiter with Tesco. From Tesco, Laura worked for investment banks including Citi and RBS in the Early Careers space before joining BT as Head of Talent Programmes. From BT and after working for a long list of large corporates, Laura started developing relationships with startups for a complete change of scene and started working with several. Most recently, working through her own HR consultancy, Laura has now supported a variety of innovative start-up and fast growing businesses as an HR Director or Head of HR. We wanted to get Laura’s take on HR Leadership and the secrets to success.  What do you think is the key to being successful in an HR Leadership role? “Something HR leaders have to wrestle with is constantly striving to get the balance between fair and consistent policies and treating people like Human beings. The strength of an HR Leader is in having real meaningful conversations and not losing sight of the need to work around unique individuals”. The way we work is changing and Laura believes that as a leader you have to prepare and support the changes, while also maintaining the right level of employee experience”. Do you feel that the HR skill set is transferable? Laura made it her mission to develop a portfolio career and avoided working in a silo. As a result, she’s been able to transition from Retail to Investment Banking to Tech to FinTech and Beauty before most recently moving into Real Estate. Laura shared, “if you start out by working across a variety of sectors and people can see how well you’ve made the transition each time you work – you can give more confidence in your adaptability and ability to work with ambiguity.” What are the common themes and or challenges you are facing currently? “Some of the changes we’re seeing in how people work such as contracting and remote working are leading to interesting conversations. On the face of it, it’s not difficult to set people to work in these new ways – for example using some of the great virtual meeting applications for remote workers. When you scratch the surface though, managers have concerns and worries when it comes to how you set expectations, track progress and ensure there is high trust in the relationships you have – without which your partnership can’t succeed. We end up going back to basics and looking at familiar topics like goal setting, reviewing performance, but through a new lens”. What advice would you give HR professionals either just getting started in their career or looking for their next step on the career ladder? “Starting in a big organisation is a good place to start. A lot of people want to begin their career in startups I know it’s fashionable now, and I can see why. But, if you’re not working in a community of peers and experts, it’s hard to evaluate the strength of your work in the same way and it could be more tempting to deliver “good enough for stakeholders”. You can get some great training and complete rotations in different disciplines too. I’d suggest learning yourself as early as you can and talking to a range of organisations with different cultures. The people you’re around are crucial too, as is the way HR is perceived in an organisation – there’s a big difference in places where stakeholders will work with you as opposed to against you or “around” HR. It’s so important to be happy at work and enjoy it”. Laura is currently supporting WeWork as an Interim HR Director. If you are interested in learning more about a career in HR or would like to speak with us about supporting the growth of your HR team, please get in touch today.

“The way we work is changing” – Laura Haynes talks to us about HR Leadership Read More »

“You can’t be a wall flower” – Senior HR Director, Craig McCoy talks to us about HR Leadership.

Leave a Comment / Candidate blog /

As part of our commitment to supporting candidates to develop fulfilling careers, we’ve invited some HR Leaders to let us in on the secrets of their success. This week we spoke with Craig McCoy, Senior HR Director at Sunrise Senior Living. We asked Craig a few questions about his career in HR which spans Public, Private and Third Sector organisations. Craig’s journey takes him from Cambridge University, where he studied French and Italian to Interim Senior HR Director for a US owned care service provider.   Craig begun his HR career after spending some time teaching English in Paris where he developed an interest in Training.  From Training Craig moved into Change Management with a focus on Training & Development; and then into his first HR Director position. Since then Craig has added value in FTSE100 companies and across Telecoms, Healthcare, Care, Publishing and Housing. We asked Craig a couple of questions about the world of HR and what his thoughts were on what lies ahead for 2019. What do you think is the key to being successful in an HR Leadership role? “There is a strong emphasis on consulting, influencing and having relevance at the top table is important 
 you can’t be a wallflower. You can’t just rely on process effectiveness. Process effectiveness is a bit of a given. It’s about a having a degree of influence, coaching capability, internal consulting, seeing transformation and change. The ability to grapple with difficult concepts like culture, and affect business change through development is key. The forward looking, growth orientated part of the business agenda is where HR can really add value. A focus on steady state and running efficient processes is not going to get you the degree of credibility and influence you could otherwise get. You’ll just be seen as a second-tier process expert, which is not, where you want to be. What are the common themes and or challenges you are currently facing? “Brexit is a big one. There’s going to be a massive systemic issue which is already impacting some industries.  I think the changing nature of work and contracts and things like the Gig economy is a big one; the changing nature of how people are contracted to do work. Craig believes “The nature of work is changing, how you deploy resources more flexibly and globally is key in HR. Thinking tends to be more traditional and linear. Whereas you’ve got to open your mind toward more of a shift away from 9-5”. Craig agreed that Recruitment and AI will follow similar veins. “Artificial intelligence, machine learning, robotics and predictive analytics and big data these are all kinds of things which are fundamentally changing business propositions. Predictive analytics is more prevalent in recruitment, but I think we’re going to see process automation added more to the core of what HR does. AI should increase the human element of HR leadership; the subtlety and the complexity of relationships is not something that can be automated”. This is something we’ve championed for some time. The ‘black and white’ parts of Recruitment and HR are going to be completed by an algorithm in the future, the value of a strong HR leader is in the grey areas. It’s the interpersonal skills. It’s that human approach. What advice would you give HR professionals getting started in their career or looking for their next step on the career ladder? “Learning and Development is a great place to start your HR career because it gives you a platform; it gives you profile. You develop the skills of working with people. You start getting involved in areas like coaching and understanding what key business issues are. You develop consulting skills, you learn skills about being quick on your feet. You get used to being plunged into unfamiliar situations with demanding clients, so all of this was quite formative for me. I felt as though it was a really good place to start my HR career”. Craig has been with Sunrise Senior Living for 15 months and will be continuing as Interim Senior HR into 2019. To explore your career options confidentially or speak with us about supporting the growth of your HR team, please get in get in touch today.

“You can’t be a wall flower” – Senior HR Director, Craig McCoy talks to us about HR Leadership. Read More »

HR Director, Yorkshire & the North

Leave a Comment / Candidate blog /

When I contact HR professionals, there are 3 reasons I want to connect: I want to understand them as an individual. Would we work well together? What kind of relationships are they looking to build? What are their objectives and challenges? Are they a client or a candidate? I want to understand their career path. How they got where they did? Why they took the route they did and where are they heading. I want to understand their current role. What challenges they have. What’s worked, what hasn’t and how can we add value. I have been speaking with one candidate for over a year now. We first connected on LinkedIn. We had a short 15-minute call, and both established we could work together. At the time this, very ambitious individual, wasn’t looking for an opportunity. Instead she was keen to make her mark with her current employer, bridge a couple of skills gaps and then move forward in her career plan. I love working with ambitious, motivated HR professionals! In the time we’ve been speaking, this person has: Reduced the average cost per hire by £3000 saving the company £39000 this year alone. Increased employee engagement by 81% across the business, by implementing employee forums, management meetings, increased communication. Decreased employee turnover by 60% Spearheaded talent development and succession planning across several geographies to meet the demands of the businesses 20% growth year on year. This candidate has a proven ability to adapt to business environments of developed markets (UK, Switzerland, USA), as well as emerging markets (China, Romania).  This candidate is now ready for her next career move and is seeking an HR Director level opportunity in the North of England. If you would like to learn more about this individual or view their interactive HumanDNAℱ profile, please get in touch today. If you’re an HR professional who would like to connect, please either connect with me on LinkedIn or book directly into my diary, at a time to suit you here.

HR Director, Yorkshire & the North Read More »

Head of HR, West Yorkshire

Leave a Comment / Candidate blog /

I have just got off the phone with a great Head of HR seeking her next career opportunity in HR. We’ll be meeting for a coffee over the coming weeks. The next step in the process will be for her to create a HumanDNAℱ profile. I noticed something she said a few times. She used the word ‘love’ throughout the conversation. Not flippantly but in the sense that she is passionate about the work she does, the value she adds to her employers and how she benefits the business and the people she serves day to day. It reinforced why I chose HR as my specialism within our multidisciplinary agency. What gets me out of bed every morning, is knowing that I am helping HR professionals to find opportunities to work in roles that get them jumping out of bed every morning; adding value to businesses and supporting them to operate effectively and efficiently. This passion for her work means our client has had some great successes for her previous employers. Including; Saving over £500k by managing a successful cost down project; including efficiency increases, supplier negotiations and resource planning. Developing an internal employee engagement process saving the company over £50k Successfully introducing a talent and succession programme that reduced resource gaps across the business and increased promotions by 40%; Annualised payroll saving of £6.2m through workforce efficiencies and introduction of flexible working; Having completed her final project with her long-term employer this individual is now seeking her next challenge. She is interested in hearing about roles in the North of England and would welcome the opportunity to learn about Head of HR or HR Director opportunities in a progressive, fast paced organisation of around 2500+ employees. If you would like to hear more about this individual or you’d like support seeking your next HR role, please get in touch today on 01709 717212 or click here to book a call with me.

Head of HR, West Yorkshire Read More »

Regional HR Business Partner, South Yorkshire

Leave a Comment / Candidate blog /

Human is currently representing a fantastic HRBP, looking for their next opportunity in HR Business Partnering. Ideally within FMCG or SMCG, and ideally a Regional role with Leadership responsibilities. This individual is a commercially astute HR Business Partner with demonstrable success in Retail. They have an exceptional track record working across both FMCG and SMCG including; food, supermarket and high street brands. Key achievements include: Decreased regional absence by 50% Responsible for a team of 2000 across 7 depots across the North of England. Increased employee engagement across 9 stores Escalated career development for team members from Graduate roles to Senior Management Coached and developed HR Professionals, Regional Sales Managers and Store Managers in HR. Recruited and retained talented candidates for 3 new store openings I am working on behalf of this exceptional HR professionals and would be keen to speak with any businesses in need of her skill set.  This individual has also created a comprehensive HumanDNAℱ profile for you to view. Human DNAℱ is our innovative, multi-level assessment and recruitment platform. A Human DNAℱ profile includes: A video introduction from the candidate CV, Exec Summary and Key Facts Behavioural profile Competency based Q&A If you’d like to learn more about the HR professionals, we represent or HumanDNAℱ please get in touch today.

Regional HR Business Partner, South Yorkshire Read More »

Interim Strategic HR Director, Yorkshire

Leave a Comment / Candidate blog /

Interim Strategic HR Director, Yorkshire We have recently started representing some fantastic talent in the Senior HR Leadership space. Rather than waiting for opportunities to come to us, we wanted to let you know a bit more about one of the Interim HR Directors in the hope that we can support him to find his next assignment. Key achievements include: Increasing share prices from 99p to £6.35 Taking a business from loss making to £6m profit Increasing employee engagement by 400% Not only is this candidate a highly experienced Senior HR Director, with success across business turnaround and pre-acquisition but he’s great to work with. He has a fantastic sense of humour, has received glowing peer references from current and ex- colleagues and has also completed a comprehensive profile using HumanDNAℱ, ready for you to view now. If you’d like to learn more about this individual or the Human approach, please get in touch today!

Interim Strategic HR Director, Yorkshire Read More »

The gig economy – the changing world of work

Leave a Comment / Blog /

As little as ten years ago the recruitment landscaped looked very different. Getting a job was mainly about finding a permanent position, and recruiting meant permanently filling roles, or, less frequently, using temporary contracts to back-fill or cover time-limited projects. Like us, you’ll know that the ever-changing tech landscape, a major recession, the rise of disruptor firms like Uber and Deliveroo, and changes in attitudes have all resulted in a fundamental shift in the way a significant chunk of the workforce likes to work. What used to be called short-term contracting has now become even more micro in nature and is commonly referred to as the gig economy. The shift has been significantly enabled by advancements in technology. A study published by the McKinsey Global Institute in 2015 estimated that by 2025, digital work platforms could add $2.7 trillion, or 2.0 per cent, to global GDP, increasing employment by 72 million full-time equivalent positions. In the UK, that would mean around £45 billion and extra work for 766,000 individuals. The same study categorised the people working flexibly as: Free agents, who actively choose to work that way (30%) Casual earners, who use independent work to supplement their income (40%) Reluctants, who make their primary living this way but would prefer not to (14%) Financially-strapped, who do extra work out of necessity (16%) So it’s clear that the gig economy is now a choice for a reasonable proportion of people. The benefits to individuals Clearly working on what you want, when you want is a massive advantage to the individual, and for many a dream way of earning a living if they can make it pay. But there are many other advantages to the gig economy for the people who work within it. A recent study by the UK Government identified a number of benefits: Flexibility – the research identified this as a major driver, with three sub-sets – flexibility for caring (for children and elderly/unwell parents), for studying, and as a lifestyle choice Higher rates – for skilled workers, turning skills on and off on-demand usually attracts a better rate of pay, but comes with the trade-off of reduced security and certainty of income Work experience –the gig economy is a perfect way to build up work experience, especially for students, so they don’t apply for permanent roles with no experience As a transition between permanent roles – temporary work was highlighted as a choice for some people who were between permanent jobs or who had been made redundant Health reasons – respondents to the study with mental and physical health issues cited working from home as a major driver for pursuing temporary roles Why companies should capitalise on the gig economy We all know how tricky it is to recruit permanently, with unemployment currently at its lowest rate since 1973. And workload isn’t stable, linear, or – often – easily predictable, so the other tricky HR challenge becomes the peaks and troughs of workload, resulting in the workforce being too busy some months, and not busy enough during others. The gig economy provides significant benefits to companies willing to change their approach to recruitment: Simpler administration – getting just one invoice for a number of interim workers reduces admin, and overheads are further reduced by remote working, resulting in lower on-costs and no need to find additional desks Greater flexibility – when work starts to slow down, support from people on interim or contract arrangements can more easily be scaled back, reducing pressure on budgets Skills on tap – choose from a pool of pre-interviewed and profiled people ready and willing to work. Using interim or short-term appointments can also mean people with advanced skills are available for your budget, without the risks of putting them on the payroll Swiftly available – if you have a big project which needs all hands to the pump, interim appointments are an easy way to quickly secure additional resource, which can often start right away A fundamental shift If your business has a traditional working week, with a focus on 9-5 hours from an office, the move towards the gig economy might feel complicated. If your organisation can make the paradigm shift away from presenteeism to an outcomes focus, there is significant opportunity to benefit from the additional skills and experience of people who want to work differently. Regardless of whether you’re recruiting permanently or interested in taking advantage of our expertise in recruiting freelancers and contractors, Human DNA ℱ allows us to reduce the cost of recruitment while vastly increasing retention – 96% of people recruited the system’s methodology were still with the same employer after 12 months. To explore how we could help you, give one of the team a call on 01709 717212.

The gig economy – the changing world of work Read More »

Scroll to Top