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Author name: amy@recruithuman.co.uk

How to improve wellbeing at work

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Lack of employee wellbeing is a business risk. If your people are your biggest asset, surely ensuring they are healthy – both physically and mentally – is the best way to ensure the security and productivity of your organisation? Employee wellbeing is closely tied to engagement, and therefore productivity which ultimately leads to organisational success. A recent report by health insurance provider Vitality and the Financial Times made for stark reading. It found a clear north-south wellness divide, with employees in Yorkshire and the Humber reporting the highest stress levels. The report reinforced what HR professionals already know – that there is a strong correlation between participation in workplace programmes and improved health and productivity. And with a generation of vulnerable younger people more prone to mental health issues – the report found 8.5% of those aged 21-25 indicated they suffer from depression – how can organisations get the balance right? Unfortunately, it’s not just younger people who are at risk of mental health issues. Suicide is the biggest killer of men under 45. The report found that financial concerns are directly linked to weight and mental health – employees with financial concerns are twice as likely to be obese and seven times more likely to suffer from depression than those without any. Legal obligations It’s an employer’s legal obligation to ensure the health, safety and welfare of its employees. Organisations have to carry out risk assessments for work-related stress, and take action to prevent staff from experiencing a stress-related illness because of their work. Leeds-based solicitor Jodie Hill of Thrive Law has started a campaign for every workplace to have a mental health first aider. “Mental ill health is the biggest reason for sickness absence and by far the largest cost to employers across the UK,” says Jodie. “I want every business in the UK to treat mental health with the same respect as physical health. Why aren’t employers encouraged to extend the same attitude towards mental health first aid, as they do for physical first aid?” This guide from Acas covers how to promote positive mental health at work and mental health charity Mind also have a guide to wellbeing in the workplace, but here are a few suggestions for improving employee wellbeing overall. Digital detox On 1 January 2017, workers in France acquired the right to disconnect from technology, making it illegal for companies to expect employees to check and respond to emails on mobile phones outside of working hours. Some companies restrict access to email outside of working hours, others ensure all emails sent to a person on holiday are automatically deleted, to reduce that sinking feeling when your first day back is spent tackling hundreds of two-week old emails. Having a conversation with your workforce about what will work for them and your organisation is the best way to figure out how you might tackle the health risk posed by our always-on culture. The importance of sleep In 2017 a Nobel Prize was awarded to sleep researchers. That’s a fairly big indicator that it’s time to pay attention. Research by Glassdoor found 6 % of respondents said they would be better employees if they got more sleep, especially those ages 18-44 (73 percent) compared to those ages 45-64 (59 percent). The Vitality report found that respondents who sleep less than 6 hours per night lose more than twice as many working hours due to absence and presenteeism (being at work but not working at their best) than those who sleep more than 7 hours. It also found employees with sleep quality difficulties do less physical activity, drink more alcohol, are more likely to be smokers, show higher work-related stress, and are five times more likely to suffer from depression than those without any sleep difficulties. Setting boundaries for out of hours work will help, but other ideas include: Helping educate employees on the importance of sleep – there’s an NHS guide to improving sleep here Promote flexible working – so if someone has had a bad night, they can start a little later and make up the time separately Open the blinds! According to a study in the journal Sleep, workers in offices with windows slept an average of 46 minutes more each night than those not exposed to natural light Practical support There are also many structural and practical steps you can take to support your team’s wellbeing, including: Accurate workforce and succession planning, to ensure recruitment gaps are filled quickly Installing a shower so people can run/cycle to work or at lunch times Organise a lunchtime walking group Offer a meeting room for a lunchtime yoga or pilates session Provide fresh fruit Encourage people to take the stairs Set up a self-help book swap For support on any aspects of workforce planning and recruitment, give one of the team a call on 01709 717212.

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Contingency Recruitment is dead – why working in partnership is best

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Recruitment is one of those curious areas that on paper, should be easy to outsource.  You have a clear brief (your role and job spec), you can define your target audience (skills and salary) and it’s a pretty process-driven task.  And of course, there are literally hundreds of recruitment agencies ready to take your commission and deliver you a raft of CVs ready for you to interview. But it’s not really that simple is it? The problem with some agencies is that everyone is fishing from the same pond; a problem compounded the more specialist and niche the requirements.  Mass-market recruiters have it much easier now that social media has come along – a few clicks of their laptop and thanks to LinkedIn, Twitter and Instagram they know pretty much everything they could want to about the candidates they’re going to suggest to you.  And let’s be honest, the chances are it’s the same candidate that six other agencies are also looking at too.  All for you.  Because they’re chasing the chance to get paid. Because it’s mass-market recruitment, it becomes a numbers game.  The more CVs that they can get in front of you, the more likely you’ll select some for interview.  And hopefully offer someone a job.  So perhaps corners get cut during the screening process.  Perhaps the calibre of candidates isn’t quite what you’d asked for or the experience in line with what you know will be required in the role. But you haven’t paid anything yet, is the low risk worth the effort?  It could be, but it’s also inefficient, cumbersome and potentially damaging your brand. The Human Approach There’s another way.  A more human way.  It’s not new; in fact, it bases itself in one of the most basic human interactions.  Build a relationship with a recruitment partner. It’s what we do at Human because we believe it’s the most effective way to bring the best talent into your business.  A partnership approach means we get to know you beyond the brief you give us.  We get to know your purpose, culture and values so that we know the candidates we propose will fit in.  We learn about your key people and management style so that the talent we place will flourish in your environment.  And most of all, we’re honest in the way we communicate and interact with you. We won’t promise you the earth but what we do promise you, we will deliver on. Because of this you can have complete trust in the quality and calibre of candidates we put forward to you.  We undertake extensive screening and then make sure we invest in getting to know our bank of candidates as if we employed them ourselves. We learn what’s behind the CV and make sure they’re a perfect match so that you don’t have to waste your time doing the job you’re paying us to do. Thanks to Human DNA™, our multi-level assessment and recruitment platform that we have invested in, you can now be even more confident in the candidates we put forward.  This evidence-based approach to recruitment offers almost 100% retention, directly reducing your cost to hire and management downtime but most importantly, helping identify the gold stars that are going to be the future of your business. Of course, the choice is yours but we hope you’ll agree that a more human, collaborative and partnership-focused approach to finding and recruiting the best talent is still the best way forward. To see how Human DNA could revolutionise your recruitment process, get in touch for a free demonstration by calling 01709 717212 or contact us here.

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Recruitment and the gender pay gap

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For the first time ever, the government has made it mandatory for employers of more than 250 people to publish and report on specific details of their gender pay gap.  This has once again shone a light on an issue that has been dominant in industry far too long – that women are generally paid less than men. Even as a smaller organisation, we’re sure there’s lots of work going on to understand whether you have an issue and, if you do, how to tackle it within your existing structures.   But looking forward, how do businesses ensure they are not perpetuating the gender pay gap through their recruitment practices? We encourage employers to think about two things.  Firstly, how to make gender-neutral salaries the cultural norm  Do senior management understand that there is a problem they need to solve?  Is the data telling a story that your business believes?  If not, your work has to start here as only through accepting there is a problem will change come about. Secondly, acknowledge and review the role your recruitment processes may have in indirectly creating bias leading to a gender pay gap.  It’s great that the conversation has started about what needs to be done differently, but the pace needs picking up because at the current rates of progress, it will take 100 years to close the gender pay gap. So, what can you adopt into your recruitment strategy to start making a conscious change? Blind salary recruitment In some US states, asking what an applicant’s current or previous salary was has been banned, reasoning that new roles should not be based on what an applicant has previously been paid.  In the UK there is a wealth of benchmarking data on salary levels in industry so it’s reasonable to challenge whether knowing an individual’s salary should really influence what they are worth in the role you are recruiting to. Challenge your internal culture One of the last great taboos in work is to talk about what you earn, however in some sectors it is commonplace to have a published pay banding document and some level of transparency on how roles are graded.  Whilst this could be considered commercially sensitive for some business, perhaps this should be balanced against the spirit of gender pay gap obligations.  Is there more your business could do to share some level of data and an action plan towards achieving greater parity? Our ethos is simple– we want to help you make a successful hire regardless of gender or any other unconscious bias.  We look beyond the CV and the facts to really get to know the individuals we represent; what motivates them, what their ambitions are and yes, what they think they’re worth.  It’s a three-way relationship though and we go through the same process with you as a client to make sure we’re making the perfect match with the candidates we present to you. If you’re looking for a recruitment partner that cares about the issues affecting you and can offer solutions to help move you forward then why not get in touch.  Whether it’s a one-off role or something more long-term, speak to one of our lovely team on 01709 717212.

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Relationships before opportunities – a proactive approach to talent engagement

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All HR professionals recognise that job-seekers expect more than ever from potential employers. They want insight about organisational purpose, culture and employee benefits and they want access 24/7 across multiple devices. They scan social media networking sites without a second thought, looking for the truth of what it’s really like to work for a specific employer. They want to be treated as human, not a reference number. As an employer, it can be a tough job to not only deliver this but to create an applicant experience that anticipates what your business is going to need in its recruitment pipeline and how you package this to attract the highest calibre of candidates. As a job seeker, having this much information at your fingertips puts you in a unique position to be able to tailor your application to the organisation you’re applying to – whether for a live vacancy or speculatively. At Human we pride ourselves on our long-term relationships with both clients and candidates, because we believe people are so much more than a title or a job description. Starting the conversation Both employers and job seekers have a role to play in proactive talent management. Organisations must find a way to establish a meaningful, ongoing relationships if they are to have access to those who are the perfect fit both in expertise and character but for whom a role isn’t immediately available. Talent pipelining isn’t a new concept but it is misunderstood and under-utilised. It’s a shift from reactive to proactive recruitment; anticipating who your company will want and should hire in the future. Good candidates who want to work for you will be happy to engage in two-way communication. If your department isn’t resourced itself to do this then it is worth reviewing how it can be managed for you – whether automated through software (although this doesn’t necessarily come with the human touch) or delivered by an external recruitment partner. As a candidate, you should never be afraid to approach an organisation you’ve identified as being a good fit for your values and aspirations. Or a good recruitment agency can help by doing this for you. Attitude complementing aptitude It sounds obvious, but understanding your culture and the personal attributes that are most successful within your organisation will help you spot those who belong in your talent bank. Spend time in departments with the workforce and use this insight to create desired personas to aid your screening process. If you don’t have time to do this, we offer it as part of the Human service. Prospective applicants should be clear about their own character and strengths and how to articulate this to a prospective employer. Some thorough research will ensure candidates are able to target companies who will support bringing out the very best in them. People buy people Being human matters, especially in this digital age where, let’s face it, you can be anything you want to be behind a screen and keyboard. Whether you’re the employer or the applicant, find ways to connect – at recruitment networking events or online over sites such as LinkedIn – and create a more human level of engagement and interaction. Then, most importantly, work hard to maintain those relationships. A talent bank is of no use if the talent it contains have lost interest in you as an employer. Investing in specialist support to manage this workstream will reap its own long-term rewards with reductions in recruitment costs, time-to-hire and ultimately your employer brand. Our human approach to recruitment means we focus on the whole person – skills, values and attitude – to help create the perfect fit for both candidate and employer. We invest time in getting to know both candidates and clients, which means we have a healthy talent bank and can easily recommend candidates who have not only the right skills, but are the right fit. Give one of our friendly team members a call for an informal chat about your recruitment needs on 01709 717212.

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Searching for talent the smarter way – the demise of the recruitment ad

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Every now and again in business you have to rip up the rule book and start again. In recruitment, and in particular, in HR recruitment, the way we advertise and attract talent is one of these occasions. What’s clear is that it’s no longer enough to just ‘put an ad out there’. In today’s marketplace, you need detailed attraction strategies and relationships with online job boards. Recruiter accounts with social media and a careers website that showcases the very best of your employer brand are also critical – a 2017 LinkedIn survey shows that 38% and 53% of candidates access these respectively when applying for roles. And we all know that you also need processes that feel human and offer a high-quality applicant experience. And that’s just the starting point. For hard to fill roles, volume recruitment and many other specific circumstances, you may need even more. Where do you to turn to when your website and online advertising aren’t quite hitting the mark? A trusted recruitment partner is the perfect solution. Inside knowledge as standard A recruitment partner will have done some investigating of what’s going on outside your organisation. They will know what the market leaders and innovators in your sector are doing with their recruitment strategies. They will also understand the most appropriate networking events to attend to meet a rich pool of prospective employees. Events such as awards or recognition ceremonies are great places to see emerging leaders at their finest. Social media is a blessing and a curse as individuals still struggle to separate their professional and personal lives and the degree of detail they share in this arena. That said, it can be a hugely insightful way of getting to know applicants a little better as part of your screening and selection process, particularly when considering the cultural fit. Build a relationship We might advise holding ‘open days’ or in-house networking events are a fantastic way of engaging new job-seekers. Or if you or your leadership community are feeling brave, we could support you to organise a live Q&A session on social media. Alternatively, you could look at how to use multi-media to tell the story of your organisation and what it’s like to work there. Tap into your existing workforce We never underestimate the talent already within your organisation. You can have a wealth of support at your fingertips by leveraging your workforce. Consider a colleague referral scheme if you are looking for more of the same (remember people tend to hire in their own image) with incentives and rewards for a successful hire. Where you have a history of promoting within, consider how you can showcase career journeys as part of your careers website to make this feel more attainable for prospective applicants. If you haven’t got a talent management programme, now is the time to set one up. They allow you to recognise your business-critical roles and people, with a view to mapping out a plan to populate these roles should the need arise, supporting your top and emerging talent along the way. Think differently Sometimes you just need to take a chance and do it differently, as Greg Savage shows in a blog he wrote last December. Here, he shows that even the smallest of incremental changes can add up to massive rewards and that a change of focus from passive advertising to actively seeking new talent can really pay off. We call it talent pipelining, and it’s something ingrained in our day-to-day work. It’s also an advantage we love to share with our clients, so if you’re interested in a chat about how we can help you get high-quality candidates for your HR roles, we’re always on the end of the phone.

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Planning for the unplannable – the strategy behind your recruitment strategy

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The annual business planning process – the holy grail of planning. At best you’ll have access to insight, intelligence and decision makers; at worst you may get some numbers on a spreadsheet that make little or no sense. It’s looking up though; recruitment and retention is back on the board-level agenda with over a quarter of organisations looking to increase their recruitment budget and over a third increasing their talent management budgets in 2017/18 (CIPD survey in partnership with Hays). So how can your recruitment strategy stay ahead of the game? Bring in the experts This isn’t the hard sell it may seem; if your HR department doesn’t have a dedicated resourcing team then you’re missing out on specialist expertise that is critical to achieving strategic success. Working in partnership with an expert recruiter on a retained basis brings many benefits. You’ll have access to a wealth of insight, from market intelligence to support with attraction strategies and talent management as well as advice and guidance from a team that wants to help you succeed. The very best partners will not only deliver for you but anticipate your needs, saving you time, headcount and budget. Make business plans your business Even the most relaxed of department heads will know what they need to achieve in the next 6-12 months and whether they have the right people to achieve it. Tap into this to understand how it might translate to recruitment needs. We all know recruitment is admin-heavy and time-intensive so having an ongoing relationship with a recruitment partner who can relieve some of the burden will maximise your ability to respond to your business’s needs whilst ensuring you can remain focused on more strategic issues. Protect your employer brand Applicants have access to far more information about a prospective employer than ever before thanks to the web and social media. Add to this a candidate’s ability to post online about their application and interview experience, and all of a sudden your reputation as an employer of choice is out of your hands. Make sure you review your recruitment process from an applicant perspective and respond appropriately to feedback – are you communicating effectively, is your process timely, are you being consistent? The CIPD/Hays survey shows that 41% of HR professionals believe they have lost good candidates because of the length of their recruitment process – have you, and if so, what are you doing about it? Use personal development plans to your advantage Knowing the ambitions of your people can be a significant advantage when resource planning. A culture of sharing future plans and aspirations will allow you greater oversight of what may lie ahead. Whether an individual wishes to upskill, retrain or is simply happy where they are can tell you a lot about their future within your organisation. You can use this insight to help plan where attrition may occur or where support should be provided to make sure you develop your strongest talent. Create a talent pipeline We have all come across the ‘right person, wrong role’ scenario. Cultural fit is increasingly as important as ability to do the job so when you find good people during the interview process it can pay to think a little differently about how to manage them. Whether you use a spreadsheet, software or recruitment partner, finding a way to create a relationship with those candidates who remain of interest to you should the right role come up means you already have a rich pipeline to look at when you need it. Regardless of how good your plan is, as HR professionals we must accept that elements of recruitment will always be reactive. However, in our experience, finding the best people doesn’t happen by accident so being ahead of the game can only put you at an advantage in a very competitive space. If you want a chat about accessing our proactive, human recruitment expertise, do give one of the friendly team a call on 01709 717212.

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Hire right or hire fast – what’s the best way to recruit?

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In an ideal world the best way to recruit is to fill a post quickly and with exactly the right candidate – but how easy is that to achieve in reality? Often, filling a vacancy fast can end in an unsatisfactory experience for both the employer and the employee, but equally, you don’t want to leave a position empty for too long – after all, you have a business to run! So when all’s said and done, what’s really the best way to recruit? Hiring someone fast, or hiring the right person for the role? Here at Human, we’ve learned that you don’t need to make a choice between the two, as it’s entirely possible to do both… What’s the key to the right hire? Getting the right person for the job is much more straight-forward, and ultimately more successful, if you take a thorough and proactive approach from the outset. Essentially you’re looking for someone who: * Has the relevant experience/qualifications * Is ready to take the next step in their career * Demonstrates the right employee behaviours * Shows potential and capacity to develop and grow in the role * Has references that back up their CV/interview input What’s the key to a fast hire? The fundamental principle is to have solid candidates waiting in wings, rather than waiting to act until a role becomes open. This talent pipelining is a much stronger and productive alternative to traditional, transactional recruitment. To hire fast, you need to: * Always be recruiting * Look internally if it’s an option * Have a clear idea of what skills/experience you’re looking for * Create a solid, accurate job description * Advertise in the right places * Draw on your network of contacts (including recruiters, LinkedIn connections etc) The best of both worlds – hiring right and fast Hiring the right person and hiring someone quickly don’t have to be mutually exclusive. If you’re handling the recruitment yourself, it can be tricky to balance other business responsibilities with the focused efforts it takes to get this right, but with the support of a recruitment specialist, you could be ready to welcome your new, brilliant worker faster than you think. One of the biggest mistakes we see clients make is failing to retain candidate applications and review previous applicants when a new role comes up. We recommend that all businesses keep this information on file and stay in contact with past applicants – something that can be done very simply through a periodical mail shot. Just make sure you manage their details in line with the EU General Data Protection Regulation (GDPR). Interviews and applications often bring you into contact with real talent; they might not be quite the right fit for that particular role, but they could still be the right fit for you. Just because the time isn’t right now, that doesn’t mean you shouldn’t keep the lines of communication open for the future. Taking a proactive approach The key to fulfilling both of these recruitment criteria is to be proactive – constantly looking ahead at changes to your employee landscape, changing business needs and the kinds of people who can add value to your organisation. We find the best way to enlist great new talent is through a continuous recruitment approach – because it means that you’re continually building your talent pipeline, so you have a pool of appropriate, potential candidates to approach as soon as a vacancy arises. By nurturing a relationship with a recruitment company, you can leave this ongoing process to them, freeing up your own time for other matters while you rest assured that future job roles will be filled efficiently and effectively. So it is possible to hire fast and hire right – just ensure you’re constantly on the candidate trail by instilling a continuous recruitment value into the core of your HR processes.

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Why continuous recruitment is essential for building a talent pipeline

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Building a talent pipeline is crucial if you want to attract the right talent to your team, but despite its many benefits, the process of continuous recruitment is an often-overlooked complementary method. Reactive recruitment certainly has a place in some sectors and types of roles, and may even feel unavoidable if you have a surprise resignation within your company – but the longer a vacancy is left unfilled, the bigger the impact on your organisation. Continuous recruitment is a much more proactive approach, helping you to build a talent pipeline that provides excellent opportunities for finding the right staff at the right time. Here are five great reasons for combining these two recruitment methodologies for the best possible results… 5 benefits of continuous recruitment 1.   Fast fulfilment of open vacancies – by building a network of potentially interested (and talented) parties for different areas of your business, you’re much less likely to be faced with a ‘vacancy void’. The longer it takes to fill a role, the more your productivity will suffer, which could ultimately affect your bottom line. 2.  Cost-savings – a long, drawn-out recruitment process means that funds that could be better directed elsewhere are being sapped away. Building a talent pipeline in anticipation of future needs means that you already have a target audience primed for positions as they become available, subsequently saving you money in recruitment costs – not to mention the potential loss of profit mentioned above. 3.  Employer appeal – a proactive approach to recruitment is a real boon when it comes to your brand’s reputation. By continually reaching out to workers with the skills your business requires, you’ll nurture a culture of confidence, where people want to work with you – and you’ll already have a positive pool of people to approach who are genuinely suitable for the role in question. If you recruit under pressure, you’re more likely to find that the successful candidate isn’t quite the right one. 4.   Staff motivation – when workers are hit with increased demands due to a colleague leaving they become more stressed and therefore less motivated. By having a ready-made pool of potential candidates to approach, you’ll be able to ease the burden of an increased workload more readily, which is crucial if you want to get the best out of your existing staff. 5.   Targeted skills – while soft skills are important, many higher level or more specialist roles require talented staff with specific skill-sets or experience. By building a talent pipeline ahead of a vacancy, you’ll be able to refine your recruitment process and target professionals who closely fit more niche requirements, rather than having the additional expense of post-recruitment training and mentoring. Building a talent pipeline through continuous recruitment offers broader business development benefits too. Finding skilled workers who are ready to hit the ground running rather than spending weeks trying to identify suitable candidates means that operational targets, staff retention and service quality standards are met and increased. With the right team on your side, you’ll also benefit from fresh ideas and the drive and determination of a new member of staff who already feels valued due to your positive activity in finding them!

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Looking for a Voluntary Finance role? Support Bluebell Wood Children’s Hospice.

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Wherever we can we aim to support local charities, part of this support is helping to advertise their volunteer opportunities and vacancies. If you have some time free and would like to help this fantastic organisation to keep their finances in order, please get in touch with Terry Lowell, Volunteer Coordinator today on 01909 517360 or email: terry.lowell@bluebellwood.org    Volunteer Role:          Finance About the hospice: Bluebell Wood Children’s Hospice offers care for children and young people in South Yorkshire, North Nottinghamshire, North Lincolnshire and North Derbyshire. Our highly specialist care team look after children and young people with a vast range of complex medical needs. We support the whole family on their life journey offering respite care, day care provision, community support, 24 hour urgent response and end of life treatment and care. Sibling support is also at the heart of our work; as well as counselling and bereavement services, hospice at home and befriending.  About this role: We are looking for enthusiastic and motivated individuals to assist the finance team with basic administration and support. Key tasks for Fundraising Support volunteers: We require you to assist with some or all of the following tasks dependent on your skills and experience: Receipting of income Counting and reconciling donations General accountancy support Updating of the donation system, Communicate positively with members of the public, staff members and other organisations, always aiming to build relationships and present Bluebell Wood in the best light. Support the finance teams by carrying out some basic administration tasks, eg data input, making phone calls, sending letters. Receipting for donations. At all times respect confidentiality, in particular the confidentiality of electronically stored data in line, with the requirements of the Data Protection Act. Any other reasonable duties that maybe designated by the Volunteer Lead What we are looking for: Ideally you will:  be comfortable working with money and numbers be flexible be friendly be willing to be part of a team be able to cope well under pressure be able to operate basic office equipment, under supervision have a confident telephone manner communicate well  What we offer:  The opportunity to develop new and existing skills The chance to be at the heart of your local children’s hospice Meet new people Be part of an enthusiastic team  General  All Bluebell Wood volunteers are asked to: Be a minimum of 16 years Have a current enhanced Disclosure & Barring check (DBS) generated by the hospice Attend Induction Training if required Abide by the Health & Safety at Work Act Display an identification badge at all times (if applicable) Respect confidentiality applying to all hospice areas Comply with the hospice no smoking, alcohol and substance misuse policy Adhere to hospice policies and procedures Comply with the hospice no smoking policy Participate in and contribute to team meetings (if applicable) Co-operate and liaise with colleagues. Additional Information Please be aware that if you do not have your own transport, or live locally, the hospice is very difficult to get to by public transport. If in doubt please check buses etc to see if it is feasible for you to volunteer here. We are over one mile from the nearest bus stop. Bluebell Wood is committed to safe volunteer recruitment practices. Enhanced DBS checks will be sought where appropriate and references taken. t: 01909 517360 | m: w: www.bluebellwood.org    Bluebell Wood Children’s Hospice | Cramfit Road | North Anston | Sheffield | S25 4AJ

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Still happy almost 3 years later…

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We love a bit of feedback at Human, especially when it comes in out of the blue from a candidate we placed almost 3 years ago. This week Sam got in touch to say thanks for helping him find a great role.   I met Amy during a very difficult period of my working life. I was in a job in which I was having a very hard time and had spent weeks apply for over 500 jobs in the Rotherham and Sheffield area. This process was becoming increasingly draining and depressing as nobody seemed to contact me which left me doubting myself as a worker. Amy was one of only 3 people who contacted me.   She heard my story and knew how much I needed to leave the role I was in. She kept me level headed and encouraged me to carry on and see out the end of my contract to ensure I did not blemish my CV. I met Amy on a couple of occasions and I found her to be friendly, supportive and driven to support the needs of her client. I felt valued and this gave me the confidence I needed to excel in my new role with Assa Abloy.   During my time under contract with Amy, we liaised almost daily via email or phone, she was always keen to know how I was doing and if there was ever anything she could do. When she had heard I was being taken on full time by the company, she even brought doughnuts and ice creams in to celebrate me being taken on which was a lovely touch!   I am now approaching almost 3 years employment with Assa Abloy, I have grown from a Warehouse Operative to Spare Parts Sales Co-Ordinator and now undertake many other roles within the company. I still stay in contact with Amy and can never thank her enough for keeping me focused during the months in which I was struggling and looking for a way out of a job I had to get out of.   I would highly recommend Amy and Human to anyone in need of employment and again thank them for all they have done for me.   Sam

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