The 2026 JSL Introduction: Why Your Business is Now HMRC’s “Back-up” Plan
The Finance Bill 2025-26 has introduced a mechanism that should make every FD and CEO in the UK sit up: Joint and Several Liability (JSL) for umbrella company tax.
For decades, the “umbrella” was a buffer. From 6 April 2026, that buffer is gone. If an umbrella company fails to account for PAYE or NICs, HMRC can “transfer” that debt directly to the recruitment agency or the end-client.
Unlike previous regulations, JSL is a strict liability regime. HMRC does not need to prove you were “negligent” or “involved” in the tax error. The mere fact that the tax is unpaid is enough for them to pursue you for the full amount.
With 32 years of experience, I’ve seen “tax avoidance” schemes come and go. Most ceased long ago, but the “purported umbrella” still exists. Our role is to ensure my clients never encounter them.
We provide:
Umbrella Companies that are afeRec Accredited: Moving beyond the FCSA to provide real-time, independent verification of tax payments.
Contractual Protection: Ensuring that ITEPA, IR35, AWR, and the 2003 Conduct Regulations are fully managed to protect your reputation and your cash flow.
32 Years of Authority: I am an accredited Fellow of the IRP and a CIPD Associate. We have been REC members since 2003 because we believe in being the “gatekeepers” of compliance.
The introduction of JSL isn’t just another bit of red tape; it’s a direct financial risk. However, with the right oversight and a partner who understands the law as well as the talent market, it is a risk that can be completely mitigated.
NB – What is the FCSA? The Freelancer & Contractor Services Association (FCSA) is the UK’s leading professional body that audits umbrella companies to ensure they are adhering to UK tax laws and employment rights. SafeRec goes a step further by providing a digital audit of every single payslip to guarantee that the money intended for HMRC actually gets there.
We reported on a study that was undertaken by London’s Chartered Management Institute, that showed the impact that management and leadership has on an individual’s health and well-being. The impact that technology is having on Managers was a prominent theme throughout the results of the study. The study also demonstrated that long working hours are having a significant adverse effect on Managers’ health and well-being; and the implications of poor management strategy became prevalent. Here we recommend ways that you can improve the well-being of your Managers and help them to manage the pressures of the role more effectively.
Empower Staff and Encourage Productivity
The study found that the biggest factor that influences motivation a positive well-being is a manager’s ability to decide how they will get their jobs done and complete tasks and projects, with a staggering 74% of respondents stating that this is the most contributing factor to job satisfaction. Give your staff autonomy – structure job position to allow a degree of autonomy and allow your managers to set their own goals with good reason. Self-chosen goals create intrinsic motivation – the desire to achieve goals for their own sake. It creates a higher level of determination and persistence and will enhance engagement levels. Empower your staff through rewarding and recognition of their achievements and support personal and professional development.
Switch Off
Allow employees to switch off from work emails during non-working hours. Duties should be kept to working hours if you want to maximise the productivity levels of your staff. It is a clear indicator, with 61% of respondents claiming that technology makes it hard for them to switch off, that this is an issue that needs to be reviewed by employers. You may want to review your communication policy to reduce the likelihood of managers resisting to the temptation of accessing emails out of work. 39% believe that out-of-hours remote access to emails should be restricted by their employers – this may be a wise move in a bid to reduce stress, heighten productivity and increase job satisfaction.
Develop Better Line Managers
You need to develop line managers who have a capability to encourage and engage. Providing feedback to managers on what areas they perform well in and what areas could benefit from improvement will greatly enhance a manager’s quality of working life. Ensure that managers seek feedback on how their management styles are perceived by colleagues. Providing development opportunities to help managers to reflect on their own styles will enable them to develop and enhance their own management styles. Creating more opportunities to learn will always greatly benefit employees. Supporting this, 92% of Chartered Managers say that becoming chartered increased their self-awareness.
Improve Change Management
Managers’ assessment of how senior leaders are managing change is at a low point. A high number of managers are saying change initiatives are failing to deliver business benefits. With change becoming commonplace across most organisations, addressing this should be a priority. During a culture change, strong leadership is necessary, along with improved communication and a level of trust between leaders and managers. It is vital to measure and monitor the impact that change within the organisation is having on managers.
Make Well-being a Focus
With Managers’ time being taken over by long working hours and heavy workloads, time to focus on exercise and personal health is compromised. Implementing a wellness plan for all employees may be beneficial in order to contribute towards eliminating negativity and improving Managers’ health and well-being. Emphasise the impact of poor health and well-being to Managers, and the cost implications it can have to the business in order to get 100% buy in to your wellness plan. Improving well-being means tackling any stigmas that may be attached to the discussion of health. These may be issues regarding mental health, physical illness or stress. Providing information and encouraging discussion about these issues give your staff the confidence to seek if and when needed, help for their health.
Ann Francke, Chief Executive CMI commented on the results of the study:
“There is nothing wrong with hard graft, but only if you’re well supported. Accidental managers who lack the professional skills to deal with the causes of burnout are a threat to their health and others health at work. Productivity will also continue to suffer unless employer’s train their managers.”
If you are struggling to manage the health and well-being of your staff and need a HR professional to join your team, then please call us on 0207 788 6600 and one of our expert consultants will be on hand to help you find the right candidate.
How replacing your staff one at a time can rejuvenate your business
Are your results being hampered by lazy employees? Those employees that do just enough to get by and no more. If your business has good market share, potential and a good strategy but you are still getting poor results then it’s likely the cause is ‘coasting’ members of your team. Sometimes management can see this but often it takes someone else to point it out. But what can you do about these bottom-feeders who are holding your business back? How can you get quality personnel to fill their place? The answer is to rebuild your team employee by employee. Read on to find out how.
Firstly, it’s important to remember that unless you are in a position to close down business while you rebuild your team, this will be a gradual process and will not happen overnight. However, it will be worth it. Rather like repairing a plane in flight, you will be able to make changes that will improve your business without slowing down. Unproductive colleagues can cause problems right across your team, hampering motivation and productivity in even your most committed. With this step-by-step guide you will be able to perform a complete redress of your staffing without interfering with your trading.
1. Identify your ‘Bottom-Feeders’
Review your staffing at least once a week. Look at each team member and determine his or her appropriateness for the business. Use a spreadsheet to keep notes and strategies current so they can be continuously reviewed. Star any employees that are ‘on the bubble’ or are delivering questionable value.
Find out if the poor producers have potential. It’s incredibly common for management to want to replace without looking at an individual’s potential. Sometimes they are amazed when they see a minimal employee blossom. Do you know what their skills or interests are? It could be that they are better suited to a different job within your organisation. It is usually better to give the minimal employee a chance or opportunity – if they do not want it they will often resign.
Deal with one employee at a time and you may find that existing under-performing team members become happier and more productive in their roles now that they are not being dragged down by others.
2. Refresh your contractors continually
Remember the reasons you chose to hire contract workers. Contract workers are a high value choice as they are often highly specialised and skilled, with a wide breadth of experience and bring a fresh perspective into your business. However, after 12 weeks they are entitled to the same benefits as your permanent employees. In addition to this, the freshness they originally brought to your organisation will begin to stale as they stagnate in an aging project.
Solve these problems by ensuring you are constantly assessing the type of contractors you need in your team and that they work no longer than 12 weeks with you, in order to ensure compliance with the Agency Workers Regulations (AWR). Continuously assessing your contractors will allow you to constantly bring in a fresh stream of new talent with no hard feelings when the time comes to ‘part company’. Here at Langley James we can find you the very best contractor talent to help your business grow.
3. Who to hire next
When you have looked at your team and identified where replacements need to be made it is vital to source the best possible people to rejuvenate your company. View employees as resources and profit centres – not just expenses. Minimal employees are usually cheaper but deliver much less value.
The key to building a successful team is to make sure each new hire is an improvement on what you have already. At Langley James we can assist you to find IT professionals who fit all your exacting criteria. Look at work ethic, values, maturity, drive and creativity… truly amazing things happen when you replace a ‘bad apple’ with a quality member of staff. Look for ‘breakthrough’ employees that can bring high value quickly. This is usually a factor of skill, experience and work ethic. This can bring a corresponding sharp spike in performance.
Make sure you are hiring to meet the demands of your business. Constantly monitor the market and what needs to be delivered to your customers. Think about this on a daily basis and it will become second nature.
4. How to keep your team performing
Create a culture of delivering. Annual reviews are not enough! Measure and evaluate your workforce on a weekly basis. This is not putting your staff under undue scrutiny if done properly and it is well worth the time and effort. Make sure each member of staff has specific criteria to measure themselves against, specific to their job description. Self-evaluation is as important (if not more so) than the evaluation you deliver. After all, it is the employee’s job to be accountable, not management’s. It is management’s responsibility to do something about the lack of accountability if it is not there. This makes it much easier to deal with those tough decisions if the time comes.
Whilst, those ‘bottom-feeding’ employees may do everything they can to avoid the attention those who want to do well will welcome the direction and opportunity to improve. Your star employees will relish these meetings as a way of furthering their career and celebrating their achievements.
Have a career and training plan for each employee. These weekly meeting are a fantastic way of keeping on track with these and ensuring they are still relevant. Be approachable: when your staff and contractors are at ease with these weekly communications you will find they start to bring issues to your attention rather than you spending time and effort investigating who isn’t performing.
Make sure that in addition to weekly evaluations you perform formal reviews at least twice a year, preferably quarterly. Think of the weekly meetings as a GPS system, ensuring that your staff are heading in the right direction and making good progress whilst avoiding obstacles, but the formal reviews are for taking stock of where the team member has arrived. How much progress has been made? Where are they heading next?
Make sure every member of your team understands other people’s roles. Lack of understanding of what others bring to a company can cause friction and resentment. In addition to this, create a culture where colleagues can train, support and mentor each other. This can go a long way towards raising standards.
Make sure you include your contractors in your weekly evaluations: 12 weeks is an absolute maximum for keeping a contractor on and if your business needs require a different skill-set to that which your existing contractors can provide then it is only fair for both you and your contractor to have a change and get the best out of your staffing.
5: Be persistent
The key to maintaining a high performing team is consistency. Continual evaluation of what your team members deliver will keep their motivation high and you informed. You will become aware of any weaknesses in your team so you are able to hire to fill a skills-gap rapidly.
Always be in recruitment mode: as you know, things can change rapidly in business. With persistence you can be in a position to immediately know exactly the sort of person you need to hire in order to react to these changes. When it comes to contract workers you are in a position to assess their value on a daily basis should you choose in order to get the maximum value from these precious resources. Of course, if you need help or advice we at Langley James are happy to use our wealth of experience to help you find the perfect IT employee.
Has your business been affected by poor employee performance? We’d love to hear about your experiences or any advice you have to give other managers and business owners. Tweet us @ITRecruitment or visit us on Facebook
Your IT hiring process, if lengthy, may be preventing you from securing the best staff.
Whilst we’ve always recommended working quickly when it comes to recruitment, it’s now more important than ever, great candidate are few and far between.
There’s something in common with the companies who are still able to recruit great IT &Tech staff in 2026. Their IT hiring process. Our team share their insights on how to speed up your IT hiring process. We’ve taken best practice and combined it with what’s working in the real world.
Follow our advice and you can ‘recruit someone worth recruiting’.
Job specs used to simply be a long list of expectations and demands. If yours are still like this, then it’s time for a change! Yes, it’s still important to have a list of desired skills and experience. However, it’s how, and where these are listed in your spec. The best specs when it comes to attracting candidates all follow a similar structure.
Start with details about the company. What is it that makes you attractive to a potential employee? When it comes to IT hiring, candidates are most interested in technology, upcoming projects and more. But don’t forget the bigger picture too. A lot of candidates, particularly generation z are looking for purpose to their roles. A purpose doesn’t have to be saving the planet or ending world hunger. A purpose can be something as simple as making life a little easier for a certain group of people. Think about your company’s purpose and highlight this in your spec. Or failing that, what about your values? If you have clearly defined values, sharing the in a job spec will help you to attract candidates who share the same values.
It’s also key to highlight the benefits in a job spec. Dedicate an entire section to all the benefits on offer for the role. Whether hard or soft benefits, showing them in a spec will again help to attract more candidates.
Getting your job spec right will undoubtably speed up your IT hiring process.
We’ve written many times about the benefit of working with a specialist IT recruiter. With a market like it is, it’s not as easy as it used to be to recruit, Job adverts aren’t working as well as they did and it’s a specialist recruiters’ network that the candidates are now coming from. Be sure to choose carefully. But getting it right will most definitely speed up your IT hiring process.
This is the most crucial part. You need to be able to react quickly to a CV. Don’t want until you have 5-6 CVs to sift through. Doing this will mean that you are likely to lose your element of choice. If you receive a CV from someone who has the skills and experience you need, interview them ASAP! And by ASAP, we really do mean 24 hours if possible. Now that 98% of 1st and 2nd stage interviews are held via Teams or Zoom, it easier than ever to be quick.
Then, should you like the candidate after the 1st interview, get them booked in for the next stage within 2-3 days. Again, this can be remote if it makes things easier. If after that stage, you are wanting to make an offer. Invite the candidate into the office. Again, do this within 24 hours if possible. If this isn’t possible then we strongly advise to get the offer out with 24 hours to start the ball rolling.
We are not ‘yes men or women’. We are here to make sure that you get to meet the best possible IT candidates for your role. We will advise you on the things you need to do to achieve this. We want you to be successful when it comes to hiring in IT and we will do everything possible to help you. Wouldn’t you want to work with an agency like that? Get in touch with our expert team today and experience the difference of working with a true specialist.
Technology Leadership – What you really need to know
Taken from a recent survey conducted, the following stats highlighted some very interesting trends relating to employees within the IT/Technology sector…
The Good News
Source: computerweekly.com
Despite best intentions to give what you can, it is almost inevitable that at least 2 members of your current IT team will move on within the next 3 months and that’s when the fun really begins! Finding the time to read through CV’s and conduct interviews can be a tough call on top of your already busy workload.
As the news reports unemployment levels dropping, the old age topic of skills shortages raises its ugly head yet again – only this time it’s worse. For many years, we have dealt with this within the IT sector but due to the recent recession, other industries were also beginning to feel the pain. This situation was mainly due to very few graduate/trainee roles being created in the last 5 years. A lost generation?
And now, at least you have the green light to recruit, so you need someone to hit the ground running, a few years’ experience, someone to bridge the gap between entry level and ‘experienced’, not quite a manager, someone who can be molded into your way, but someone who doesn’t need to have their hand held every minute of the day.
With the competition really heating up, strong candidates in the £30-70k bracket are getting 3-5 interviews within a week and most are receiving multiple offers within a fortnight.
So, the burning question is “how do I get them?”
Money is still a motivation, but it’s worth noting that most will not move for money alone.
Speed is important – many great candidates are lost between CV to interview. However, speed is not the only answer as candidates are waiting for the right opportunity.
The one most common thing missing of late is Attractivity. To get the right people, you really need to shout about what’s in it for them. You may have been through a tough patch with redundancies, pay-cuts and working harder than you’ve ever worked before or even been scared for your own job security, but think back to what attracted you to the role. So many hiring managers are still making the common mistake of thinking that people are just grateful for a job as this is definitely no longer the case in over 80% of the IT market.
Consider future projects that are in the pipeline. Candidates really want to know – whatever they are.
What about new technologies? So many of your competitors never tell of new technologies and something as simple as this can give you the competitive advantage.
Where did you start in your current organisation? Where have others moved to within the organisation? What are the opportunities for career progression? Share some success stories.
And last, but by no means least, training. Even if it’s on the job training or mentoring it is worth noting.
Here at Langley James, we are passionate about recruiting – that’s why we do it! We love getting to know you and getting to know our candidates resulting in the right person for the right role; something we have done over 3,000 times in the last 15 years. We are experts at attracting the best calibre of candidate for your role, not just skills wise, but that all important personality too.
Recruiting the right person is one of the most critical decisions you will make. A bad recruitment decision can take years to correct. What should you value more, skills or attitude?
Imagine this – over the last few years, you have recruited a number of people and dealt with a deluge of CV’s across your desk. Filling a job though requires more than what is simply listed on a CV. The new person has to be fit for your IT team, the company as a whole and must possess the skills necessary to get the job done at the standard you expect. Have you ever made a recruitment mistake that has come back time and time again to haunt you?
Sometimes, through the CV review and interview process, one person may just jump to the top of this list and this can be for a variety of reasons. This person may have a considerable amount of experience which is well matched against your role, they may have worked within your industry previously, or for some they may simply have hobbies that will fit into the culture of your team. When there is a superstar CV or interview that outshines the rest, this is a great situation to find yourself in.
Candidate 1 has an incredible background, will accept the role and at the salary on offer, but his attitude is a little off. Perhaps he feels that IT is in a “command and control” role, or his ability to work with people is somewhat limited.
Candidate 2 has a great attitude and would fit into the current team seamlessly, but his experience isn’t quite up to par with Candidate 1, although he does have enough experience to get by.
We all know that you can teach hard skills, but teaching attitude or other soft skills is extremely difficult but sometimes this can be overlooked in an interview situation due to the desire to get the best person for the job. As for Candidate 2, using a probationary period, I’d likely give that person a chance and see if he can come up with the requirements of the job. The right attitude is so important when adding to an already established team.
One of our clients has this exact situation earlier this year when they recruited a Network Administrator. He interviewed a number of potential candidates, but the person he ultimately selected wasn’t the strongest from a technical perspective, although that said, he was in no means “weak”. His attitude was (and still is) really good and his work ethic and approach to get the job done is superb. Since day one, he has worked hard to come up to speed in the necessary areas and has exceeded every expectation. Feedback from his team is that he has gone out of his way to ensure his knowledge what is required for the job and is able to effectively handle tasks necessary for the role. Would a candidate with more experience but with an attitude a little off kilter have succeeded as well in the role? Would they have fit into the team culture, or would they have simply got the job done without contributing anything over and above?
In summary – if one person has less skills that they next but still satisfies enough of the skill requirements for the role AND has a good attitude, they are worth their weight in gold. After all, you can teach technical skills if you have an engaged, committed employee.
Here at Langley James, we can save you time and ultimately money by sending you a shortlist of candidates who not only have the right skills and attitude to fit into your culture but are also able to add value. We pride ourselves on really knowing our candidates. We have in-depth knowledge of their experience, even down to the individual projects they have worked on and their most proud achievements. We have access to those details that you just can’t glean from a CV alone. Our talented and specialised resourcers work hard to ensure that candidate we send over to you are not only a match for the role, but also for your business.
To discuss your requirement needs, please call us on 
0207 099 4839 or e-mail us atlangleyjames@langleyjames.com
Is Lean Management Starving your Business?
Lean management is purported to be the most clean, efficient business practise: minimising outgoings while maximising profit.
What if, instead of maximising your resources, lean management is starving your innovation, quality, customer service and team motivation… and putting your reputation on the line?
Could lean management be extinguishing the furnace that drives your business for good?
Starving Innovation
Starving Quality
Starving Customers
Starving Profits
Starving Talent
Heading for burnout
People are the Fuel of your Business
We Can Help
Here at Langley James we know how to find the most talented, vibrant IT professionals available, from Web Developers to IT Managers, Business Analysts and everyone in-between. Whatever your requirements, permanent or contract, and up to the highest level of seniority, we can match you with the ideal candidate to help your business grow.
To discuss your IT recruitment needs please call us on 0207 099 4839 or email us at langleyjames@langleyjames.com. We’d love you to join in the conversation.
Internal IT department being innovative,
One of the main advantages of having an internal IT, Tech and AI department is that the personnel are intimately familiar with the business and its unique needs. Unlike outsourced IT, Tech and AI providers who may work with multiple clients and industries, internal IT staff have a deep understanding of the company’s operations, goals, and challenges. This insider knowledge allows them to tailor IT, Tech and AI solutions that are specifically designed to meet the company’s needs and drive innovation.
Another key benefit of an internal IT, Tech and AI department is that the staff are fully committed to the success of the company. Unlike outsourced providers who may have other clients and competing priorities, internal IT, Tech and AI personnel are dedicated solely to the company they work for. This level of commitment and loyalty can lead to greater dedication to finding innovative solutions that drive the business forward.
Additionally, internal IT, Tech and AI staff are an integral part of the fabric of the company. They are immersed in the company culture, values, and goals, which allows them to align IT initiatives with the overall strategic direction of the business. This alignment is essential for driving innovation that is in line with the company’s long-term objectives.
When it comes to innovation, having an internal IT, Tech and AI department also fosters a culture of collaboration and creativity. Internal IT, Tech and AI staff work closely with other departments and teams within the company, allowing for cross-functional collaboration that can lead to breakthrough innovations. This level of integration is difficult to achieve with outsourced IT, Tech and AI providers who may not have the same level of interaction with the rest of the company.
In conclusion, when it comes to fostering innovation, having an internal IT, Tech and AI department is the best choice for companies looking to stay ahead of the curve. Internal IT, Tech and AI personnel bring a deep understanding of the business, a high level of commitment, and a culture of collaboration that is essential for driving innovation. If your company is looking to build a strong internal IT, Tech and AI team, consider partnering with Langley James. With over 25 years of experience in assisting companies with the recruitment of permanent IT, Tech and AI staff and IT, Tech and AI contractors, Langley James can help you find the right talent to drive innovation and success within your organisation.
No Sales: Just Quality Recruitment
Founded by James Toovey, a highly respected and experienced recruitment industry professional and established for 14 years, Langley James is the leading IT Recruitment Consultancy in London.
We pride ourselves on providing a specialised and tailored service to every one of our clients that keeps them coming back for more. We don’t have to waste time canvassing for vacancies, so every minute of our time is spent finding you the perfect superstar to add to your business. We are dedicated to ensuring your absolute satisfaction.
How do we achieve this?
It’s simple, every aspect of our business has been designed from your perspective.
Who do we recruit?
Here at Langley James, we are not just IT Specialists. Each of our consultants has an in depth knowledge of a specific area, be that in Development or Infrastructure. This means that when you entrust us to look after your IT recruitment needs you will be given advice based on the latest in industry developments. We also know how to listen, so we can find the ideal person to fit your exact requirements. We ensure the candidates we select are not only qualified, but that they are perfect for you and your business.
Just a few of our recently filled roles include:
Leadership Roles CIOs & CTOs – IT Directors – IT Managers – Project Managers
Development Analyst Developers – Chief Architects – Database Administrators
Infrastructure Business Analysts – Trainers – Senior Systems Engineers
Don’t take our word for it, take a look at what our clients have to say.
Langley James really took the time to work with me to understand my requirements. It was obvious they appreciated every business has specific needs. I did not receive a flood of CV’s but a carefully selected few. Interviewing can be a real pleasure when you get the right people through the door and a successful candidate was chosen from a competitive list.
IT Manager, Engineering Firm, London
And this is just one of our many happy clients – there are plenty more! In fact, we have so many companies looking to take advantage of our boutique offering, that in the last 6 months we have doubled our headcount to ensure we continue to deliver service excellence and enable our clients to recruit someone worth recruiting.
Are you ready to recruit someone worth recruiting?
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 099 4839 or email us at jt@langleyjames.com and one of our consultants will be happy to advise you.
We’d love you to join in the conversation.
Should you recruit before Christmas? It’s a question, no doubt, on a lot of hiring managers’ minds right now. Do you wait until the New Year? Or do you go out to market now? Which is more likely to give you the best IT candidates?
You may think that candidates turn off in December. That they are focused on the festivities and waiting for the new year. new job bug. But is that right? Our consultants share their top 3 benefits of recruiting before Christmas.
Yes, believe it or not, there are more candidates available in December for IT roles that we’ve seen over the last few months. We are speaking to candidates every day who are keen to secure their dream IT job before Christmas. They want to start 2026 with a renewed sense of excitement and a chance to make their mark in a new role. Read our 4 Tips on Hiring the Right Employee in IT for more tips.
There’s a lot of excitement around Christmas this year after what the world has experienced over the last 18 months or so. And that can mean that whilst some companies are focused on Christmas Parties and festive celebrations, you can get ahead by continuing to recruit. Many companies press the pause button on hiring new employees over the Christmas period and postpone for the New Year. We take it they have little experience of the benefits of Christmas recruits! It can also mean that you don’t get caught into paying a higher salary than originally budgeted as candidates may not be in the process with as many companies. You can see the latest average salaries in our IT Salary Guides that we produce each month.
Waiting until January to recruit can mean that you are waiting until March for someone new to start! The first week of January isn’t the best time to be advertising a new job. It takes the nation a couple of weeks to get back into the pre-Christmas flow of things. That means that you’re not likely to be making offers until the end of January and with 1 month notice, this takes you to March. Why wait? By recruiting now, you can interview and offer before Christmas meaning your new starter can be with you before January is out.
We understand that you may be busy finishing off projects for the year, and recruitment may not be in your plans. However, we can do the hard work for you and find high calibre candidates ideal for your workplace. Share your IT vacancies with us and will find the very best candidates for you. We will supply a shortlist of exceptional candidates that are all ready for interview.
Christmas is the time of giving, and we are ready to help both candidates and clients with their IT recruitment needs!
Hiring the right employee is key to the success of your business. But you may find yourself having to be a little more flexible than in previous years. However, there are still some key things you need to look for when hiring.
This must come first! You want to hire an IT professional who can achieve the results your need. But how can you still achieve that in a skills short market? Maybe you’re fortunate enough to attract the candidate with the perfect skills and experience. We can help you do that. However, in some circumstances, the perfect candidate may not exist. Then what? Focusing on that ability to do the job can help. If there’s a candidate that fits all the other criteria, but comes up alit short on experience, it can still work out. Thinking long-term can help you to build your team for the future. Ask yourself if your training plan could get the candidate up to speed within a short time. Could you train someone to do things your way? These candidates are usually the most committed and loyal meaning you cut your recruitment and training spend in the long run.
Regardless of your current working pattern, it’s key to hire people that fit into your company culture. Someone who thrives in your environment will stay with you longer. Focus on candidate who share your values. Those that care about the same things you do will get a greater sense of satisfaction in their work. Whilst every IT team needs varied personalities, having shared values can help with productivity too. Think about how this person will fit into your current team and the company as a whole.
When we talk about ambition, we don’t just mean promotion. Ambition can also be to simply do a good job. Consider your business plan for the next 5 years. Will there be expansion or are you likely to stay consistent? Hiring someone into you team who has strong ambitions for progression won’t work if you’re not able to offer then this opportunity in the future. Whilst it will work for the short term, this person is likely to move on more quickly when another more senior role becomes available elsewhere. However, if you have ambitious growth plans and need people along for the ride, looking for people with ambition is key.
Look for IT professionals who are enthusiastic and passionate about what they do. Enthusiasm is a great trait in a new employee! Enthusiastic and outgoing employees are often the first to volunteer for new projects or help with things outside of their day job. So not only will you get more from your new hire, people who love what they do will stay longer.
We’ve been helping companies to recruit someone worth recruiting for more than 20 years. We know how to attract the best candidates for your IT jobs. Our extensive database means that we can help you to find the candidates that other recruiters can’t. Want to know more? Get in touch with our expert team today – 0207 788 6600 / 01244 566442
Here’s why you should consider starting your recruitment process now:
It’s not too late! Take advantage of the remaining six weeks by initiating your recruitment process today. Contact us to discuss your needs and let us help you secure the talent you need to thrive in the new year. Remember, proactive companies attract the best. Don’t miss out!
P.S. Share this blog with your network – let’s spread the word that proactive recruitment is the key to success in the new financial year!
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Trick or Treat?
LJ Halloween3
Halloween can be an enjoyable time of year or a very scary time for others… a lot like recruitment! The uncertainty of not knowing if your new hire is going to be a trick or a treat can be a worrying time for many.
As a Recruitment Agency we hope that they are all sugary filled sweets or interesting stickers as many are suggesting. However, embarking on a recruitment campaign without fully vetting your candidates can lead to a nightmare situation further down the line.
To avoid any ghastly surprises we have some top tips to help you work out if your new hire has any skeletons lurking in their closet.
Interviews
Don’t just conduct an interview because it’s the “done thing” to do, the parameters of interviews are constantly changing and are becoming less and less of the old corporate and let’s be honest occasionally boring interview style.
Revamp your interview techniques, something new and exciting because the age old question of “What is your weakest skill” has been batted around for far too long!
Use the time to get to know your candidate, even if you aren’t working with them directly. Get to know their personality, as we all know everyone is on their best behaviour for an interview.
We’re not saying go all out and ask Taboo Interview questions but take the time to understand how they tick, their likes and dislikes.
Scenario based questions are a fantastic way of seeing how your potential new hire would handle a situation- Does their answer send shivers down your spine or make you want to shout joy from the rooftops?
Meet the Team
A vital part of a recruitment campaign is your candidate meeting the rest of the team. Your current team are the heart of what you do ensuring that the ghost train keeps on moving. Is this new hire going be a chink in the track or that extra bag of much needed coal to help you steam on ahead?
Your candidate will feel more relaxed around a team environment as these current aliens will show your new hire the ropes. With any luck ET may have finally made it home in your team.
By meeting the team you can see how they interact with colleagues and how well they fit in.
Trial Day
Trial days generally go one of two ways, brilliantly or a complete disaster. This is because it allows you to see how the candidate reacts to real life situations in your business. It can be hard for a candidate to get the time off for a trial day. If they can go for it, what have you got to lose?
On the rare occasion a new hire turns into a disaster, don’t knock your own judgement, they could be one of the best actors you have ever met!
(Queue ghostbusters music) Who you gonna call? Langley James and let us find you “Someone Worth Recruiting”.
Grim Reaper
What’s really scary? Making the wrong hire.
It not only costs the company money but also reflects poorly on your ability as a hiring manager. So how can you see behind the disguises that so many candidates put forward?
A qualified recruitment partner not only knows the industry, but also takes the time to get to know your company and specific recruitment needs.
At Langley James our detailed testing and vetting process takes a critical assessment of candidates skills, experience, abilities and personality so that we know they can not only do the job, but will also be a good fit and add value to your business.
We specialise in IT and HR recruitment, finding people worth recruiting.
LJ Halloween2
It’s all great fun until you’re the one who ends up with the trick instead of the treat. The hire that went wrong, the person who can’t do the job after all.
If you want to skip the trick and score the treat, then you need a recruitment partner who not only knows the IT industry and how to identify a high calibre candidate, but also someone who gets to know your business well enough that they can help you clearly define your IT recruitment needs.
We test, evaluate, vet and interview thoroughly so that the candidates we present as a shortlist are qualified and suitable. We eliminate the tricksters from the list and present only the treats. People worth recruiting!
When it comes to writing a Job Description for IT, Tech or AI roles, it’s important to follow a few ground rules.
Not only should each employee have a clear job description as part of the HR process, crafting the perfect job description can actually help you to secure the best talent. But it’s not just that! A poor job description, or none at all could actually be preventing you from hiring the best IT, Tech or AI talent.
Here’s our top tips to make your next IT job description the best yet.
Ensure that you keep your job title simple by using keywords that accurately describe the role. Keep away from using complicated jargon. For example, stick to using standard experience levels such as ‘senior’ rather that ‘VI’. Whilst it’s important to stand out when recruiting, keep the job description as factual as possible to avoid room for confusion.
To begin with, focus on the job title. A job title is the start of the process and will be used to advertise your role. Consider the level of expertise you want for the job, not just the role itself. If you are looking for a 2nd Line Support engineer, but the experience you need is more Systems Analyst, you’ll need to remember that the job title may put some people off. It’s the age of LinkedIn and people are proud of their achievements and their career. Do bare this in mind when writing your job description.
Standing out in a crowded market can be hard. The demand for talent for IT, Tech or AI jobs is rising each month. Begin by capturing a candidate’s attention with a short and engaging summary. This should include the expectations of the role and a brief overview of your company. Why are you unique and why is working for you such a fantastic opportunity? Think of the job description as another step in the journey. Remember that it’s usually what a candidate sees before they come for an interview. Don’t lose their interest at this stage. Remember to still sell the opportunity!
Here’s a top tip to help you stand out –
In the current market more and more that candidates are looking to give something back and this could be your chance to shine. Ask yourself ‘How does this role contribute to making people’s lives better, or solve existing problems?’ then fill in the blank – ‘come and join a team dedicated to…..’ You may be surprised how effective this can be.
Less is most definitely more! Whilst you want to clearly define the main responsibilities of the position, make them detailed yet concise. If there is a lot of responsibilities with the role, why not group them into categories? This will make them much easier to read and absorb.
It’s also important to think long-term too. We advise thinking about how this position will contribute to the goals and business objectives of the company. Is there the potential for advancement for candidates? By presenting the whole opportunity, you will attract the best candidates.
When you look to hire, do you go to HR and dust off that old job description again? Has the experience needed changed? Is the culture different now? It’s important to make sure that you review and even re-write your job descriptions regularly. Make sure that it is still fit for purpose!
One of the things that has changed for most companies is flexibility with working from home. In fact, there was an article in The Times that showed how software engineers in particular we in control of working arrangements due to the candidate shortage. If you have a work from home policy, it’s important to include reference to this in the job description.
TOP TIP: – get your employees involved when writing your job description! No one knows the job better than those that already do it.
Following these 5 steps to writing a fabulous job description could help you secure your ideal IT, Tech or AI candidates.
If you are looking for experienced IT experts for your business, whether permanent or contract get in touch with the team at Langley James today!
Is it time for your business to hire an IT, Tech or AI contractor? With a continuously shrinking talent pool and an increasing demand for talent, it can mean that recruiting the perfect permanent candidate takes longer than before. But your business still needs to succeed. What isn’t being achieved whilst you are waiting for the right candidate. What impact is that having on your business. In a perfect world, you’d wait for the right IT, Tech or AI candidate, but if we’ve learnt anything from the past few years, we do not live in a perfect world.
However, there are positives. The changing needs of organisations and employees alike has resulted in more IT, Tech or AI candidates moving to non-standard employment. The quality and diversity of IT, Tech or AI talent makes the contract market an attractive prospect for many employers. So if you are still waiting to find the perfect candidate, or have a need for a specific talent as soon as possible, it may be time to hire an IT, Tech or AI contractor.
8 key reasons to hire an IT, Tech or AI contractor
We can supply you with an expert IT, Tech or AI contractor, within budget, to carry out your project to a strict timeframe. Giving you peace of mind by knowing the exact cost of the project from the outset. And allowing day to day IT, Tech or AI operations to carry on as seamlessly as possible.
Let us find you an expert IT, Tech or AI Contractor who not only has the t-shirt but is going back to remake the film. Now is a great time to get on with those projects that have been hanging around and getting specialist contractors has never been cheaper than it is now. You can buy in an expert who can turn a project around to a set schedule and budget.
We have been recruiting IT, Tech contractors and permanent IT, Tech staff since 1999. We have an extensive network of experienced contractors as result. Get in touch with our expert team today to find out more about hiring an IT, Tech or AI contractor today.
To attract IT, Tech or AI talent is becoming harder. However, there is some great IT, Tech or AI talent out there, it’s just a case of attracting them to your role.
Our team share their top tips to help you to attract IT, Tech or AI talent.
People are no longer looking for a job. They are looking for a sense of purpose and something that resonates with their own personal values. Therefore, simply writing a job spec that’s a list of requirements simply won’t cut it in today’s jobs market. It’s a medically proven fact that our happiness depends on many things in life, but one in particular is alignment. What we do has to align with our values to make us truly happy in our work. Now, you don’t have to be saving the world, one mouse click at a time! But what values does your company represent? It’s critical to understand what your ‘target market’ are looking for and what appeals to them. With candidates still feeling some trepidation when it comes to moving jobs, you need to give them a reason to move.
Are you going to market with the same job, same salary, same location as you were 2 years ago? Times have changed and if you haven’t kept up, then it’s likely you’ll be disappointed when it comes to hiring. Unless you are really able to offer something truly attractive; like the latest technology, flexible working, career development etc. it’s unlikely that you’ll attract IT talent at the level you need to. So, unless your IT, Tech or AI role isn’t urgent, we strongly advice that you research the market, or ask an experienced recruiter for their insight. We understand that it’s not always possible to simply offer a higher salary. Although, you always need to know how far off the mark you are. So instead, you may have to drop some of the requirements from the essential list. Speak to our team today to get all the insight you need.
A drawn-out recruitment process is a problem. It’s as simple as that! In a market that is saturated with jobs, time is of the essence if you want to attract the best. There’s a popular phrase in the sales world – ‘time kills all deals’ and the same is true when it comes to recruitment. If your process is longer than 2 weeks, then it’s too long! Candidates will go elsewhere, and it will take you a lot longer to complete the process – sometimes over 3 months! So take a look at your process and decide if it’s still fit for purpose. Work with a recruiter that can work within your timescales, and you’ll soon have that IT, Tech or AI role filled.
We live and breathe everythingIT, Tech or AI. We know that market and know what it takes to attract the very best IT, Tech or AI talent. Why not work with us on your next IT, Tech or AI vacancy and experience the difference of working with a specialist who really does know the market. Get in touch with our expert recruiters today and let’s help you to recruit someone worth recruiting.
When it comes to hiring in IT, Tech or AI, there seems to be a disconnect in the market with regards to expectations on timescales. It’s a candidate driven market and the power is in their hands. Are you losing out on securing strong candidates?
With the skills shortage still having a big impact on IT, Tech or AI roles, how do you make sure that you can still secure the best and quickly?
But it’s not just securing the best candidate, it’s also the reputation of your company. You need a hiring process that’s able to set expectations with candidates. This way, even if a candidate isn’t successful in securing a role with you, they will have had a positive experience. They may share this with their friends. You never know, they could have people in their network who could be your next perfect hire.
So, if you’re looking to secure the best IT, Tech or AI talent, this blog is for you.
Or, maybe you’re a job seeker, wondering how long securing a job can take, and what happens behind the scenes of the hiring process?
Candidates expect the process of securing a job to be quick. They need a short, hassle free application process that keeps them engaged throughout.
Research suggests that a high percentage of candidates expect an initial response to an application within a week at maximum. They expect to attend interview within a week, followed by same day feedback from interviews attended. Without keeping communication consistent, engagement will reduce. And this can decrease the likelihood of top IT, Tech or AI talent accepting a job offer. It can even influence candidate’s perception and likelihood of future applications.
Clients – keep this in mind when you’re moving top talent through the hiring funnel.
At Langley James, we live and breathe the IT, Tech or AI market. We’ve been doing so since 1999 and we have a strong reputation for having our finger on the pulse.
We can advise you on best practice to secure the best IT, Tech or AI candidates. Whether it’s time to hire, salary guides, or contractor availability, we have the answers for you.
Here’s our tips for a successful IT Tech or AI recruitment process –
And our final tip – bear in mind that websites like Glassdoor are an open review platform where not only employees but also candidates who have experienced your recruitment process can leave a review. Protect your brand.
If you are looking to fill an IT, Tech or AI role and require support to ensure that you can find, and offer, the best candidates, contact our team today. Likewise, if you are a job seeker, looking for a quick turn around when securing a job, we can support you too!
We’ve been in the IT, Tech or AI recruitment sector since 1999, so we’ve seen firsthand the impact that a bad hire can have on a business. Hiring the wrong person for an IT position can be costly in more ways than one, and the consequences can last for months or even years. In this blog, we’ll explore the true cost of a bad hire in IT, Tech or AI, and offer some tips for avoiding this common pitfall.
One of the most obvious costs of a bad IT hire is the direct financial impact. According to the Recruitment & Employment Confederation (REC), 85% of organisations admit their company has made a bad hire. Shockingly, the average cost of a mid-manager level with a salary of £42,000 can cost a business more than £132,000. This includes the cost of advertising the job, screening candidates, conducting interviews, and training the new employee. If the employee leaves the company shortly after being hired, the costs can be even higher, as the company may need to start the hiring process all over again.
In addition to the financial costs, a bad hire can also have a negative impact on productivity. What if the new employee is not able to perform their job duties effectively? Other team members may need to pick up the slack, leading to decreased efficiency and potentially missed deadlines.
Beyond the direct costs, there are also indirect costs associated with a bad IT, Tech or AI hire. For example, a bad hire can have a negative impact on team morale. If the new employee is not a good fit for the team, other team members may become frustrated or disengage. This can lead to decreased motivation and productivity.
A bad hire can also damage the reputation of the company, especially if the employee interacts with clients or customers. If the new employee provides poor customer service or makes mistakes on important projects, it can lead to lost business and damage to the company’s brand.
Finally, there are hidden costs associated with a bad IT, Tech or AI hire that may not be immediately apparent. For example, a bad hire can lead to turnover in other areas of the company. If other team members become frustrated with the new employee, they may start looking for new job opportunities, leading to increased turnover and the need to hire and train new employees.
A bad hire can also have a negative impact on the culture of the company. If the new employee is not a good fit for the company culture, it can lead to decreased employee engagement and satisfaction. Potentially this can even lead to increased absenteeism or turnover.
Given the many costs associated with a bad IT hire, it’s important to take steps to avoid this common pitfall. Here are a few tips for ensuring that you hire the right person for the job:
The true cost of a bad hire in IT, Tech or AI extends far beyond the financial investment required to fill the role. A bad hire can impact team morale, productivity, and reputation. It may even lead to increased turnover and decreased employee engagement. However, by taking steps to define the role clearly, evaluate candidates using multiple methods, check references carefully, and look beyond technical skills, companies can avoid the many costs associated with a bad IT, Tech or AI hire.
We has extensive experience in helping businesses avoid the costs and headaches associated with a bad T, Tech or AI hire. Here are a few ways in which we can help:
By working with Langley James, businesses can avoid the many costs associated with a bad IT hire and instead find the best talent for your needs. Our experienced recruiters are here to help, whether you’re looking to fill a permanent or contractor IT, Tech or AI role. Contact us today to learn more about how we can help your business succeed.
Introduction
September is a pivotal month in the recruitment calendar. With the changing season comes a renewed sense of purpose and readiness among professionals. This period not only marks the end of holiday distractions but also signals the onset of strategic planning for the upcoming year. This makes September a prime time to recruit IT staff, and Langley James stands as your ideal partner in this endeavour.
After a summer filled with vacations and relaxation, many professionals come back rejuvenated and ready for new challenges. This post-holiday motivation translates into a higher willingness to consider new job opportunities. Candidates who might have been passive earlier in the year are now actively searching for roles that align with their refreshed outlook and renewed energy.
September also coincides with the start of a new fiscal year for many organisations. This timing prompts professionals to reassess their current positions and career paths. The notion of ‘new beginnings’ is particularly strong, leading to an influx of candidates looking to switch roles and advance in their careers. This mindset makes September an opportune time for businesses to capture the attention of top-tier IT talent.
Historically, the job market sees an increase in activity in September. With the summer lull behind, both candidates and employers ramp up their efforts. Candidates polish their CVs and gear up for interviews, while businesses focus on filling critical vacancies. This simultaneous increase in activity fosters a dynamic market where the probability of finding the right fit rapidly heightens.
Bringing in new hires in September allows businesses ample time to integrate them into the workflow well before the year-end. This strategic onboarding ensures that the new employees are well-acquainted with the company culture, processes, and projects by the time the new year begins. Consequently, they can hit the ground running, contributing effectively from day one.
September is crucial in terms of financial planning for many organisations. Finalising the budget for the next fiscal year often happens during this period, making it easier to allocate resources for new hires. Companies can align their recruitment strategies with budgetary requirements, ensuring that they secure the best talent without straining finances.
While activity increases in September, the competition for top IT talent is not as fierce as it is in peak hiring seasons like spring and early summer. This relative lull provides businesses with a golden opportunity to attract high-quality candidates who might have been overlooked by others during more competitive months.
In a less crowded job market, your job listings are more likely to stand out. This increased visibility can attract a pool of highly qualified candidates, giving you a competitive edge. Additionally, with fewer companies vying for the same professionals, the chances of securing the right fit for your IT vacancies are considerably higher.
Langley James boasts a team of consultants with a proven track record in successfully recruiting IT professionals across various roles and experience levels. Our deep knowledge of the industry ensures we understand the specific challenges and requirements of IT recruitment, enabling us to find the perfect match for your needs.
Our extensive network of talented IT candidates is one of our strongest assets. This wide-reaching pool allows us to quickly identify and present the most suitable candidates for your open positions, ensuring that you find the right fit in a timely manner.
At Langley James, we believe in a customised recruitment strategy. We take the time to understand your unique business requirements, company culture, and goals. This tailored approach allows us to develop a recruitment plan that aligns perfectly with your specific needs.
Our streamlined recruitment process is designed to ensure a quick turnaround time. From initial consultation to final placement, we work diligently to fill your IT vacancies efficiently, reducing downtime and maintaining productivity.
Each client is assigned a dedicated recruitment consultant who provides personalised service and support throughout the hiring process. This ensures consistent communication, tailored advice, and a seamless recruitment experience from start to finish.
Drafting clear and compelling job descriptions is crucial. Highlight the key responsibilities, qualifications, and benefits of the position to attract top talent. Focus on what makes your company unique and why candidates should choose to work with you.
Offering a salary that is competitive with the market is essential to attract the best candidates. Conduct thorough market research to ensure your compensation packages are aligned with industry standards and appealing to top-tier professionals.
Beyond salary, showcasing your company’s unique culture, perks, and benefits can set you apart from other employers. Emphasise aspects like flexible working hours, professional development opportunities, and employee wellness programmes.
A streamlined and efficient hiring process can significantly enhance your chances of landing top candidates. Minimise delays, keep the communication transparent, and make swift decisions to avoid losing out to competitors.
In summary, September presents a unique window of opportunity for effective IT recruitment. From a surge in motivated candidates to reduced competition, the advantages are manifold. Partnering with Langley James enhances these benefits, providing you with industry expertise, an extensive network, and a tailored approach to meet your specific needs.
Contact Langley James to discuss your IT recruitment needs and discover how we can help you achieve your hiring goals.
Tip:
By taking advantage of the unique opportunities that September offers, and partnering with Langley James, you can increase your chances of finding the right IT talent to meet your business needs and set yourself up for success in the coming year.
To clarify a stakeholder in terms of recruitment will probably be a mixture of Department Managers, Directors, and HR, on occasion it may involve a supplier or client.
The primary stakeholders will likely be the Line Manager, the Recruiter, and the Candidate. Secondary stakeholders may include senior management or directors, senior team members, HR, key client or customer contacts, or anyone who needs to be considered or consulted with before offering a job.
Disagreement, indecision, and delay, can result in the best candidate for your IT Recruitment role accepting another position. “If only the HR manager and Directors could agree!”. If it were your decision, you would have offered the candidate the job weeks ago. All those hours, all that effort, means repeating the process again.
This scenario may sound familiar to you and is a situation we are often exposed to at Langley James IT Recruitment. Stakeholders often believe and tell us “Candidates who really want to work here will wait”, which doesn’t always end in the best result for an organisation.
To minimise the impact of delay, we recommend that when you have written your amazing job description, ask yourself, who will be impacted by this recruit? Who will benefit? Who will risk failure? Who will make the final decision? Why?
Questioning the recruitment process and the stakeholder’s motivations behind their recruitment decision making will greatly improve your understanding and your ability to manage expectations.
Talk with each stakeholder early in the process, especially the decision-makers and those in the interviewing team, to discover what they believe makes a good candidate. Explore the reasons why and try to guide them away from emotive, personal beliefs, and, instead, towards the actual needs of the business. Importantly, seek clarity on what they believe separates truly essential and desirable skills, experiences, and traits. In our experience at Langley James IT Recruitment, this is at the core of most disagreements and recruitment failures.
Next, we recommend getting them all together in a meeting. Present your findings to the group and share a discussion with the aim of forming a unified, aligned, and realistic candidate profile. The idea here is simple. Pre-empt conflict by seeking agreement early on. You will not regret it.
Multiple stakeholders are commonplace, however, when some or all of them believe their opinion is final, your recruitment plans are destined for problems.
Senior people naturally assume a decision-making role, so to avoid conflicting opinions, we would recommend the best approach is to tackle decision making power and process early on with the backing of a senior-level colleague. Establish ‘roles’ for each stakeholder and make it clear what is expected of them before any interviews take place.
Ideally, the Line Manager should have the final decision, supported by the advice and views of those around and above them. However, in many instances, the final decision tends to lie with the most senior member of the recruitment process. If that is the case, try to drill down to fully uncover the decision maker’s recruiting style, system, and, critically, what they believe will make a good candidate.
Remember, your goal here is to achieve a system of decisions, not endless debate.
Unity and agreement are aimed squarely at a solid communication strategy. By getting it right, everyone involved will describe the job opportunity to prospective candidates in the same way, it will reduce the chances of underselling, over-promising, and misunderstanding. Internally, you will feel confident being aware of each stakeholders’ opinions.
Nothing disappoints candidates more than a well-pitched job with an underwhelming reality. Instead, with a strong, well thought out brief, Langley James IT Recruitment can go out to market pitching your job opportunity with accuracy. This means those shortlisted will be well-matched, committed, and more likely to last the distance as they satisfy the considered stakeholders.
Stakeholder Management requires preparation, time, patience, and a lot of listening. Ask the right questions and you will soon be well on the way to achieving a solid recruitment process culture.
Langley James IT recruitment recommends that the business produces a recruitment Matrix that lists the required skills and experience from each stakeholder, many of these will overlap and it can be reduced to a shortlist, each skill and attribute should then be given priority status and also weighted as to which skill or attribute is the most important. This Matrix can be then used when interviewing to avoid any bias.
Interviews – they are the most effective way to reduce your shortlist, while getting to know your new potential employees. You’ve probably completed lots of interviews, however, the power really is now with the candidate. As candidate experience takes over the hiring process, there are a few ways you can ensure a candidate will leave wanting not only the job, but also a genuine desire to work for your company. It’s easy, when it comes to interviewing in IT, to focus purely on the technical skillset. But it’s so important to also test for personality and team fit. Doing this right can mean that you retain your new employee for a lot longer than if you only looked at tech skills.
Interviews give candidates the opportunity to get to know your company more. It’s their chance to understand whether you’re the right fit for them. You are essentially being interviewed too. Even if someone isn’t the one for the job, leave them with a positive feeling about your company.
Candidate experience is important. We live in an age where people happily share their experiences with others. Whether candidates have a positive or negative experience in an interview, they are likely to share this with their network; influencing whether you’ll attract top talent in the near future.
It is still a candidate driven market, particularly in permanent IT recruitment. Your competitors are fighting for the same talent. Therefore, it is important that your interview process engages candidates, making them feel a part of your company, even at this early stage
Before you hold your next interviews, try to reflect on what your current recruitment process says about you. Then make effective changes if needed to ensure you’re being viewed as you’d hoped.
Check out our top tips below on creating the best interview experience for your candidates and get your first-choice IT hire.
First impressions on both ends of the spectrum count. A candidate’s performance influences their likelihood of moving through the hiring process. Likewise, your processes influences a candidate’s decision if they want to progress to the next stage.
Is your company culture is relaxed and creative? Make sure that your interview has the same feel. A corporate interview style could potentially put those candidates off who will best fit your culture. An interview is the best opportunity to give candidates a true and transparent insight into your company and values.
Some hiring managers find interviews a little awkward. If this is you then you’ll probably find it easier to follow a checklist when interviewing. You may have heard that this is the fairest way to compare candidates? Whilst this is true, it’s important to still inject personality. A list of questions can be disengaging and often leaves you knowing nothing about the candidate’s personality or team fit.
Of course, there are key areas to run through and certain criteria you are looking for. However, finding the most perfect candidate by simply filling all of your tick boxes is unrealistic.
Instead of running through the same process, interview after interview, let conversation flow. How else are you going to really find out what makes the candidate tick? Don’t let your interview process drive your candidates to your competitors!
It is important that you share your company values, goals, and ways of working at the interview. The way you conduct business will influence a candidate’s decision. With that said, it’s best for candidates to understand your culture now, and whether it is for them. This is key for both parties. A candidate who fits your culture is likely to be more engaged, more productive and stay with you for longer.
During this part of the interview, it’s also important to share what happens outside of the office doors. What exciting projects are you involved in? Do you with within your community to give something back? Candidates are keen to secure careers with companies that share their values. An interview is the perfect place to start.
Additionally, when it comes to IT, lots of candidates are keen to keep learning and developing their skills. Are you an early adopter of up and coming technology? Or, are you always looking for ways that technology can continue to help your business thrive? IT candidates love to hear about the importance you place on technology and what it can do for your business now and in the future.
Another way to ensure your candidates feel excited about your job offering and workplace is to ensure engagement is continuous. Provide opportunities throughout the interview for questions, share your own experiences at the company, and really humanise the conversation.
An interview should be a two-way exchange. At the end of an interview, you should feel that both you and the candidate have a better understanding of each other.
If you’re looking for the best possible candidates for interview, get in touch with our team today. We specialise in permanent and contract IT recruitment, helping companies just like you source the very best candidates!
Why Ditch the Vague Job Description?
Imagine this: someone reads your job description and thinks, “That sounds interesting, but what exactly would I be doing?” Vague descriptions lead to a flood of unqualified applications, wasting your time and theirs. Worse yet, it can lead to high turnover from frustrated employees who end up in the wrong role.
Crafting a Description That Gets Noticed
So, how do you write a job description that pops? Here’s a blueprint:
Tailor It to Shine
A one-size-fits-all approach won’t cut it. Adapt your description to fit the specific role, industry standards, and seniority level.
Keep it Legal, Keep it Honest
Stay away from discriminatory language and ensure your description accurately reflects the job’s demands.
Keep it Fresh
The world of work changes fast. Regularly review and update your descriptions to reflect current needs and your evolving company culture.
Bonus Tip: Get Insider Input
Ask current employees in the role for their perspective on the responsibilities and skills required. This can help ensure your description is accurate and reflects the day-to-day reality of the job.
Ready to Write that Winning Description?
By following these tips, you can craft job descriptions that attract the best and brightest talent. Remember, a well-written description is an investment in your company’s future. It saves time and money by streamlining the hiring process, and it sets the stage for a successful and productive working relationship.
Technical tests are often used in IT, Tech and AI recruitment. Technical testing can provide a far greater insight into how the potential employee will perform in your role. Interviewing on gut feeling is not right, and tests can assist in confirming or rejecting those “nice people” that are professional interviewees. Remember, most people have been an interviewee far more than an interviewer! But are your tests preventing you from securing great candidates?
Technical tests are a more practical way of interviewing a candidate. They are used in order to assess technical ability and knowledge required to be able to fulfil the role. Depending on the technical skills that are required for the role, technical testing methods will vary. Technical tests are a great idea to help your interview process. You can download a multitude of tests to suit your need. There are free ones and there are ones you can pay a fee for. It’s an industry all on its own and some people and companies are making a great living from it, so they must be worthwhile.
Not all questions administered to the candidate are aimed towards testing technical knowledge and ability. Often technical tests also test problem solving skills, personal skills, communication skills and even how their thought process is constructed.
You may already be testing IT, Tech and AI candidates as part of your recruitment process. But are your tests right? What are you testing for? Don’t just test for testings sake! Make it a valuable part of your decision making.
The best technical tests in our experience are written by someone who knows the role you are recruiting. A person who understands all the necessary technical skills to be a success. But not only this, they will also be able to identify any transferable skills. By testing in this way, you may get a better chance to secure the best person for your role. Testing in this way can help identify those that will perform well at the role, even if they don’t have the tech skills that are on your list.
When using an ‘off-the-shelf’ technical test, you’ll find that some of the questions are not relevant to your role. Whilst they may be valid technical questions, not all will be suitable. This is the feedback we have had from candidates. And in some instances, the suitability of the technical test has even discouraged them from taking the role.
So in short make sure your technical test is relevant to the role you are recruiting, otherwise you may be losing out on some great candidates. However, it’s also important to ask the right questions in interview to help determine someone’s technical ability.
To be able to make a fair decision about the ability of the candidate to perform in the role, it is vital to ensure the questions you ask the candidate will reveal certain key attributes.
Our advice is to ask questions that will:
All in all, technical tests are a great method to use to interview a candidate. They can reveal a lot about the individual’s ability to undertake the role they have applied for. But as well as technical testing, be sure to get to know the candidate on a more personal level to ensure they will be a good fit for your company.
Another key point to remember is to make sure that your testing doesn’t cause delays to the interview process. In the current market it’s important to make sure your process can be quick to secure the best candidates. You may find our blog 3 Simple Ways to Speed Up Your Hiring Process an interesting read.
The interview process can be a stressful time for both the candidate and the interviewee. If you need help recruiting the best IT professionals, our expert consultants are on hand to help you at every step of the recruitment process. Call us on 0207 788 6600.
When was the last time you reviewed the employment discrimination laws before conducting an interview? Most hiring managers have every intention of complying with employment discrimination laws but find that the time needed to keep abreast of the nuances of employment discrimination in areas such as race, gender, religion, national origin, age, marital status, medical history, physical disability or criminal records hard to find.
Yet failure to properly prepare can lead to questions and conversations that should be avoided, a notion we deem as ‘illegal interview questions’. Generally, asking questions alone is not illegal unless the candidate belongs to a protected class and believes that he or she was rejected due to the information that was gathered. If this happens you will be forced to prove that employment discrimination did not occur. Interviewing with this in mind can be unsettling and it can be hard to proceed confidently during the interview process unless you have a solicitor by your side! But many questions that are necessary to screen for the position can tread on dangerous territory.
For example, if we cannot ask a person’s age, how do we find out if the candidate is above the minimum age requirement? What if it is important to check criminal or credit history due to the type of work involved? What if you want to make sure the candidate is able to work overtime due to the demands of the job? How do you determine a candidate’s citizenship?
To help you avoid common pitfalls and subsequent illegal questions in the interview process that could leave your company exposed to a claim for employment discrimination, begin by sticking to the following two practices:
Only Ask Job-Related Questions
Problems can arise from questions asked before the interview even begins! Innocent conversation on topics used to break the ice and make the candidate more comfortable can cause problems if the candidate is rejected. Go ahead and talk about the news, sports or weather, but stay away from personal topics such as children and spouses. A candidate can naively reveal personal information that you did not ask for. Politely steer the conversation back to job-related questions that you have (hopefully) prepared in advance of the interview!
Subject Each Candidate To The Same Hiring Practices
Keeping the interview fair and equal must start by using a job application that asks the same questions of each candidate. If you require testing, make sure that all candidates applying for the job are tested with the same instrument. In advance of the interview, write a job-related, detailed and validated position description. Based on the job description it is advisable to compile a list of solid interview questions that keep to the qualifications of the job. If possible, familiarise yourself with the laws that apply specifically to discrimination.
Blah blah – so what about these taboo questions I hear you say!? Well, here are a range of questions you might want to think about before inviting your next recruit into the building:
A Candidate’s Age…
The only time that it becomes important to know a person’s age is when you think the candidate may not be of legal working age. This information can be obtained by simply asking the candidate if they can prove that they are over 18 years of age.
A Candidate’s Criminal Record…
If there is a need to know about a candidate’s criminal record simply ask if the candidate has ever been “CONVICTED”. The objective is to steer clear of asking if the candidate was ever arrested, as this question is illegal. The candidate only needs to reveal a conviction. It is best to include this question on the application form.
A Candidate’s Disabilities…
There is a right way (legal) and a wrong way (illegal) to ask questions that are related to physical and mental disabilities. The difference between the two questions is that the illegal question can be construed as an attempt to disqualify a candidate.
A Candidate’s Physical Abilities…
After a thorough job evaluation identifies that the position requires specific physical ability, such as lifting, determine the amount to be lifted (such as 40 pounds) and how far and how often this must be done (such as 25 feet repeatedly during the day.) Then ask EVERY candidate: “This position requires that you lift 40-pound boxes and move them 25 feet repeatedly. Are you able to handle this aspect of the job?”
A Candidate’s Marital & Family Status…
Don’t ask if the candidate is married or if he or she has children. It is not relevant to the job. Sometimes an interviewer will want to find out if the candidate can handle the work schedule that the job requires. It is okay to ask the candidate if he or she is willing to work overtime, travel or relocate. You can also ask if there are any days or times that the candidate will be unable to work. It is not okay to ask if working on a particular religious holiday will be a problem. Don’t ask the candidate if he or she has any children or how childcare will be handled.
A Candidate’s Medical History…
Questions regarding a candidate’s medical history are considered discriminatory. A full medical exam can be part of the hiring process AFTER an offer has been made. Drug screening can be conducted prior to extending an offer. Make sure that your policy states that you do not hire anyone with a positive drug screening result.
A Candidate’s National Origin…
Don’t ask: “Where were you born?” Or “What is your native language?” You CAN ask if the candidate is authorised to work in the UK. You can also ask what languages a person speaks if this information is shown, after a thorough job evaluation, to be a requirement of the job.
The Candidate’s Gender, Sexual Orientation, Race, Religion Or Political Affiliations…
– Just Don’t Ask !!!
These types of questions are strictly taboo and should not be asked or discussed at any time during an interview. Once the applicant becomes an employee, the employer may collect this information for affirmative action programs and government record-keeping and reporting.
Avoid gender-stereotyping questions — sexual harassment suits can be filed no matter how many employees work for your company.
There you have it. A range of advice covering all the major areas of danger. Bottom Line – If in doubt, don’t!
The current era of Artificial Intelligence, particularly the pervasive rise of Generative AI (GenAI), presents both unparalleled opportunities and complex challenges for businesses. While the drive to integrate AI for efficiency and innovation is strong, many organisations are discovering that without a dedicated strategic link, their significant AI investments may not yield the intended returns. This isn’t merely a technical hurdle; it’s a fundamental business challenge that demands a specialised response.
To bridge these critical gaps and ensure AI genuinely serves as a catalyst for growth, organisations must strategically integrate a dedicated AI Business Partner. This pivotal role acts as the essential interface, translating complex business needs into actionable AI strategies and ensuring every AI investment is meticulously aligned for maximum value.
A highly effective AI Business Partner will:
Investing in an AI Business Partner is a forward-thinking decision that protects and maximises your AI portfolio. For this critical, strategic role in Central London, organisations should anticipate competitive remuneration, reflecting its specialised nature and significant impact (as of mid-2025):
Companies frequently encounter several critical strategic gaps when adopting AI, impacting both financial prudence and competitive agility:
The requisite skillset for an AI Business Partner is often found within existing talent pools, albeit with a need for targeted development in AI fluency. Organisations can identify strong candidates by seeking professionals with highly transferable skills from roles such as:
Identifying and securing professionals who embody this unique blend of business acumen, AI market foresight, and negotiation expertise presents a significant recruitment challenge. This is precisely where Langley James IT, Tech & AI Recruitment can provide invaluable partnership.
With over two decades of specialised experience, we possess a profound understanding of the technology landscape and an extensive network of strategic talent. We are uniquely positioned to assist your organisation in identifying and securing the AI Business Partner who will optimise your AI investments, safeguard your interests, and significantly enhance your competitive posture.
To discuss how Langley James IT, Tech & AI Recruitment can support your organisation in resourcing this pivotal strategic role, we invite you to connect with us.
The AI revolution is here, and it’s exhilarating. Yet, for many businesses, the rapid adoption of Artificial Intelligence, particularly powerful Generative AI (GenAI) tools, has unwittingly opened a Pandora’s Box of unforeseen and potentially catastrophic risks. While the promise of efficiency and insight is compelling, the truth is, your company’s future could be in serious jeopardy if you lack robust AI & Data Governance.
Without dedicated AI & Data Governance personnel, your organisation is exposed to critical vulnerabilities already causing immense pain across industries:
These are not risks your existing IT, Legal, or Compliance teams can shoulder effectively on their own. You need dedicated AI & Data Governance Specialists and Managers. This isn’t an overhead; it’s a strategic imperative and a direct investment in your company’s future resilience and responsible innovation.
These individuals will:
For these highly specialised and critical roles in Central London, expect competitive remuneration packages (as of mid-2025):
The right individual might not have “AI Governance” on their CV yet. Many professionals possess highly transferable skills that make them perfect for this pivotal role with some targeted AI knowledge acquisition. We look for candidates from backgrounds like:
Finding this unique blend of skills – someone who understands both the technical nuances of AI and the critical legal, ethical, and business implications – is challenging. This is where Langley James IT, Tech & AI Recruitment excels.
With over two decades of experience, we specialise in identifying and attracting the precise talent needed to navigate the complexities of modern technology. We understand the specific demands of AI and Data Governance roles and have an extensive network of professionals ready to help your company build its AI shield.
Don’t wait for a costly breach or a regulatory fine to make this hire. Protect your innovation, safeguard your data, and ensure your AI journey is one of responsible growth.
Contact Langley James IT, Tech & AI Recruitment today to discuss how we can find your next AI & Data Governance champion.
n in resourcing this pivotal strategic role, we invite you to connect with us.
In an era defined by rapid technological evolution and unprecedented economic shifts, organisations face a perpetual mandate to innovate and adapt. The velocity of advancements in IT and AI, coupled with prevailing market uncertainties, can make long-term commitments to permanent hires appear daunting or even strategically inflexible.
This is precisely where engaging IT, Tech, and AI contractors transcends a mere stop-gap measure; it emerges as a highly astute and strategic solution. These highly specialised professionals offer a unique blend of expertise and flexibility, enabling businesses to acquire critical skills precisely when and for how long they are needed, without incurring the extensive long-term overheads of permanent employment.
One of the most compelling arguments for leveraging IT, Tech, and AI contractors lies in the unparalleled access to deep, specialised skill sets. The technology domain evolves at an extraordinary pace, with new programming paradigms, sophisticated AI models, and complex cybersecurity threats emerging constantly. It’s simply not practical for every organisation to cultivate and maintain exhaustive in-house expertise across every emerging niche.
Contractors, by their very nature, are specialists who cultivate their expertise through diverse engagements. They typically provide:
While the hourly or daily rates for contractors might initially appear higher at first glance compared to a permanent employee’s basic salary, a comprehensive financial analysis often reveals significant long-term cost efficiencies:
In an economic climate characterised by rapid technological disruption and fluctuating market conditions, the capacity to dynamically scale your workforce becomes an invaluable strategic asset.
In today’s competitive and uncertain landscape, the strategic advantage lies in agility and access to specialised expertise. Do not allow concerns over long-term commitments or perceived upfront costs to deter your organisation from securing the IT, Tech, and AI proficiency essential for innovation and sustained growth. Contractors offer a dynamic, fiscally prudent, and highly skilled pathway to achieving your critical objectives.
As specialist partners in the technology recruitment landscape for over two decades, Langley James IT, Tech & AI Recruitment possesses an in-depth understanding of the nuances within the contracting market. We are uniquely positioned to connect your organisation with the elite IT, Tech, and AI contractors who can accelerate your projects, mitigate risks, and enhance your competitive agility.
We invite you to engage in a confidential discussion with Langley James IT, Tech & AI Recruitment today to explore how top-tier IT, Tech, and AI contractors can strategically benefit your specific business requirements.
The summer period frequently sees a deceleration in recruitment activity. Many organisations instinctively pause hiring efforts, anticipating widespread holidays and a perceived scarcity of engaged talent. However, for businesses intent on seamlessly onboarding new professionals for critical September starts, now – specifically July – represents the absolute prime time for proactive talent acquisition.
Delaying your talent search until August or September significantly risks limiting your access to top-tier candidates and could ultimately present considerable operational challenges. Let’s delve into why July offers a distinct strategic advantage.
To underscore the urgency, let’s consider the typical recruitment lifecycle:
Total Elapsed Time:
If your organisation is reading this in mid-July (e.g., July 15th), even a standard one-month notice period pushes your target September start date right to the wire. For candidates with longer notice periods, commencing your recruitment in July may already be essential to meet a September 1st start, unless you identify someone immediately available.
Beyond mere arithmetic, July presents several compelling strategic advantages:
If your strategic plans necessitate strengthening your team for the autumn, July is not a month for hesitation; it is a critical period for decisive action. The most sought-after candidates will not remain available indefinitely. By initiating your recruitment process now, you strategically position your organisation to secure the exceptional talent required for a robust and productive September start.
As specialist partners in IT, Tech & AI recruitment, Langley James possesses the market insight and operational agility to navigate these critical timelines effectively. We are poised to ensure your talent acquisition strategy is aligned with your September objectives.
We invite you to contact Langley James IT, Tech & AI Recruitment today to discuss your specific September hiring needs and ensure your organisation gains a decisive advantage in securing top talent.
Remember all the fuss about a specific type of AI role that focused on how we talked to machines? Turns out, it was just that: a lot of fuss. While many predicted it would be the hottest career in tech, the reality is that generative AI has become so intuitive, it practically prompts itself.
According to The Wall Street Journal, the idea of a dedicated role simply for “prompting” AI is “basically obsolete.” Instead of hiring individuals solely to “translate” for AI, companies are shifting their focus to other critical AI specialisations and, more importantly, training their entire workforce to effectively leverage AI tools.
The initial rush to automate and reduce headcounts, driven by the promise of AI, appears to be levelling off. A new report from Orgvue sheds light on a significant shift in business leaders’ perspectives. While 39% of companies initially laid off staff due to automation, a striking 55% of those now regret the decision.
Confidence in AI’s ability to completely replace human workers is also waning. Only 48% of leaders now expect job displacement, a notable drop from 54% just last year. This suggests a growing understanding that AI is more of a tool for augmentation than outright substitution.
The findings in Orgvue’s report reflect a broader shift happening across industries, with some high-profile examples learning the hard way. Financial technology company Klarna, for instance, famously replaced around 700 customer service employees with AI tools starting in 2022, driven by a push to cut costs.
However, the company has since admitted that this automation-first approach didn’t deliver the customer experience it had hoped. Klarna’s CEO, Sebastian Siemiatkowski, told Bloomberg: “From a brand perspective, a company perspective, I just think it’s so critical that you are clear to your customer that there will always be a human if you want.” He acknowledged that using AI agents without human support is no longer the right fit for Klarna.
This shift in perspective from major players like Klarna underscores a crucial point: while AI offers immense efficiencies, the irreplaceable value of human connection, strategic oversight, and nuanced problem-solving remains paramount. Companies are learning that successful AI adoption is about empowering their workforce, not replacing it, fostering a blended approach where technology enhances human capabilities.
Is your organisation balancing AI adoption with strategic workforce planning?
Looking to recruit top-tier AI, Tech, or IT talent who can integrate seamlessly into your evolving business? Contact Langley James today to find the perfect fit for your organisation..
Remember all the fuss about a specific type of AI role that focused on how we talked to machines? Turns out, it was just that: a lot of fuss. While many predicted it would be the hottest career in tech, the reality is that generative AI has become so intuitive, it practically prompts itself.
According to The Wall Street Journal, the idea of a dedicated role simply for “prompting” AI is “basically obsolete.” Instead of hiring individuals solely to “translate” for AI, companies are shifting their focus to other critical AI specialisations and, more importantly, training their entire workforce to effectively leverage AI tools.
Just a couple of years ago, there was significant buzz around a role expected to be the next big thing in tech. Courses promising high-paying jobs in this area popped up everywhere, suggesting these individuals would be the essential link, deeply understanding generative AI and unlocking its revolutionary potential. Even NVIDIA CEO Jensen Huang suggested in March 2024 that all programmers could effectively perform this task. However, the concept of relying on individuals to coax specific outputs from AI has shown its limitations in 2025.
Skeptics were always present, pointing out that the tech industry has a history of hyping “next big things” that often fizzle out, from crypto to quantum computing. While some technologies find niche applications, many simply shift lives laterally rather than vastly improving them.
Generative AI, however, has managed to maintain a strong foothold in the mainstream. Companies, educators, and individuals now frequently use AI as a default tool, much like a search engine, and they don’t need a dedicated “AI communicator” to facilitate that interaction.
The Wall Street Journal and Microsoft confirm that the need for simple AI interaction roles has faded because generative AI is increasingly self-sufficient. Jared Spataro, chief marketing officer of AI at Work at Microsoft, notes that AI can now ask follow-up questions and seek feedback. This, coupled with the economically cautious hiring environment of 2025, has further reduced the demand for these singular roles.
So, if simply “talking to AI” isn’t a standalone job anymore, what AI roles are in? Based on research from Microsoft and insights from The Wall Street Journal, here are the AI job titles companies are actively seeking:
Other highly sought-after AI positions, identified through a review of 2024 AI job openings and growth trends, include:
And, of course, AI engineering remains a consistently hot field, with strong demand reported by CNBC from data gathered by Indeed and ZipRecruiter.
Looking to recruit top-tier AI, Tech, or IT talent for your team? Contact Langley James today to find the perfect fit for your organisation.
Here we have listed some common decision making errors people make when interviewing applicants. Rigorous training programs, along with added structure, are important ways of minimizing decision making errors, but understanding the different types of error and recognising when they occur is important.
Stereotyping – This error involves making judgments about a candidate based on broad generalisations, rather than information specific to the candidate. These generalisations typically refer (accurately or inaccurately) to attributes of a larger group to which the candidate belongs, such as gender, age, or racial/ethnic status.
Similar to Me – In some cases, interviewers will display a tendency to attribute some of their own characteristics to candidates. There may be something about a candidate that reminds the interviewer of himself or herself, and this superficial similarity can lead the interviewer to overlook or discount distinguishing details specific to a candidate.
First Impression – This one is pretty self-explanatory. It is very unfortunate, but many poorly or inadequately trained interviewers tend to judge a candidate within minutes of beginning the interview. It can be difficult to design an interviewing process with validity matching that of other selection tools. Drawing conclusions based on first impressions makes this task nearly impossible.
Halo – When interviewers commit halo error, they are allowing their evaluation of one characteristic to influence their overall evaluation of the candidate. For example, an interviewer who is very impressed with a candidate’s decision-making skills may perceive other skills, such as communication or persuasiveness, to be at a similar level of proficiency. This can work in the negative direction too.
Leniency/Severity – Some interviewers tend to be excessively lenient across the board when evaluating candidates, while others may be unfairly critical. These are similar kinds of error, and can be detected readily.
Restriction of Range – Lastly, interviewers may hesitate to use the extreme ends of a rating scale when evaluating candidates. Instead, all evaluations tend to be “middle of the road.” This can occur even if you are not using numerical ratings.
A recent poll found that only a minority of employers monitor practices for age discrimination. Dealing correctly with ageism in the workplace and particularly in the recruitment process is an important part of organisational diversity, so we look at some of the facts and offer a few suggestions to ensure ageism doesn’t become an issue for your organistion.
Remember it’s not only the older generation that ageism can effect
When we think of ageism at work or in recruitment, it’s often related to older workers, as this is the most reported and perhaps the most common, particularly in the world of technology. Many organisations may feel that recruiting a younger employee is best for their organisation as they are able to offer a lower salary, or because a younger person is less likely to have family commitments and be able to work longer hours, or because a younger person may be seen to have a better ‘cultural fit’ with their hip, fashionable business. The older generation has a lot to offer, and our article ‘Can Older Workers Bridge the Skills Shortage Gap?’ discusses this further.
However, the Guardian reported that “experiences of age discrimination were more common for younger groups, with under-25s at least twice as likely to have experienced it than other age groups” suggesting that employees over 40 had the highest status and “perceptions towards those aged over 70 were more positive than towards those in their 20s”. Respect, experience and maturity come with age, but the younger generation need a chance to develop these attributes so mustn’t be discriminated against either.
Keep pay and progression in mind
A report by XpertHR revealed that; “technology professionals get fewer promotions, lower performance ratings and reduced pay increases once they hit the age of 50.” They found that employees in their 20s got higher pay increases and more regular promotions, decreasing rapidly once they hit 30. The report (which excluded senior management) also revealed that performance rates were higher for those in their 30s, than for those in their 20s, and stayed steady for 40 and 50 years olds before beginning to tail off for those in their 60s. This flags up the issue of whether pay increases and promotion are generally being handed out based on performance or on age.
Incorporate anti-ageism into your overall company culture
Obvious ageism such as compulsory retirement ages or age caps are unacceptable and will end up in court if there are still organisations with these kind of old fashioned and unfair practices in place. However there are many grey areas, particularly in the writing of job adverts and descriptions. It seems that some organisations simply want to find a different way to describe the same thing, without using the latest word or phrase to be struck off the list of acceptable adjectives. For example, following a lawsuit against Facebook for posting a job advert with the phrase ‘class of 2007 or 2008 preferred’ and the since common use of the term ‘new graduate’ Fortune reported that some employers are opting to mask their age bias by advertising for a ‘digital native’. Surely just another way to say ‘young’? The more long-term view is to remove any age expectations from your position and organisation, and adopt a policy that thrives on a number of generations working together.
At Langley James we have a wealth of recruitment and personnel experience and can guide you through the best practice for advertising your job and finding the best candidate. We’ll do the hard work for you! If you’d like more information about diversity or avoiding ageism in your recruitment please get in touch.
If you are given the task of interviewing you should ensure you make yourself aware of up-to-date employment law and that all the questions you plan to ask are compliant, legal, and non-discriminatory. There are often ‘grey’ areas and some questions within a role interview that may seem harmless but are in fact discriminatory and therefore illegal. The questions below may seem stark, however when interviewing a candidate, often they may open and talk freely about themselves and their personal life. Be aware of what is discriminatory and avoid asking some of the questions below:
This area of discrimination is usually more targeted towards women, but male applicants can also be discriminated against.
Interviewers should not make any reference to a person’s marital status, children they may have now or in the future or their sexual preference. All could be grounds for discrimination as your organisation might be deemed to view a person being married as either favourably in that they may see an applicant as being more stable or, perhaps, unfavourably in that they may see a conflict of interest between a single person having more time to devote to the role over a married person who might have to juggle family commitments.
As an employer during an interview, it is generally unadvisable to ask a candidate about their health or disability until they have been offered employment with your organisation. Some candidates will offer details of their health and disability voluntarily. The Equality Act 2010 places some limits on questions an employer can rightfully ask. Questions that should be avoided:
Some reasonable questions could be:
A candidate at interview would only need to briefly describe the nature of their disability if any adjustments they would be required to make – it may help to clarify how a previous employer made those adjustments (if applicable). Fundamentally, what is most important is the ability of the candidate to do the role once any reasonable adjustments have been made.
The Equality Act 2010 makes it unlawful for an employer to discriminate against candidates because of race. Race includes:
Under this Act, it does not have any significance as to whether the discrimination was made on purpose or not. What counts is whether (as a result of an employer’s actions) you treat one candidate less favourably than another candidate because of their race.
Although this last question may seem like the simplest and direct method to find out if a candidate is legally able to work in the UK, it remains unlawful to ask this question. As an employer you can have a right to ask whether the candidate is legally entitled to work in the UK.
People are working differently in 2021, and dor different reasons and this should always be considered, Age discrimination is based on stereotyped prejudices such as “younger workers being less committed” and “older workers are more loyal” would be construed as ageist. Similarly, older people may become more tired and younger people work better with technology, are both ageist statements.
At both ends of the age range employees are applying for roles for different reasons and employers should not consider the age of a prospective candidate as a reason not to recruit them. Interviewers need to consider their own bias and avoid any casual comments.
For further advice on Discrimination when planning interviews.
https://www.gov.uk/employer-preventing-discrimination/recruitment.
by Grace Lewis
You’ve spent the past two months sourcing and interviewing suitable candidates, shelled out on average £1,500 in in-house resourcing time, advertising costs, agency or search fees, and you’ve finally bagged yourself a new hire, who on the surface seems eager and willing to hit the ground running come their start date. But, says Jamie Kohn, senior research director in the human resources practice at Gartner, “just because they said yes, doesn’t mean they’re not still interviewing you as a company. They’re still going to get phone calls from other companies in this period and they may start to wonder, did I make the right choice? If you have two, three or four weeks between saying yes and starting the job, there’s a lot of room for doubt to creep in.”
That is also true of Dan Kaplan’s experience as senior client partner for Korn Ferry’s CHRO practice: “Some companies have noticed that some new starters won’t update their LinkedIn profile for the first month just in case,” he says. “It means that the person is still quietly listening.”
That’s certainly the picture the stats present. According to Gartner research from 2022, 44 per cent of candidates have accepted an offer but then decided not to start the position, and the Work Institute’s 2019 retention report suggests as many as 43 per cent of new employees leave organisations within the first 90 days of starting.
Job acceptance
It’s clear then that first – and lasting – impressions count for any organisation, and that’s why the period from acceptance to official start date is vital to start the process of building engagement and trust with a new employee. Gallup analysis suggests that actively disengaged employees are 2.6 times as likely as engaged employees to be watching for or actively seeking a new job.
Kaplan says there has been a “fraying of the relationship between employer and employee” in recent years, while Gartner analysis shows that just 54 per cent of candidates trust organisations to be honest with them during the hiring process. Successful onboarding becomes about “making sure [new starters] feel really committed to the culture” from the get go.
It can begin with a simple introduction to the company email from HR, Savhannah Deans, founder of Women in Learning & Development and author of People Development in a Week, says. As well as the general need-to-know information – start time, dress code, who will be meeting them on their first day – give the new employee a glimpse into what the organisation is like from the inside, she advises: “That tends to be in the form of literature, blogs or a video induction like a vlog from the CEO.” Deans says it is nothing too hard, but starts the engagement process early doors.
Laura Ibbotson, people and culture manager for EMEA at health technology company Magentus, says in its revamped onboarding process the company now sends an email “before the new employee starts with us, confirming things like address to our sites, lunch options, dress code and start time on their first day. We also include a map to the building with photos and info.
“We also call our new employees before they start with us to check if they need anything or have any questions.”
These check-in calls before the person’s official start date are growing in interest, especially for those companies using virtual or hybrid onboarding techniques. As Kohn describes it, some companies are investing in an almost “concierge position” whereby someone will call the new starter the week before to run through the technology, check the email connectivity, try a test Zoom call, etc. “It can relieve some of the anxiety that people have,” Kohn says.
Equipping managers
The manager’s role also becomes critical at this point. “It’s like everything else in HR: there’s very little that HR should do themselves. What HR should do is bring out the ideas and then provide the tools for [others] to execute,” Kaplan explains.
“Managers have so many responsibilities, and we know the vast majority of them are not trained,” says Daisy Hooper, head of policy and innovation at the Chartered Management Institute (CMI), so onboarding is as much about preparing managers as it is supporting new starters. This could be in the form of a checklist or standardised templates for managers to follow. Bosses at Ciphr now have access to “everything they need – recruitment templates, libraries of FAQs and how-tos” – after the software company transformed its onboarding process. Lucy O’Callaghan, people experience manager, explains that the L&D team also designed a bespoke onboarding training platform that is mandatory for every manager to undergo, and they now have a dedicated onboarding person in the people team to monitor the first 12 months of new starters’ roles.
Hooper says managers are “absolutely central to employee engagement and satisfaction and productivity” and, more often than not, are the main point of contact for a new starter. According to CMI research, just a quarter (27 per cent) of workers describe their manager as ‘highly effective’ and, of those who rate their manager as ‘ineffective’, half (50 per cent) plan to leave their company in the next year.
“One of the most helpful roles the HR team can play is around creating standardised processes that they update in line with best practice, because then at least the managers have a framework to work from,” says Kohn. She explains that this helps to create a consistent approach, so that every new starter is given the same messaging and equally HR is supporting managers in a consistent way. “For scalability, most onboarding – at least in terms of the items on the checklist – will be the same,” says Kohn. “Where you get the tailored experience is in helping managers to have these conversations in a way that connects more with the employee in their specific needs and role or duties.”
Some businesses have already cottoned on to this technique. When researchers from London, Harvard and Chapel Hill’s Kenan-Flagler business schools analysed different organisations’ onboarding processes, they found that shaping onboarding processes around individual identity, via the process of ‘personal-identity socialisation’, increased work engagement and job satisfaction, led to lower quit rates and resulted in greater levels of performance. They used examples such as “a consultant with artistic talents [who] could design eye-catching templates for presentations and develop more powerful ways to present data. [Or] a salesperson who enjoys teaching others might share that enthusiasm with new hires, becoming a mentor.”
One of the most common ways organisations fall down during the onboarding process according to Kohn is by overwhelming new employees with “floods of information” early in the process. Instead, “where we’ve seen organisations be successful is by saying: ‘What’s the bare minimum that you need to know? Let’s start out with something that will make you feel successful,’” she says. Deans echoes this, stressing that “there’s no rush to be competent”.
L&D offering and building networks
The first few days should cover a facility tour, including an explanation of technology and systems, introduction to the team, one-to-one chats with the manager and basic mandatory training, says Deans, but this is also an opportunity to show new starters the development opportunities on offer – or at least where to go for that information. Lucy Shutt-Vine, head of talent development at Captify Technologies, explains: “Our L&D team puts content on the LMS platform around getting to know your leadership team, the heads of department and the ecosystem of the business, as well as team introductions. We have that ready for somebody to access from their first day.”
Captify also offers new starters group training to initiate those early networking opportunities. “We find that when new starters learn and network together, there’s a sense of ‘we’re in it together’. They can ask each other these questions, if they feel silly asking other people,” Shutt-Vine says.
Kaplan stresses HR’s role in helping to forge personal connections. The first few weeks are a great time to “give the person the early stages of developing the internal support network”, he says. “Make sure that their peers are able to take them out for lunch; do things that build community and get the person tethered in. Ultimately, people stay [with an organisation] because they have relationships in an environment that inspires them to get up in the morning, get dressed and go to work.”
And while the compliance side of onboarding obviously doesn’t go away, says Kohn, HR is really the central hub for identifying the right connection points and ensuring that those connections happen: “That’s what we’ve seen HR functions take on more directly, because they have that broader view into the organisation. They are responsible for building that connection marketplace as a way of matching people based not on the direct work they’re doing every day, but maybe on some aspect of their background.”
Ibbotson says her team is now looking at introducing a buddy system to help better integrate new starters into the company. In Kohn’s experience, onboarding buddies tend to come in two forms: a peer in your team who has either done your role before or is someone you will be working closely with to help with day-to-day aspects of your work. “Whereas a wider organisation buddy may help you build a broader view of what success looks like at the company,” Kohn explains.
An employee’s first month with a company is a milestone for both them and the organisation. They would in the most part have completed the compliance training, so this is when L&D becomes more role specific, according to Deans: “This is probably when you need to start discussing metrics and what they look like as well. What are your KPIs? What are the objectives of the business? And where do you fit in that? I’d say that’s where the learning starts to become more than surface level.”
Deans also uses the first month mark as a review point, sending out an induction questionnaire to see how the new starters are settling in and if there are any areas that need improvement. Similarly, at Ciphr the people team uses a review system for new employees. “Every month, we monitor it to make sure managers are having sit-down conversations with new starters, and to identify any pain points,” O’Callaghan explains. “This way we can nip any issues in the bud as soon as possible if we notice any problems, because sometimes it’s just teething problems that can be resolved just from communication.”
Kaplan says that, for the most part, recruiting and onboarding new starters is a “sales process” and it’s important for companies to keep momentum going and “keep the promises they made during recruitment”.
The petering out of those initial onboarding initiatives, and disillusionment with the realities of a role, are common downfalls for organisations – just 59 per cent of new hires in Gartner’s 2022 candidate survey said they would repeat their decision to join their organisation, compared to 83 per cent in 2021. For the new employee at the two to three-month mark, the orientation honeymoon period is over, the excitement has worn off; they aren’t quite into the daily rhythm of the company, but are not totally new – so what’s next?
Kohn says this is where HR – and primarily managers – can use those connection points and networks “to check in with people about their role, how they are feeling, what they have learned, what they are looking forward to next. We think of them as early performance conversations, but they are really early career conversations and are critical to helping people to think not just about the next couple of months, but about the next few years.”
Again, HR’s role at this point is overseeing and prompting these check-ins, especially if early feedback and monitoring has thrown up any issues but, as Deans puts it, ultimately “let managers be managers. I would normally do my check-ins with managers, rather than the new starter directly.” Kaplan agrees, saying that it’s “not practical” for HR to be involved in every new starter’s every step of the onboarding journey – as much as many people professionals would love to be.
Shutt-Vine says that, from an L&D point of view, at Captify they “train the managers to be empowered; to help create a 30-60-90-day plan for the new starters so that they have goals that they can be measured on, and that they know they are progressing at the rate that we need them to”.
After the first three months, many new starters would have completed their probation period and have undergone an official review, which can then inform the next stage of career development, according to Deans. Crucially, learning should no longer be spoon fed as it perhaps was previously, she adds: “New starters should take the lead, so it becomes a more CPD-led approach.” This also doesn’t mean the input from HR and L&D ends here, says Hooper. “Onboarding should absolutely not be a ‘one and done’ thing. It shouldn’t be a tick-box exercise. You’ve spent a lot of time and money recruiting this person – you want them to succeed in the role and to get the best out of them. It’s in your interest to support them into the organisation. But it’s not like after 100 days suddenly they don’t need any more support,” she says.
Kohn emphasises the importance of regular reminders for new starters about the benefits on offer, the wellbeing initiatives and the “periodic reminders of the broader employee value proposition”. And later, as new starters approach their one-year anniversary, HR and managers can prepare them for their annual appraisal: ask them to start reflecting on their achievements to date and where they would like to develop further. Deans adds: “Once we know that someone is committed within the first 12 months, once we can see that there is a continuous climb, that’s when the more structured succession planning starts to be implemented. There’s much more of a greater focus on not just making someone competent, but making them excel.”
For Kaplan, the “missing piece” in most failed onboarding processes is the long-term mindset. Rather than striving to get an employee past their first day, first month, first quarter, “companies should be thinking: how do we successfully get them to day 365? You’re there to get them to succeed long term,” he says, and, with that in mind, the rewards will be reaped tenfold.
We’d love to discuss your HR recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Identifying the right IT person requires going beyond technical expertise. You need to assess their decision-making, problem-solving, and leadership skills within the dynamic realm of IT. Thankfully, scenario and recall interview questions provide powerful tools to unlock these qualities. Here is how to tailor them for insightful IT interviews:
Scenario-Based Questions: Predicting Performance Under Pressure
Recall-Based Questions: Learning from Past Victories (and Lessons)
The Synergistic Blend: Unlocking a Comprehensive View
Remember, both approaches offer valuable insights:
By mastering these techniques, you can move beyond technical knowledge and identify IT Managers who possess the strategic thinking, communication, and leadership skills to navigate the ever-evolving technological landscape of your organization.
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Must-have qualities and how to find them
Recruiting the right person into your team can sometimes seem like banging your head against a brick wall. You think you’ve found perfection and then you are let down. They had all the skills, they got on with the team but it didn’t work out and you’re back to square one of a lengthy, painful process.
The great news is that there are 3 traits that all superstars have. And they are easy to spot… if you know how.
1. Integrity/Honesty
No matter how talented an individual is, it means nothing if they are using their skills to work against the company. A superstar candidate is honest about their own abilities: CV embellishment is more common than you think. A solicitor, Dennis O’Riordan, was exposed as lying about most of his achievements, including earning a doctorate at Oxford and attending Harvard. During his career he was Legal Head for many banks across the world. Scary stuff, and a reason to ALWAYS check references.
A superstar candidate will have the integrity to always act in the best interests of the company. If something has gone wrong, they will admit their mistakes as soon as they happen and care enough to produce an action plan to put things right and ensure it doesn’t happen again. Compare this to an employee who hides their mistakes or incompetence until catastrophe strikes and they are found out. You are unlikely to see them for dust while you are left scrambling for answers.
Ideal interview question: Tell me about a time you made a mistake? What happened next?
2. Accountability/Autonomy
A superstar won’t need their lunch breaks monitoring and you won’t need to worry if they will have the correct documents with them at meetings. A superstar is ready to be held accountable and won’t need constant supervision to get the job done.
When superstars take responsibility for a task, you know it will get done in time, and to an excellent standard, and if it doesn’t, you’ll have received a memo in advance with the reason (not an excuse) why and a revised timescale. A superstar can be flexible and prioritise. If their skills can help a team member with something urgent, they will assist, because at that moment it is in the best interests of the company.
Ideal interview question: Describe your preferred relationship with your manager in terms of direction and monitoring.
3. Fearlessness/Ambition
A superstar isn’t afraid to take risks. If their idea doesn’t work they won’t give up: you can expect another well thought out proposal on your desk by the end of the week. They will always be looking for opportunities to prove themselves and will not scrape by doing the bare minimum. An ambitious candidate will be seeking long term professional development in your company and loyalty won’t be a problem for them.
Ideal interview question: How long would it be until you were able to make a serious contribution to your organisation?
We find talent
Here at Langley James we get to know our candidates. We take pride in only selecting people that we are confident suit your company and the opportunity. We place stars in fantastic IT roles every day and we can do the same for your company.
To discuss your IT recruitment needs please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com. We’d love you to join in the conversation. Tweet us @ITRecruitment or follow us on Facebook.
Are unmotivated employees bleeding your business dry?
As an employer, one of your toughest jobs is keeping your team motivated. It’s common to assume that the only way to motivate people is to provide performance bonuses. Of course, this is an excellent method of getting results, but also expensive.
We Have the Answer
If you want to rev up your team without breaking the bank, read on for our ‘Top 10 Tips for Motivating Your Team’.
1. Give recognition before it’s asked for
Nothing boosts morale like a simple ‘well done’, but it has to be timely. As soon as something has gone well make sure you give your team recognition. You don’t want to be seen as someone who only notices when things go wrong. However, don’t congratulate people so often that it loses all meaning – try to strike a balance.
2. Treat your team
Small treats are cost effective and make work a happier place. These can be anything from sharing a box of chocolates or ordering a fruit basket to taking your team out bowling.
3. Communicate
Of course it’s vital to keep your team informed of your future plans for the business but it’s also important to listen as well. Create a system that allows people to put forward their ideas for the business no matter how big or small.
4. Have a blame-free culture
Sometimes things go wrong and it’s easy in the heat of the moment to play the blame game. This results in loss of confidence for the employee involved and can turn into a downward spiral. Don’t forget, mistakes are training opportunities in disguise. Give the employee a chance to put a corrective action in place so everyone can avoid making the same mistake in the future.
5. Rejuvenate your workspace
Create an office your team look forward to coming into on a Monday morning. Fresh paint, modern artwork and well-maintained facilities work wonders to boost the mood in your workplace.
6. Let go of the reigns
New starters often need a lot of supervision and support, but it’s important to know when to take a step back and allow them to work independently. This will increase their confidence and your faith in them will boost their motivation.
7. Career progression
Nothing motivates some people more than the prospect of promotion. Make sure your people know exactly what is expected of them in order to move on to the next step in their career and watch them exceed your expectations.
8. Training opportunities
Providing training opportunities shows your team that you see them as a long-term investment. Training gives your team the tools to improve their performance and widen their experience, keeping their role fresh and exciting, boosting motivation and morale. Utilising cross-training within your organisation is a highly cost effective way of providing CPD, and can even benefit you during holiday season.
9. Weed out poor managers
Poor managers come in many forms, but one thing they all have in common is an unhappy team and a high staff-turnover. If you have struggling managers, now is the time to offer support and additional training; and if that doesn’t work it may be time to look for a replacement.
We’d love to hear your views on this blog. Tweet us @ITRecruitment, or follow us on Facebook or LinkedIn
It’s the beginning of a new year and time for a fresh start! The festive period is officially over and settling back into work after the Christmas break can feel like somewhat of an emotional roller coaster, motivation levels amongst staff can be low and the reality of getting stuck back into office life can feel like a struggle. Now is the time to revitalize the office and give your employees the boost they need. Increase motivation and satisfaction by creating open, two-way conversations and get your employees talking about their targets goals for the year.
Why create open communication?
Human nature motivates us to eliminate the unknown. Working environments have advanced from hierarchy causing a halt in communication between all levels of the ranking. Employees now want to know the processes behind the structure of the organisation and have a greater clarity of the environment they are working in, and who they are working for. The unknown causes uncertainty, impacting on performance levels. Transparency in an organisation will increase performance levels and ultimately improve employee engagement and retention. Read more on employee engagement and retention here. Job security and the ‘job for life’ concept is progressively becoming obsolete. Employees will feel a far greater sense of security and trust in your business if there is an environment of openness. Employees will take comfort when leaders appear ‘more human’.
5 steps to creating open communication
Nurturing your business starts with developing the health of your organisation. Through open communication you can create a stable and well-constructed working environment. If you need help in implementing a solid communications plan, then contact us today on 0207 788 6600, and we will find you the perfect HR professional who will fulfil all your needs and requirements, and help you to achieve your HR goals.
We are in the middle of a long and sustained talent crisis. Candidate availability is decreasing by the day, and job vacancies continue to rise. Albeit at a slightly slower rate over the last few months. But the success of your business depends on your team. The people you hire have a direct impact on your success. So, when it comes to your next vacancy, you may be asking which is best for you – recruitment agency vs direct hiring.
We’ve asked our expert consultants to share their insight on the pros and cons of both to help you make that all important decision.
We’ve written at length about the benefits of working with a specialised recruitment agency, but let’s compare some key areas when it comes to recruitment agency vs direct hiring.
This may sound like a simple process, but don’t be fooled. Yes, it’s true that we can all write an advert stating the responsibilities and requirements. However, in the current market, that is not enough! Candidates are less likely to apply for a job with a list of demands. They want the story, the feeling, a sense of what you stand for. They want the benefits, the future opportunities, and a sense of being part of something important in the world.
If you don’t have experience of this, you are likely to find that your advert will be a bit of a ‘damp squid’ and won’t attract the people you need to make your business a continued success. Agencies are writing adverts day in, day out. They know what it takes to get the best response.
A recruitment agency will have access to many more candidates than you will if you recruit direct. Not only do they have a large database of experienced candidates, but they are also able to advertise in lots of different ways. This means that you don’t just get the best people who are currently on the market. A recruiter will also headhunt suitable candidates for you using a combination of technology and their personal network. This means that your shortlist should be the very best candidates for the job.
Direct hiring tends to be focused on adverts, website pages and the odd social media post. The reach is not as great as that of a recruiter. With direct hiring, you are unlikely to have the tools you need to get your advert out as far as it needs to go. Lots of companies use their own employees to recommend candidates. Whilst this is great in some instances, it can have an impact on your diversity. Something to bear in mind with any employee referral scheme.
Depending on how much time you have, it could be a benefit for you to read through all the applications you receive if you do decide direct hiring is for you. The advantages are that you see not just shortlisted candidates, but every single response. This will give you a real insight into the market (if your job advert is great!) and may give you insight on what you need to change to attract the best.
You’ve also got to have the technical knowledge when it comes to IT. You may be looking for experience in a particular piece of tech. And unless you’re aware of other technologies where skills can easily transfer, you could be missing out on a great candidate!
Either way, be prepared to spend lots of time looking at unsuitable CVs as the pay-off for direct hiring. However, if you don’t have the extra time needed to go through the process, using a recruitment agency van be a valuable way of finding new talent for your business. Shortlisting is completed on your behalf, and you only have to choose who to interview from a shortlist of CVs.
You’ve probably heard more and more people start to talk about employer branding. It’s a vital part of the direct hiring process. When was the last time you reviewed yours? What does your Glassdoor say about you? How are your Google reviews? There are many things to consider when recruiting direct when it comes to how you are perceived in the market.
However, we know that there are some really great companies to work for our there who don’t have any employer brand at all. And if this is you then using a recruitment agency is the best idea. Recruitment consultants are highly skilled at attracting candidates to opportunities. They sell the opportunity first and the company a very close second. This gives the added benefit that any questions candidates have about your values, culture, and more, can be answered directly. So, whether you have a strong employer brand or not, you’ll still get the best candidates using a recruitment agency.
The same can be said for candidate experience too. If you already have a robust recruitment communication process, great, direct hiring could be for you. But remember that candidates expect a response within 24 hours of their application now. They expect to be kept up to date at every stage in the process. Do you have the time and organisation to do that effectively?
There’s a general misconception in the market that using recruitment agencies can be costly. But this is usually when it’s looked at in isolation and not compared to direct hiring. If you wanted to do the same work as a recruiter does, it could end up costing you considerably more. And this cost increases if you’re not regularly recruiting. Recruitment agencies spend hundreds of thousands of pounds behind the scenes to make sure that they are providing the best service and the best candidates.
You’d be amazed how much it costs to just advertise a job on one job board, let along over 30! Access to CV databases is also at a great cost, and let’s not get started on the costs associated with LinkedIn! Then there’s the time spent searching out the best candidates. At Langley James, we allocate at least 3 full days just to shortlist candidates for you. And in the current market, this can take longer too.
But there’s one huge benefit when it comes to cost. Recruitment agencies will not charge you a penny until they have been successful, regardless of the time spent on the role. This is something you can’t do with direct hiring. You take a financial risk every time you recruit direct – there are no guarantees of success.
If you have lots of time on your hands, and an ‘easy to fill’ role then direct hiring will probably work for you. But, if you have a harder to fill role but you still want the very best candidates, without having to invest your own time, you need the help of a recruitment agency.
We have been helping companies to attract and retain the very best IT talent since 1999. But we don’t just simply find the best candidates. We can advise you on the current jobs market conditions. Share data on average IT salaries. Talk to you about the benefits that candidates are looking for. In fact, we do everything we can to help ensure that you get the very best people for your team. Get in touch with our team to find out how we can help you to recruit the best!
How to Create Employee Loyalty
Employees are becoming the competitive advantage for business in the modern world. Bad employees can cause a business to fail; mediocre employees can cause a business to break even. Good employees can make even a business soar.
The key of course is to hire right. At least half of the personnel problems I face with my clients today are caused by poor hiring policies. But just as important as hiring good employees is keeping good employees. Good employees often feel (and with good reasons) that their employers take them for granted. It takes focus, work and commitment to keep good employees. The idea is that the satisfied employee is less likely to search for greener pastures. The following are keys to keeping the best employees in your business:
Pay. Don’t believe the ‘experts’ when they tell you pay is not important. Pay might not be always the most important thing but it always ranks right at the top. Pay is only a non-issue when an employee is not dependent on the paycheck or has another source of income. A general rule is that you must offer a competitive salary/wage for that position. You can offer minimum wage to a journeyman level worker but you will not get journey level skill. If you are offering below market rate you will only attract the worst of the prospective employee pool.
Benefits are similar to pay. If other like businesses are paying certain benefits you will have to also. Health and dental insurance are benefits that better employees are demanding. But you can also offer additional benefits that will attract better employees. Life insurance, 401K plans, sick and holiday days will “sweeten the pot.” Some of these benefits may cost less than you think. The more astute businesses are also offering a ‘cafeteria style’ benefits plan — the employee can pick and choose which benefits are best for them.
Training. Good employees know they must be continually learning and improving their skills. They will search for a ‘home’ that not only encourages but provides regular training. Most businesses concentrate only on direct job-related training. Don’t forget non-business training such as English, foreign languages, computers, etc. Employees also have interests that are not job related. Improving some of these interests may also help improve job performance. Don’t forget to look carefully at cross training so they can learn to do other functions in the business which helps all concerned.
A Learning Environment provides a chance to learn on the job. This not only improves skills, knowledge and performance but keeps the employee’s interest level high. The employee is more eager to go to work if they feel they will learn something new and improve themselves. Hit an interest and loyalty will follow.
A Career Plan will help the employee set their long term goals. If the business can assist the employee in reaching those goals the employee will become more loyal. Most businesses do not help their employees in this way.
Evaluations and Reviews should be held on a regular basis and certainly no longer than three months apart. Problems and concerns can be addressed and progress toward goals monitored. The idea in these reviews is not to build a case to force the employee to improve or to build a case so they can legally be fired. The idea is to focus on the individual as a person and how they fit in the business. Reviews should be used as a way to keep good employees and not weed out bad ones.
Regular Business Meetings are an excellent way to get employee input, make improvements and address concerns before they become problems. Good employees feel they must have input in the workplace. Meetings should be held at least once a month but I advise my clients to have them weekly.
Recognise Good Work with financial and non-financial recognition. Employees often feel management only addresses them when there are problems. Good employees expect to be told when they do good work.
Good Working Conditions are a must. Good employees expect their employer to be making constant improvements so the workplace is not only safe but pleasant.
Have Fun. Good, loyal employees do not want boring, drudgery-filled work. There are many ways employers can make work fun and many of these techniques cost little or nothing. This is not the same kind of fun one has on holiday. But it does add excitement and keeps attitude high and motivation up. Many recent studies are pointing to a labor shortage and a battle for the best employees. One study recently found that only one out of four applicants is actually qualified to do the job. To attract top prospects the business must offer an attractive package. Top prospects must be marketed to in a similar way a sales prospect is marketed to.Those businesses that are lazy and too cheap will have to be satisfied with minimal employees. The long term prospects for these businesses will be poor. The successful business of the future will not only attract the best but will create a loyalty to keep the best. The indicators are suggesting these will be the only businesses that truly succeed.
Two simple ways to help overcome the challenges of the IT skills shortage
It is clear that CIO’s are operating in an extremely challenging environment and the role has never been more important than it is right now. IT has a crucial role to play in the UK’s continued growth and with the worst of the budget cuts now behind most IT departments, the focus again is on the IT skills shortage.
We are all so heavily reliant on technology and whilst 80% of IT spend is still focussed on “keeping the lights on” to simply sustain some form of business growth it has been reported by Deloitte that only 58% of budget allocation within IT is for BAU and 42% for change and growth. This is great news for those CIO’s with an appetite to drive this area but with IT project delays frequently reported in the news and IT request backlogs growing at a rate of 10 to 20% per year, having the right team on board to help develop and deliver new capabilities is one of the highest priorities for CIO’s.
The report also highlighted the IT priorities for the next 12-18 months:
– 82% support new business needs
– 56% drive digital strategy
– 56% reduce IT cost
– 53% consolidate infrastructure
– 52% maintain IT operations
– 52% strengthen risk and security
– 49% develop skills
– 44% restructure IT operating model
– 29% develop sourcing strategy
– 12% increase offshoring
The impact of the recession has seen businesses being slow to hire and train and as a result, we are not developing our technical skills at the same pace as pre-recession. Over half of CIO’s are experiencing difficulties when looking for business-centric IT professionals who not only have the necessary skill set but can also think strategically and communicate effectively. According to a recent survey by CBI, 39% of companies are now struggling to attract workers with advanced STEM (science, technology, engineering, maths) skills and 41% expect this issue to continue for the next 3 years. More surprisingly, it also reported that 66% of UK employers are not satisfied with basic IT skills in their workforce. On top of that, the European Commission predicts that the UK will need an additional 500,000 IT professionals by 2015! Recruiting and retaining IT superstars is no easy task for any CIO.
So what can you do about it?
In a reported conducted by City AM, the average salary for technology jobs in the London area rose by a staggering 26% in the last 12 months, with the average topping £48k (£38k nationally) and according to CareerBuilder/EMSI, a third of UK businesses plan to hire full-time employees in 2014, with software professional vacancies expecting to increase by 3.1% to 325,500 jobs and ITC Managers by 3.6% to 326,429 jobs. Are we set to see average salaries rising even further as companies try to attract the talent they need to prosper?
But those of you who read last week’s newsletter will know that attracting and retaining is not all about salary. Over 40% of respondents to the Deloitte survey are redesigning IT roles and structures and providing access to cutting edge IT projects to help make their role the more attractive career choice.
Here at Langley James, we are seeing companies offering profit share, performance related bonus, blue sky thinking time, time for training and development and even “free pizza Friday’s” in an attempt to attract the best of the best.
Personal development with tailored training and project opportunities are key to attracting and retaining the right talent so it’s quite surprising to hear that only 12% of CIO’s are offering opportunities on projects outside the IT function – are you missing an opportunity to attract and retain talent?
Here at Langley James, we are passionate about recruiting – that’s why we do it! We love getting to know you and getting to know our candidates resulting in the right person for the right role; something we have done over 3,000 times in the last 15 years. We are experts at attracting the best calibre of candidate for your role, not just skills wise, but that all important personality and business skills too.
To discuss your IT recruitment needs please call us on 0207 099 4839 or email us: langleyjames@langleyjames.com.
As we get closer to the end of the year, and 2025 is almost within sight, it’s a great time to think about building your team and recruiting. Commonly, January, the start of the New Year and its associated fresh starts and resolutions, are perceived to be busy times for recruiting new employees. For many organisations it is, but starting early and preparing yourself now for hiring could be much more efficient and rewarding.
Applications to jobs in November and December are 3% higher than the yearly average.
Now, we don’t know, but this could be affected by the high amount of Christmas positions that are up for grabs in the retail and delivery sectors in the lead up to Christmas, but it does show that the year’s latter months are not a quiet time for recruiters. Hiring from September to December allows your new members of staff to join the team before the chaotic start of the New Year, meaning they’ll already by integrated into the business and their role come January. Having a new employee start in the build up to Christmas is also a great opportunity for them to mix with the team at festive social events.
90% of job seekers are passive.
According to the Office of National Statistics 90% of job seekers are passive, so they’re likely to act on the right opportunity when it’s presented to them. Many organisations push their job ads out in January as a reaction to the busy and chaotic time of meetings, new objectives, goals and budgets. The space is more crowded and there are more options for the candidate. Advertising your job in the months leading up to Christmas and the end of the year mean your potential candidates are more likely to be attracted to your job with less competition. And with less competition you avoid having to pay higher salaries to secure the right candidate.
It takes 6 – 8 weeks to fill a vacancy.
Adequate planning and preparation for your new team members is very sensible. Advertising, interviewing and selection can take months, and that’s without considering notice periods. Getting the process completed or at least under way, will allow your new employee to really hit the ground running in January, already being familiar with your organisation and with induction and training out of the way.
Project management applications rise by an average of 30 responses over the festive period.
Account management, sales and marketing were the other 3 areas to see this rise in response, and trends like that are really useful in giving recruiters a backing and genuine reason to get on with recruiting at that time. Perhaps there’s some of 2024’s budget to use up, so recruiting a new project manager could be a great way to use it up and save on next year’s training and recruitment costs.
Over the 5 days for Christmas, 49% of applications were made on Christmas Eve, Christmas Day or Boxing Day.
Although these guys wouldn’t be starting until the New Year, this is an interesting stat, and shows that during the downtime of the Christmas break, people still have jobs on their minds. Fresh starts and New Years resolutions may be the driving factor, but by getting your vacancy prepared early you’ll be more likely to catch those proactive candidates looking for their next move before the New Year.
If you’d like to speak to one of our experienced Langley James consultants about hiring new employees, get in touch today.
Effective communication skills are of high importance for IT professionals. While technical expertise is crucial in this field, the ability to effectively communicate ideas, collaborate with team members, and convey complex information in a clear and concise manner is equally vital.
Communication skills in IT encompass both verbal and written communication, as well as active listening and interpersonal skills. IT teams often work on complex projects that require collaboration among different departments and individuals with varying levels of technical knowledge. Clear communication helps ensure that everyone is on the same page, reduces misunderstandings, and promotes efficient problem-solving.
Additionally, effective communication enables IT professionals to effectively convey technical concepts to non-technical stakeholders such as clients or management. Being able to translate complex ideas into layman’s terms can help bridge the gap between the technical and business aspects of an organization.
Soft skills, including communication abilities, are now highly valued in the technology sector. Employers are recognizing that technical proficiency alone is not enough for success in IT roles. Strong communication skills contribute to building positive working relationships within teams and across departments.
Effective communication plays a vital role in team collaboration and productivity, especially in the context of IT teams. The ability to communicate effectively within a team can significantly impact the success of technology projects.
Collaboration in IT teams relies heavily on clear and efficient communication channels. When team members are able to share ideas, information, and feedback seamlessly, it fosters a collaborative environment where everyone feels heard and valued. This leads to improved problem-solving capabilities, as diverse perspectives can be considered and integrated into project solutions.
Furthermore, effective communication is crucial for ensuring that tasks are assigned and understood correctly. When team members have a clear understanding of their roles and responsibilities, it minimises confusion and prevents duplication of efforts. This clarity also helps in setting realistic expectations regarding project timelines and deliverables.
Good communication within technology teams also enhances productivity by reducing misunderstandings or misinterpretations. Clear communication channels enable quick resolution of issues or roadblocks that may arise during project execution. It allows for timely updates on progress, allowing team members to stay informed about the status of various tasks.
In addition to these benefits, effective communication promotes stronger relationships among team members. Trust is built when individuals feel comfortable expressing their opinions or concerns openly. This fosters a positive work environment where collaboration thrives.
Overall, recognising the importance of effective communication in teamwork within IT projects can lead to improved collaboration, increased productivity, better problem-solving capabilities, enhanced task management, and stronger relationships among team members.
Clear communication plays a crucial role in avoiding costly errors and misunderstandings, especially in the technology sector. Miscommunication can have a significant impact on IT projects, leading to delays, budget overruns, and even project failures.
The cost of poor communication in the technology sector cannot be underestimated. It not only affects the financial aspect but also hampers productivity and collaboration among team members. When instructions are unclear or misinterpreted, it can result in mistakes that require additional time and resources to rectify.
In tech-related discussions, clarity is of utmost importance. Technical concepts can be complex and easily misunderstood if not communicated effectively. Clear communication ensures that everyone involved understands the requirements, objectives, and expectations accurately.
By fostering clear communication practices within IT teams and across stakeholders, organizations can minimise errors and mitigate risks associated with miscommunication. This includes using concise language, avoiding jargon or technical terms when unnecessary, actively listening to others’ perspectives, asking clarifying questions when needed, and providing feedback to ensure understanding.
Ultimately, investing time and effort into promoting clear communication within the technology sector can lead to improved project outcomes, increased efficiency, better collaboration among team members, reduced costs due to error corrections or rework – all contributing to overall success in achieving business goals.
You may find our blog The True Cost of a Bad Hire in IT and How to Avoid It of interest.
Effective communication skills are crucial for building and maintaining strong client relationships. In the IT industry, where customer satisfaction is paramount, professionals need to prioritise effective communication as part of their client relationship management strategy.
By mastering effective communication skills, IT professionals can enhance client satisfaction and retention. Clear and concise communication helps ensure that clients understand project timelines, expectations, and any potential challenges that may arise. It also allows IT professionals to actively listen to client feedback and address any concerns promptly.
Building strong client relationships through effective communication involves not only verbal and written skills but also the ability to adapt communication styles based on individual client preferences. This personalised approach demonstrates a commitment to understanding the unique needs of each client.
Moreover, effective communication fosters trust between IT professionals and their clients. When clients feel heard, understood, and valued through open lines of communication, they are more likely to remain loyal and continue working with the IT professional or company in the long term.
To excel in client relationship management through effective communication skills, IT professionals should continuously refine their abilities by seeking feedback from clients and colleagues. Emphasising clear and transparent communication will ultimately contribute to higher levels of customer satisfaction, increased client retention rates, and overall business success in the IT industry.
In today’s technology-driven world, the ability to articulate technical concepts to non-technical stakeholders has become a crucial skill. As advancements in various fields continue to accelerate, it is essential for professionals to effectively communicate complex information in a way that is easily understandable and relatable to individuals without a technical background.
Translating complex concepts into layman’s terms requires the skill of bridging the gap between technical and non-technical stakeholders. This involves breaking down intricate ideas into simpler terms and using relatable analogies or real-world examples to convey the essence of the information.
By mastering this skill, professionals can ensure that they are able to effectively communicate their ideas, proposals, or project updates with individuals who may not have a deep understanding of the technical aspects involved. This ability not only improves collaboration and teamwork but also enhances decision-making processes by ensuring that all stakeholders are on the same page.
Furthermore, being able to communicate technical information effectively to non-technical audiences can also lead to increased opportunities for innovation and problem-solving. When everyone involved in a project or initiative understands the underlying concepts and goals, it becomes easier for diverse perspectives and ideas to be shared, leading to more comprehensive solutions.
In summary, the ability to articulate technical concepts in a way that resonates with non-technical stakeholders is an invaluable skill in today’s interconnected world. By bridging the gap between these two groups, professionals can foster better communication, collaboration, and ultimately drive successful outcomes for their projects or organizations.
In the technology industry, assessing candidates’ communication skills during the recruitment process for IT roles is of utmost importance. While technical expertise is crucial, the ability to effectively communicate and collaborate with team members and stakeholders is equally vital.
During interviews for tech positions, hiring managers should pay close attention to how candidates articulate their thoughts and ideas. Strong verbal communication skills are essential for explaining complex technical concepts in a clear and concise manner. Additionally, candidates who can actively listen and ask relevant questions demonstrate their ability to understand requirements and collaborate effectively.
Written communication skills are also critical in the technology industry. Candidates should be able to convey information through emails, documentation, and reports with clarity and precision. Attention to detail, grammar, and organisation are key factors that employers look for when evaluating written communication abilities.
Soft skills assessment plays a significant role in determining a candidate’s fit within a team. Effective collaboration, problem-solving abilities, adaptability, and empathy are all valuable traits that contribute to successful teamwork in IT roles.
By evaluating candidates’ communication skills alongside their technical proficiency during the recruitment process, hiring managers can ensure they select individuals who not only possess the necessary technical knowledge but also have the interpersonal skills required for effective collaboration in today’s technology-driven workplaces.
At Langley James, we understand the importance of recruiting the very best people for your team. That’s why our approach goes beyond surface-level information provided in a CV alone. And it’s why we focus on communication skills as part of our screening process.
Let’s discuss your specific IT recruitment requirements today. Reach us at 0207 099 4839 or via email at langleyjames@langleyjames.com.
We’d love to hear your views on this blog. Tweet us @ITRecruitment, or follow us on Facebook or LinkedIn
January will be a time for renewed recruitment efforts as businesses look to build their teams for the year ahead. However, the challenge of finding the best candidates can be daunting. In this blog, we will explore the potential benefits of taking a light-hearted approach to interviews, providing a more relaxed and human experience for both candidates and interviewers.
The Traditional Interview Process
The typical structure of interviews often involves formal and rigid questioning, which can create a tense and pressure-filled environment for candidates. This approach can hinder a candidate’s ability to showcase their true abilities and personality, impacting their performance in the interview.
The Benefits of a Light-Hearted Approach
By taking a light-hearted approach to interviews, interviewers can create a more relaxed and comfortable atmosphere for candidates. This can help candidates to showcase their personality and creativity, and encourage more authentic and genuine responses.
Changing the Tempo of the Interview
Introducing icebreaker questions and incorporating humour and light-hearted conversation can help to ease tension and allow for more natural and organic conversation to flow throughout the interview.
Tips for Implementing a Light-Hearted Approach
To implement a light-hearted approach, it’s important to set the tone from the beginning and use open-ended questions to encourage storytelling and engagement. It’s also crucial to balance professionalism with a relaxed atmosphere to ensure the interview remains structured and focused.
The Impact on Candidate Selection
A more light-hearted approach can lead to a more accurate assessment of candidates’ abilities and fit for the role, as well as attracting top talent who appreciate a more human approach to the interview process. This approach can also have a positive impact on company culture and employee satisfaction.
Case Studies and Examples
There are numerous success stories of companies that have adopted a light-hearted approach to interviews, resulting in more engaged and satisfied employees. Testimonials from candidates who have appreciated a more relaxed interview experience also demonstrate the benefits of this approach. Here’s some example ideas, that might assist in the lightening of the mood during your interview.
What song best describes your work ethic?
If we came to your house for dinner, what would you prepare for us?
If you could pick two celebrities to be your parents who would you choose?
What sort of kitchen utensil would you be?
Conclusion
It’s clear that finding the best candidates can be achieved through a more human and light-hearted approach to interviews. By changing the tempo of interviews, there is the potential for a positive impact on the recruitment process and company culture, ultimately leading to better results and happier employees.
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
When it comes to writing a job description for an IT job, it’s important to follow a few ground rules.
Not only should each employee have a clear job description as part of the HR process, crafting the perfect job description can actually help you to secure the best talent. But it’s not just that! A poor job description, or none at all could actually be preventing you from hiring the best IT talent.
Here’s our top tips to make your next IT job description the best yet.
Ensure that you keep your job title simple by using keywords that accurately describe the role. Keep away from using complicated jargon. For example, stick to using standard experience levels such as ‘senior’ rather that ‘VI’. Whilst it’s important to stand out when recruiting, keep the job description as factual as possible to avoid room for confusion.
To begin with, focus on the job title. A job title is the start of the process and will be used to advertise your role. Consider the level of expertise you want for the job, not just the role itself. If you are looking for a 2nd Line Support engineer, but the experience you need is more Systems Analyst, you’ll need to remember that the job title may put some people off. It’s the age of LinkedIn and people are proud of their achievements and their career. Do bare this in mind when writing your job description.
Standing out in a crowded market can be hard. Begin by capturing a candidate’s attention with a short and engaging summary. This should include the expectations of the role and a brief overview of your company. Why are you unique and why is working for you such a fantastic opportunity? Think of the job description as another step in the journey. Remember that it’s usually what a candidate sees before they come for an interview. Don’t lose their interest at this stage. Remember to still sell the opportunity!
Here’s a top tip to help you stand out –
In the current market more and more that candidates are looking to give something back and this could be your chance to shine. Ask yourself ‘How does this role contribute to making people’s lives better, or solve existing problems?’ then fill in the blank – ‘come and join a team dedicated to…..’ You may be surprised how effective this can be.
Less is most definitely more! Whilst you want to clearly define the main responsibilities of the position, make them detailed yet concise. If there is a lot of responsibilities with the role, why not group them into categories? This will make them much easier to read and absorb.
It’s also important to think long-term too. We advise thinking about how this position will contribute to the goals and business objectives of the company. Is there the potential for advancement for candidates? By presenting the whole opportunity, you will attract the best candidates.
When you look to hire, do you go to HR and dust off that old job description again? Has the experience needed changed? Is the culture different now? It’s important to make sure that you review and even re-write your job descriptions regularly. Make sure that it is still fit for purpose!
TOP TIP: – get your employees involved when writing your job description! No one knows the job better than those that already do it.
Following these 5 steps to writing a fabulous job description could help you secure your ideal IT candidate.
If you are looking for experienced IT experts for your business, whether permanent or contract get in touch with the team at Langley James today!
IT Accreditations Explained
Microsoft
MCP |
Microsoft Certified Professional |
Need to pass any one of the current Microsoft certification exams, i.e. one exam on the way to becoming an MCSE, MCSD, etc. The value of this qualification depends on the exam taken and its relevance to the job. Most MCPs are working towards one of the higher qualifications and will become an MCP several times over on their way to achieving it. |
MCSD |
Microsoft Certified Systems Developer |
Highly regarded in the software development field. For
MCSD is available in |
MCSE |
Microsoft Certified System Engineer |
MCSE is available in:- Server Infrastructure |
MCT |
Microsoft Certified Trainer |
MCTs are Microsoft’s exclusive product evangelists for Microsoft Official Curriculum (MOC). All trainers running Microsoft certification courses have to be MCTs and have to use the official curriculum. Provides certification for both instructional skill and Microsoft product knowledge, although their practical product expertise may be limited. |
MOS |
Microsoft Office Specialist |
End user exams showing competence in using Microsoft Office components. Core certification is any one exam (Word, Excel, PowerPoint, Access, Outlook, Project) Expert requires passing either Word or Excel expert level exam. Master level requires passing both Expert exams plus core exams for PowerPoint, Access and Outlook. The Word, Excel, Access and PowerPoint MOS certificates are comparable to the word processing, spreadsheet, and database and presentation modules of ECDL. The ECDL module on network communication is broader than the Outlook qualification. Also ECDL contains modules on file management and IT basics. ECDL advanced modules in Word and Excel are comparable to the Microsoft Expert exams. |
Cisco
CCNA |
Certified Cisco Network Associate |
Can install, configure, and operate LAN, WAN and dial access services for small networks (up to 100 nodes). 1 exam. |
CCNA Wan Switching |
Certified Cisco Network Associate WAN Switching |
Can install, configure and operate networks in simple WAN environments. 1 exam. |
CCDA |
Certified Cisco Design Associate |
Can design routed and switched networks involving LAN, WAN and dial access for smaller networks (up to 100 nodes). 1 exam. |
CCNP |
Certified Cisco Network Professional |
Can install, configure and operate LAN, WAN and dial access services for larger networks (to 500 nodes). Need CCNA plus further 5 exams. |
CCNP WAN Switching |
Certified Cisco Network Professional WAN Switching |
Can install, configure and operate networks in complex WAN environments. Need CCNA WAN Switching plus further 4 exams. |
CCDP |
Certified Cisco Design Professional |
Can design routed and switched networks involving LAN, WAN and dial access for larger networks. Need CCNA and CCDA and 5 further exams. |
CCDP WAN Switching |
Certified Cisco Design Professional WAN Switching |
Can design in complex WAN environments. Need CCNA WAN Switching and CCNP WAN Switching and 1 further exam. |
CCIE with various specialisations |
Certified Cisco Internetwork Expert |
Most advanced certification. Specialisations include Routing and Switching (most common), Communications and Services, Security, ISP Dial, SNA/IP Integration, and Design. All involve at least 1 exam and 1 practical exam. CCNP is highly recommended. |
Juniper
| JNCP | Juniper Networks Certification Program | The Juniper Networks Certification Program (JNCP) is a multi-tiered program of written and hands-on lab exams that serves to validate the technical skills of networking professionals on Juniper Networks technologies. |
Apple Mac (iOS)
Apple Certified Mac Technician |
Apple Certified Mac Technician (ACMT) certification verifies the ability to perform basic troubleshooting and repair of both desktop and portable Macintosh systems, such as iMac and MacBook Pro. ACMT certification exams emphasize identifying and resolving common Mac OS X problems, and using Apple Service and Support products and practices to effectively repair Apple hardware. |
Mac Management 10.9 |
|
Apple Certified Support Professional (ACSP) |
Apple Certified Support Professional (ACSP) certification verifies an understanding of OS X core functionality and an ability to configure key services, perform basic troubleshooting, and support multiple users with essential OS X capabilities. ACSP certification is designed for the help desk professional, technical co-ordinator, or power user who supports OS X users, manages networks, or provides technical support for the Mac. |
Apple Certified Technical Coordinator (ACTC) |
Apple Certified Technical Coordinator (ACTC) certification verifies a foundation in OS X and OS X Server core functionality and an ability to configure key services and perform basic troubleshooting. ACTC certification is intended for OS X technical coordinators and entry-level system administrators who maintain small to medium networks of computers using OS X Server. |
VMWare
Data Center Virtualization |
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Cloud |
|
End User Computing |
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Network Virtualization |
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Cloud Application Platform |
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Prince 2
Prince2 Foundation |
The PRINCE2 Foundation qualification will teach you the PRINCE2 principles, terminology and when qualified you will be able to act as an informed member of a project management team using the PRINCE2 methodology within a project environment supporting PRINCE2.PRINCE2 Foundation can be studied on its own or as a prerequisite for the PRINCE2 Practitioner course. |
Prince 2 Foundation and Practitioner |
The PRINCE2 Practitioner qualification will teach you to apply PRINCE2 to the running and managing of a project within an environment supporting PRINCE2. Once qualified you will be able to apply and tune PRINCE2 to address the needs and problems of a specific project scenario. You will have a comprehensive knowledge of the relationships between the PRINCE2 principles, themes and processes and PRINCE2 products and will understand these elements. In order to sit the PRINCE2 Practitioner examination you must provide proof of having passed one of the following:
|
ITIL
Foundation |
The Foundation level is the entry level qualification which offers you a general awareness of the key elements, concepts and terminology used in the ITIL service lifecycle, including the links between lifecycle stages, the processes used and their contribution to service management practices. |
Practitioner |
The Practitioner level is the next stage in the ITIL scheme. It has been developed to provide a step between Foundation and the Intermediate Level and aims to improve the ability of individuals to adopt and adapt ITIL in their organizations. |
Intermediate |
The Intermediate level qualification has a modular structure with each module providing a different focus on IT Service Management. You can take as few or as many Intermediate qualifications as you need. The Intermediate modules go into more detail than the Foundation level and Practitioner, and provide an industry-recognized qualification. |
Expert |
The ITIL Expert level qualification is aimed at those who are interested in demonstrating knowledge of the ITIL Scheme in its entirety. The certificate is awarded to candidates who have achieved a range of ITIL qualifications and have attained a well rounded, superior knowledge and skills base in ITIL Best Practices. |
Master |
To achieve the ITIL Master qualification, you must be able to explain and justify how you have personally selected and applied a range of knowledge, principles, methods and techniques from ITIL and supporting management techniques, to achieve desired business outcomes in one or more practical assignments. |
Novell
CNA |
Certified Novell Administrator |
The lowest level of Novell certification and aimed at people supporting users of software. Managing workstations, setting up print servers, sharing software, etc. Certification available for NetWare 5, intraNetWare, NetWare 3, GroupWise 5 and GroupWise 4 One exam. Most CNAs are working towards a CNE and will become a CNA several times over on their way to achieving it. |
CNE |
Certified Novell Engineer |
For those who are involved with higher level network issues including planning, installation, configuration, troubleshooting and upgrade services for networks. In NetWare 5, intraNetWare, NetWare 3, GroupWise 5 and GroupWise 4. Number of required exams varies with the track chosen but is typically 3 to 5, plus one elective. |
MCNE |
Master Certified Novell Engineer |
Multi vendor, multi solution specialists. Required to pass CNE plus 1 required and 3 elective exams. |
CDE |
Certified Directory Engineer |
A performance-based certification for the experienced IT professional. Targeted at consultants and senior level engineers involved in the design, implementation, optimization and maintenance of directories and directory solutions. Need to have some certification already. e.g.CNE, MCSE, Compaq, Cisco, Lotus, etc. Exams and requirements depend on the certification held. |
CNI |
Certified Novell Instructor |
Qualified to teach Novell certification courses. Need to be a CNE plus complete a Certified Technical Trainer qualification or similar. |
Solaris
Sun Certified System Administrator for Solaris |
For system administrators performing essential system administration procedures on the Solaris Operating Environment and technical application support staff responsible for administering a networked server running on the Solaris Operating Environment. 2 exams. |
Sun Certified Network Administrator for Solaris |
For experienced system administrators responsible for administering Sun systems in a networked environment that includes LANs and Solaris Operating Systems. Must be a Sun Certified Solaris Operating Environment System Administrator. 1 further exam. |
RedHat
| RHCE | Red Hat Certified Engineer | Expert Red Hat Linux administrator |
CompTIA A+
A+ |
Foundation level, vendor neutral certification in PC technologies, LANs and WANs, operating systems. |
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CDIA+ |
Certified Document Imaging Architect |
Knowledge of all major areas and technologies needed to plan, design and implement an imaging system. |
Cloud+ |
The CompTIA Cloud+ certification covers standard methodology required to securely implement and maintain cloud technologies. |
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Network+ |
Foundation level, vendor neutral certification in cables and devices, protocols, operating systems, network design, implementation and maintenance. |
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Server+ |
A new, vendor neutral certification covering advanced PC hardware issues, such as RAID, SCSI, multiple CPUs, SANs – and more. |
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Linux+ |
Foundation level, vendor neutral certification in Linux |
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ITProject+ |
Vendor neutral certification showing competance and professionalism in IT project management. |
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CTT+ |
Certified Technical Trainer |
Vendor neutral certification to show an achievement of excellence in technical instruction. Covers both instructional skills and technical skills. |
CASP |
CompTIA Advanced Security Practitioner |
The CompTIA Advanced Security Practitioner (CASP) certification designates IT professionals with advanced-level security skills and knowledge. |
Mobile App Security+ |
The CompTIA Mobile App Security+ certification ensures that developers have the knowledge and skills necessary to design and build secure applications. |
As we approach the end of November, there’s no getting away from the fact that Christmas is just around the corner. And after a couple of years of false starts, this year is set to be a big celebration. With many houses already proudly displaying their Christmas trees and Christmas lights being switched on around the country, it really is beginning to look a lot like Christmas!
But how does Christmas impact your business? And more importantly, are you ready? We share our top tips to prepare your business for the build-up to Christmas.
It’s inevitable that employees will want to take leave this time of year. And after the last two years, employees may be keen to use their rolled-over holiday this year. If it’s typically a quiet time of year for your business this shouldn’t be too much of an issue. However, it’s all in the planning. Encourage employees to book their leave in advance. And, introduce a deadline for booking Christmas leave. This is one way to make sure leave is fair and you have time to arrange cover if needed.
If cover for certain roles is essential organise this as far in advance as possible. It’s the most sensible approach. Outside cover could be tricky to find at short notice, not to mention expensive. Drafting in current employees to cover extra tasks could be the best solution. But you’ll need to have arrangements and procedures in place in advance to make sure workload is fair and achievable. Christmas bonuses or prizes could be on offer to incentivise extra work over the Christmas period.
We’ve been supplying IT contractors to business across the UK for over 20 years. If you would like to talk to us about Christmas cover, get in touch with our team today.
Christmas parties can be great fun. However, they also create a melting pot of different personalities, built up workplace tensions and alcohol. All of which sometimes leads to trouble! Choosing and deciding on the venue and the type of event is the first hurdle. Keeping everyone happy, especially when there is a mixture of personalities and age groups isn’t always easy. Try a vote on a range of options or try a ‘two phase’ event. Perhaps with a Christmas lunch for everyone followed by drinks and some dancing for anyone who wants to keep the party going.
Having your Christmas party offsite is the best idea so any potential problems don’t occur on your business property. If you’re hiring out a venue, hiring caterers or entertainers make sure these are booked in early and that you have everything confirmed in writing or a contract. If you feel it’s necessary you could always update your employee handbook and send out a copy of the general code of conduct prior to the event, to cover anyone who’s likely to be caught near a photocopier or under the mistletoe!
Unless your business is retail where the pace gets a lot quicker this time of year, the lead up to Christmas usually sees things winding down in the office. To avoid boredom or wasted time, use any spare time wisely. Have your employees clear out old files, organise databases and folders and get those jobs done that just keep falling off the to do list. These kind of tasks can be mundane, so add some festive spice to boring chores and offer rewards. Hold Christmas raffles, quizzes or advent calendars to brighten things up and boost motivation.
Do you have a winter weather policy? If the weather is really bad, do your employees know what the correct protocol is? The procedures should be emailed around at this time of year so everyone is clear on what to do. If a cold spell is forecast consider a plan for phone lines going down, pipes freezing up and transport being disrupted.
Planning is the key to most issues you’ll face this winter, and anytime in fact. Trying to foresee any potential issues will help things run smoothly. If you’d like help or advice with you staffing over the Christmas period you can get in touch with us here.
We can supply you with an expert IT contractor, within budget, to carry out your project to a strict timeframe. Giving you peace of mind by knowing the exact cost of the project from the outset. And allowing day to day IT operations to carry on as seamlessly as possible.
Let us find you an expert IT Contractor who not only has the t-shirt but is going back to remake the film. Now is a great time to get on with those projects that have been hanging around and getting specialist contractors has never been cheaper than it is now. You can buy in an expert who can turn a project around to a set schedule and budget.
We have been recruiting IT contractors and permanent IT staff since 1999. We have an extensive network of experienced contractors as result. Get in touch with our expert team today to find out more about hiring an IT contractor today.
Soft Skills and How to Assess Them
Assessing a candidate’s professional or ‘hard’ skill proficiency, such as technical skills, Active Directory or SQL, etc, is pretty straight forward, especially if the interviewer is experienced in the same thing. However, digging deeper into how a person ticks as a human being can be tricky for most managers if unprepared…
The concepts behind the modern terms ‘hard’ and ‘soft’ skills are far from new. In fact, for as long as people have been employing other people, soft skills, such as social ability, aptitude, behaviour and ethics, have always been key considerations alongside practical, hard skills. In relatively recent years, as recruiting practices and processes have become more sophisticated, skills have been categorised in various ways to help employers devise more effective methods of assessment.
However, according to an extensive survey conducted by LinkedIn, over 60% of recruiting managers agreed that exploring soft skills in an interview is difficult. In our experience as IT recruiters, the majority of clients state early on what soft skills they need, however, few seem to have robust strategies in place to assess beyond the core, hard skill requirements, acting largely on gut feeling and assumption.
Furthermore, in the post COVID-19 world, soft skill assessment during remote interviewing is proving especially difficult for many clients. Several managers have recently reported to us at Langley James IT Recruitment, an extra level of disconnect while interviewing online, perhaps stemming from reduced body language opportunities.
In this blog, we will explore the nature of hard and soft skills along with useful ideas, tips and advice on how to gain better soft skill insight from your next interview, significantly raising your chances of recruiting success.
What is the difference between a soft skill and a hard skill?
Put simply, a hard skill is a practical, measurable ability that can be learned by a person irrespective of their character traits and cognitive talent. The overwhelming majority of IT Recruitment job descriptions are dominated by hard skill requirements. Candidates in the IT sector are often judged almost exclusively on their hard skills such as programming languages, operating software experience, infrastructure implementation, etc.
Soft skills, on the other hand, are orientated around human characteristics. For example, problem-solving, emotional intelligence, communication, crisis management, etc. As such, these skills are far harder to investigate during a short interview and can be easily misjudged or misinterpreted.
The Goal
Before creating lists of criteria and questions, start at the very beginning by asking this question:
“What soft skills do I need candidates to demonstrate for this vacancy, and to work with me, my team, and my company?”
It is important to consider the whole picture including your company’s culture, values, standards and style in addition to your own departmental and personal staff expectations. When these elements are bolted to the list of soft skills required for the vacancy itself, you should be left with a comprehensive list.
Categories
Now we have a good idea of what soft skills need to be investigated, separate your list and look for opportunities to merge. For example, culture fit questions may encompass the company, the department and your own needs that perhaps can be amalgamated.
Next, identify any categories that may require deeper investigation, for example ‘leadership’ might include motivation, teamwork, delegation, etc, as subheadings.
It is important not to lose sight of context, especially when looking into soft skills with broad terms such as communication. After all, someone’s communication skills may vary greatly depending on the scenario from delegating to a subordinate to presenting to a board of directors.
Keep in mind that unless you intend to interview someone for hours, you will have limited time. This means prioritising essential soft skills, with a view to perhaps further explore the remainder in the next stages.
Here is an example of how to apply this method:
An IT Manager working for a reputable legal firm is looking to recruit a 2nd Line IT Engineer to support the company’s 300 users, ranging from admin staff right up to board level. In no time at all, the manager identifies a range of hard skill requirements including windows, Microsoft Office 365, Azure, etc.
However, historically IT staff have struggled to inspire confidence with several senior people, one being the CEO. The IT Manager really wants the new IT engineer to be a great communicator with strong rapport-building skills, capable of managing user expectations and solving problems without baffling people with technical jargon. Furthermore, she wants the IT Engineer to be experienced enough to mentor junior members of the team and share their wisdom in how to get the best from stakeholder management.
The IT Manager creates a list of soft skills she would like to explore during an interview:
Questions
Someone once said “the answers we get are only as good as the questions we ask” which in the case of soft skill exploration could not be more correct. To properly explore a candidate’s soft skill, exclusively ask open-ended questions to encourage full and complete answers and be interested in conversationally exploring their answers. (click here to learn more about open questions and demands) *
The two main soft skill question types are behavioural and situational. a behavioural interview question explores the person’s experience such as, “tell me about a time when you successfully overcame a difficult relationship…” Whereas, a situational interview question is a strictly hypothetical question. For example, “imagine you’re under a desk fixing a cabling issue when a director calls because they can’t remember their password, what would you do?”
The great thing about soft skills is that they apply to all aspects of life. How a person might support a loved one at a time of crisis, how a person might react to personal bad news while at work, how a person might feel if a colleague were promoted above them etc. All of this will give you useful insight into how a person engages with the world and other people. So, be creative with your questions and don’t feel restricted to situations and behaviours found only in the workplace.
Communication
Relationship building
Empathy
Tips
Summary
Soft skill questioning is no different to asking anything else in the interview process. A well thought out set of requirements coupled with deliberately prepared questions will set you on the right track for gaining that elusive insight.
Questions can be reused as a future interviews but we would recommend that Recruiters draft up a fresh set of questions for every role. Experiment with your questions and style to figure out what works for you. As described in our previous blog on ‘candidate pre-employment testing’, there are software solutions designed to yield soft skill insight however in our experience, person to person, relatable questioning and conversation yields better, more convincing results. All it takes is the confidence to try.
If the majority of your recruitment interviewing is done online, you might feeling a lack of body language assessment is holding you back from identifying softskills however, as demonstrated in this blog, you need not rely on body language and gut feel to explore these key vacancy requirements.
The Christmas adverts are on the telly, lists of ‘must-have’ presents are being compiled and carols will soon accompany shoppers on their travails, but as the works Christmas party looms, it is important organisations don’t get too caught up in the festive spirit.
Abigail Halcarz, employment lawyer at leading UK law firm SGH Martineau warns: “Whilst no-one wants to play the Grinch, it is worth reminding organisations that the Christmas party is essentially just an extension of the workplace; employers should be prepared in advance and protect themselves from unnecessary employment issues following the event.
“From an employment law perspective, although the party may take place outside of the workplace and out of normal office hours, there remains the risk that an employer will be liable for the actions of its staff.
“Most concerning from an employer’s perspective, is the potential liability for acts of discrimination or harassment by its staff. At a Christmas party, where employees can easily forget work and get carried away with the atmosphere, many will say and do things they would not normally consider doing.
“The most likely form of discrimination or harassment to be witnessed at a Christmas party is sexual, but the discrimination or harassment could be on a number of other prohibited grounds, including race, age and sexual orientation – we can all imagine the scenario.
“Other types of inappropriate behaviour are just as common, such as drink-fuelled aggression directed at colleagues or indeed senior management, often resulting from the releasing of tensions that may have built up over long periods of time in the workplace.
“Such behaviour could lead to claims for potentially unlimited compensation against both the employer and the employee responsible. The time and effort required by management in dealing with any grievance and/or disciplinary issues arising from any such incident, should also not be forgotten.
“Incidents such as these are unfortunately all too common and every January, employment lawyers will be inundated with calls from clients that begin: “There was an unfortunate event at our Christmas party…”. To lessen the risk of being that client, employers should firstly recognise the potential for problems and take the following steps:
• Invites should go to everyone, including those on family-related leave, or absent through illness or injury, as not doing so might result in claims of discrimination;
• When employees can bring partners, do not discriminate on the grounds of sexual orientation and assume all partners will be of the opposite sex;
• Ensure that you have an equal opportunities/anti-harassment policy in place;
• Shortly before the Christmas party, remind employees of the existence of the policy and confirm that it applies equally to business events outside of the workplace and outside of office hours;
• Tell employees to enjoy themselves and have a good time, but remind them that inappropriate behaviour will not be tolerated and could result in disciplinary action;
• If hired entertainers tell racist, sexist or offensive jokes and the employer does not fulfil its duty to protect employees from this unwanted conduct, it could be liable for harassment claims;
• Consider limiting the bar tab. Arguably it is irresponsible to provide limitless quantities of free alcohol to staff and a limitless free bar would not assist in defending any legal action resulting from an act carried out by a member of staff that was aggravated by alcohol consumption;
• Consider appointing a senior, responsible employee to stay sober, monitor behaviour and step in if necessary.
Christmas Gifts with a hidden agenda…
Given the inevitable gifts and invitations to other organisations’ Christmas festivities it is important for employers to be mindful of their potential liability under the Bribery Act 2010. The failure to prevent bribery and corruption is a strict liability and the only defence is if the employer can show that it has ‘adequate procedures’ in place to prevent bribery and corruption.
All organisations, irrespective of their size, should have policies in place and employees should be reminded of what is and isn’t acceptable. Liability arises from both offering and receiving bribes. Reasonable gifts and hospitality, such as a bottle of wine or an invitation to dinner should not raise too much concern, but if employees are whisked away on a private jet, sipping champagne to meet Father Christmas in Lapland, questions may need to be asked!
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