Articles

Five things our most successful clients do when hiring

Blog - Five things our most successful clients do

Is your organisation struggling to hire the people it needs to progress? Do you think your recruitment process could improve?  Is it geared towards genuine talent attraction?

We have seen many organisations struggle to hire the people they want. We’ve also seen how a few simple changes can make recruitment processes much more successful so that you really do hire the best people. In our experience there are five key things that make recruitment a success – sign up below to get the full insight which will help you make a difference to your hiring.

  1. They make sure they understand the relevant talent pool and skills available at the salary grade in question
  2. Ensure everyone internally is on board, role signed off, stakeholders aligned, process planned, realistic time scales set
  3. Are clear about their go to market strategy and have invested in their talent attraction brand.
  4. Select a recruiter (external or internal) who has the market knowledge and network to source and engage relevant candidates.
  5. Make recruitment a priority to ensure good candidates aren’t lost through delays and poor expectation management.

In more detail, the best hiring companies…

  • Consider their employment proposition from a candidate’s point of view. What are the likely earnings and aspirations of an ideal candidate likely to be at their current employer? Are they offering the type of candidate they want a better package and career development? If not, they adjust the salary or the person specification. They understand the reality of the labour market for the skills needed and that if they want to source the best people who can make a difference they accept that top candidates are in short supply and do everything they can to sell their business to them. They understand they need to assess and excite the candidate at interview.
  • They accept that recruiting staff is a very costly exercise if they get it wrong. It is an essential part of any business and it pays to do it properly. They ensure it is seen as a key activity and not something that is last minute or at the end of the day. It needs to be prioritised and taken as an important activity that managers allow time for. They don’t treat it as an admin process. They champion recruitment and prioritise it at Executive level.
  • They consider what people outside their business really think of it and what the brand means in terms of career prospects and interesting work and more importantly as a place to work. They avoid the common mistake of thinking good candidates will apply anyway…they won’t. People inside the organisation may think it is a great place to work but ask why should an external person apply? What is their reputation? It is critical to find this out. Ensure that the person a candidate meets for their first interview has the gravitas to impress and motivate the candidate to take their interest further. It helps if the person is senior enough to give a real vision and understanding of the strategy of the business and the function. They don’t let a relatively junior team member do first interviews. Even a short meeting with a senior member of the function can make a significant difference to the perception given. They ensure that all the interviewers are briefed and understand what the business is looking for. They don’t assume every interviewer will know what is needed, they ensure it.
  • Pick a recruiter who is credible and really understands the specific market place and who will act as a brand ambassador. Ensure they will provide a credible message that will resonate with prospective candidates and can genuinely interest them. A poor recruiter will diminish a company’s perception in the candidate community and produce fewer candidates to consider.
  • They have a plan and stick to it. Recruitment often fails to deliver in time as most organisations don’t plan when each stage should happen or ensure all the interviewers are available. It is critical that the process runs smoothly.

The best hiring companies prioritise recruitment so interviews aren’t postponed and candidates feel that the role is important to the business. We have strong evidence that good candidates quickly become disengaged if there is a perception that the process is dragging and it also risks them getting snapped up by competitors.

They are absolutely realistic and clear from the beginning about the salary and benefits the business can offer. Too many organisations will give a salary range but are actually only able to offer at the lower end. This can be due to internal salary scales or for fear of causing problems internally if a higher figure is offered or out of budget. However this is a major and frequent mistake which can seriously mismanage candidate expectations and leads to many offer rejections. Candidates who have been approached about a role are highly unlikely to move unless there is at least a 10% increase in base salary and benefits. In a competitive market offering a small or no increase is highly unlikely to succeed unless the person has a compelling non monetary reason to move.

How do recruitment processes impact on the battle for procurement talent?

Blog - How do recruitment processes impact on the battle for procurement talent

We instigated some timely new research on the choice of recruitment and selection methods and the impact of those choices on the success rate of a getting a quality recruit in to the hiring business.

As the global economy recovers many companies are pursuing significant growth plans. Often, the key constraining factor is the ability to hire and retain the skills and expertise needed. Employer Branding and Talent Communities are becoming the new parlance of Human Resource Management as bigger corporations embrace the advent of social media to gain an advantage in finding the people they need. 

You can download our research here.

What our clients say about us, says a lot about us

Every recruitment business claims to offer high levels of service, to operate with integrity and provide unbiased advice. If this were true why has the recruitment industry got such a patchy reputation?

The answer: most recruiters’ claims far outstrip their service and delivery.

In a bid to sure up their reputation, some recruitment firms collect testimonials from their candidates. Candidates say nice things. Because they were cherry picked. Because they just got a new job and a better salary. Because they don’t pay for the service.

So as a fee-paying client looking to employ the services of a recruitment company, are these testimonials a good indication as to what service you’ll receive? I’ll let you decide.

Below are direct quotes from Edbury Daley’s customers who have all paid for our services to provide them with the best possible people for their businesses. And we think what they say, says a lot about us.

“No hesitation in recommending them” 

“Professional, honest and reliable”

“Supportive, engaging and thorough”

“A credit to their profession”

“A highly reputable agency”

“Trustworthy, effective with great integrity”

“Ethical, transparent and diligent”

“A pleasure to work with”

If you feel this positively about your existing recruiters, then I wish you every success with your future recruitment. If not, find our contact details below.

Procurement Technology and Interim Management – a match made in heaven or hell? Part 2

Blog - Keyboard Edbury Daley
In his first article Andrew Daley reviewed what is happening right now in the Procurement Technology sector and how solution vendors and their clients are coping with the demands and opportunities that the digital procurement revolution presents. Here he explains how you can be best prepared if you have a digital transformation project on your agenda and how specialist recruitment expertise can help you land the best possible talent.

In my opinion, you need the advice and knowledge of someone who understands this specific niche market and that’s where recruiters like Edbury Daley can make a difference.

We’ve already enjoyed success in this market for a while but as we knew this development would come sooner rather than later, we made it our long term objective to replicate our success in the permanent market for procurement technology specialists by making ourselves the go-to supplier for the associated interim market.

There are details of what we are doing to achieve this, but before we get to that we need to address what needs to be on your agenda if you are planning a transformation project around the adoption of a digital procurement solution and want to consider hiring an interim.

Clearly defined requirements – plan this so you can take control of the skills you need to hire rather than being reactive and having to firefight mid-way through a project.

A clear plan on when you intend to hire – too many organisations get this wrong and go to market at the wrong time making life harder for themselves. Plan ahead, decide on how to source the people you need and identify realistic, achievable timescales.

A realistic budget – get some advice on the likely cost of the resource you need.

With the two latter points, many organisations often overlook the value of engaging a specialist recruiter that can advise and help plan ahead. If you want to gain an advantage on your competition for these scarce resources, don’t treat the recruiter as a necessary evil and view the relationship as transactional when you can get real value from some basic SRM practices – that’s what our most successful clients do!

So what is it that makes us so well positioned to advise in this area? Here’s a sample of what we are doing to ensure we can meet the needs of our clients:

  • Use our extensive network across the procurement technology market to identify who is buying or upgrading solutions, embarking on new projects or finishing existing contracts.
  • Using a range of methods to build relationships with every relevant interim specialist in the European market. For example, we attend relevant events like eWorld, Procurement Leaders and SAP Ariba Live to build and evaluate the relevant talent pool.
  • We provide existing customers with regular updates on the availability of specialist contractors to support their resource planning.

What will that mean for CPOs, CFOs and CIOs invested in these projects?

  • We can advise them on which contractors are available now and when others will be free in the short term.
  • We can advise them on developments in day rates and candidate availability as we are building detailed knowledge about the skills landscape in this niche market.
  • We are involved in the sector and monitoring the peaks and troughs in supply and demand meaning that contractors are coming to us first looking for new roles because we are specialists with a strong reputation in the market.

So that’s the good news. We know what’s happening, we are advising our clients and doing everything in our power to help them achieve their goals because that means a successful outcome for us.

But there is some bad news that is hard to sugar coat. IR35 is coming to the private sector interim market and that is going to have cost implications for us all! Employers, recruiters and contractors!

With this in mind, we have also invested significant time and resources into understanding the impact of the forthcoming changes in IR35 tax legislation. If this is something on your radar that you need to know more about, I’m sure we can help. If it’s not on your radar yet, it needs to be soon.

The key thing to note at this stage is that it’s going to affect the majority of contractors in any project that goes beyond April 2020. That might seem a long way off at the moment, but if you’ve got a transformation project starting later this year and you intend to use interim resources, you will need to account for it in your budget.

The only bit of good news I can offer around an increase in tax costing you more of your budget is that we are well placed to advise you on the implications. I’ll keep attending the IR35 seminars, reading the briefing papers we get from our professional body (APSCo) and keep sharing the information with our clients to help them plan ahead.

If any of the issues I have raised in this article are likely to impact your business then maybe it’s time to get in touch with me. I’ll do my best to answer your questions and I’m confident that it will help you understand the value of planning your recruitment in advance.

For further information on the procurement technology sector and recruitment advice please take a look at some of our articles and videos.

Procurement Technology and Interim Management – a match made in heaven or hell?

In this first article of a two-part series, Andrew Daley reviews what’s happening right now in the Procurement Technology sector and how solution vendors and their clients are coping with the demands and opportunities that the digital procurement revolution presents.

The start of 2019 has seen a marked increase in demand for interim resource with specific experience of implementation projects for P2P and S2C solutions like SAP Ariba, Coupa and Jaggaer.

But what’s caused this and why now?

Well, the wider interim professional market is relatively flat, as is the full-time job market, largely because of the uncertainty created by the political situation around Brexit.

In fact, in a recent report by recruitment professional body APSCo John Nurthen, Staffing Industry Analysts’ Executive Director of Global Research commented: ” With both permanent and temporary/contractor vacancies declining by 4% in January compared to 12 months earlier it is difficult to view the market through a lens that isn’t obscured by Brexit uncertainty.”

So what we are seeing in procurement tech’ goes against a wider trend in the employment market and to understand why we need to look at what has caused this and why it’s the start of an ongoing trend.

The first thing to note is that many of the software vendors are thriving as sales of their solutions increase on the back of the digital procurement revolution. Here are a few examples:

  • Ariba is clearly reaping the benefits of SAP’s investment in solutions and people
  • Coupa’s share price is outperforming market expectations
  • Jaggaer’s takeover of Bravo Solutions is now complete and given them a strong market position
  • Ivalua is investing heavily in the UK market
  • Proactis has grown through a series of acquisitions

With Basware and Tradeshift now clear to pursue their own growth strategies following the aborted merger, and several best of breed solutions enjoying good results, it’s a growing market, offering end users a great deal of choice.

We’ve actually been predicting that the increase in demand for specialist interims will happen since October 2017 as evidenced in our Insider Procurement & Spend Management Report. We expected it to happen before now simply because of the availability of these skills in the market (or lack of them), but companies adopting these solutions have largely found other ways to approach the challenge.

Many end user organisations have used the implementation teams of the software providers themselves (particularly common with SAP Ariba, Jaggaer, Proactis and several mid-tier players), whilst others have used specialist consultants, particularly Coupa clients, to drive adoption of their new systems. In fact the big consultancies have built their growing digital procurement practices on the back the transformation work associated with the latest generation of spend management software.

The consultancies have aspirations to further grow their specialist teams in this area, but they are constrained by the availability of these skills themselves and that is stretching their capacity and in some cases impacting on client satisfaction. There is also demand for very similar skill sets from the software vendors, particularly SAP Ariba with their heavy investment in their customer success, implementation and value engineering teams. Ivalua has hired more solution consultants in the past year whilst others have fought hard to keep their teams intact as competitors and the consultancies seek to tempt their best people.

So we’ve got high demand outstripping supply in the full time market which is constraining delivery focused resources, and several additional factors that appear to be pushing organisations down the interim route including:

  • The cost of employing consultants, particularly from the top tier consultancies
  • Some frustrations with the output of the consultants as mentioned above
  • The desire to have greater control and ownership of the process internally
  • Pressure for results from senior management driving greater urgency

So we are now seeing greater demand for specialist contractors who can lead P2P implementation projects, manage internal and external teams and relationships and deliver the outcomes that clients signed up for when they invested in their preferred solution.

And why not when you can hire a highly experienced practitioner for £600-£800 a day and even when you add in a recruiter’s margin, that is still much more cost effective than hiring someone less experienced from a consultancy or software vendor at c.£2000 a day!

Add in supporting roles like business analysts, business process specialists, supplier adoption specialists plus program and project managers and you start to see a meaningful change in market conditions.

But there is a problem with this model. The availability of these skills is still constrained so with a simple supply-demand equation there will be an increase in cost (i.e. day rates) over the course of this year and next. This will only be exacerbated by the changes in IR35 legislation affecting private sector companies next year (more on that below) but ultimately the big winners here are the contractors who can offer these skills.

The challenge for companies who want to hire them is that they are competing for people who aren’t driven by the classic career goals or necessarily that bothered about how exciting a project is because life as an interim is about finding the most lucrative projects to work on, usually in 6-12 month cycles.

To get the best talent into your business you’ve got to have the budget to pay competitive rates and be able to move quickly when the right skills are available before someone beats you to it. But how do you ensure that you’re in pole position to land the right people at the right time?

In Andrew’s second article on the subject, he shares his knowledge and experience about how you can be prepared if you have a digital transformation project on your agenda and how specialist recruitment expertise can help.

Why you should use a truly specialist recruiter

Featured Video Play Icon

In this video Peter Brophy explores the issues faced by the generalist recruiter looking to source candidates across a broad selection of disciplines. He also looks at how specialising in a particular niche market will result in the recruitment of higher calibre people for your role.

Recruitment – getting the basics right

Featured Video Play Icon

Recruitment doesn’t often go to plan so in this video Peter Brophy looks at the main reasons for this. He explores what most organisations wrongly focus on and explains how getting the details right makes a significant difference to the end result.

Take a breath before you recruit

Featured Video Play Icon

A lot of companies are looking for a ‘superman’ or ‘wonder woman’ to fill their vacancy. Peter Brophy looks at the issues and challenges this causes in terms of expectations and how keeping more realistic expectations will ensure you secure the best talent for your role.

The tipping point – the procurement job market

Featured Video Play Icon

In this video Andrew Daley explores how the procurement job market is changing and why the pace of change is actually accelerating. He also looks at why you need to act if you are not to get left behind and shares some ideas about what you can do to keep ahead of the curve.

Are you being open minded about who to interview?

Featured Video Play Icon

Are you dismissing potential candidates too quickly? In this video Simon Edbury looks at the three benefits to meeting borderline candidates and examines how you can minimise the impact of meeting extra candidates on your busy work schedule.