Why Job Boards Don’t Work: The Truth About Finding the Best IT, Tech or AI Talent

Oct 30, 2024 | Tips

Are you sick of throwing your job postings into the abyss of job boards and waiting for a miracle? We thought so. Because let’s be real, it’s not the most effective way to score the top IT, Tech or AI talent out there.

Here’s why:

The best candidates are not on the job boards

And, the best candidates are not actively looking for jobs. One of the biggest problems with job boards is that they are passive. They rely on candidates to actively search and apply for jobs. However, the best candidates are often not actively looking for jobs. They may be open to new opportunities, but they’re not going to spend hours sifting through job board postings. This means that you’re missing out on a large pool of potential talent if you’re only relying on job boards.

Job boards don’t drive qualified candidates back to your company

Job boards are a terrible way to find qualified candidates. They’re great at finding people who are looking for jobs, but not so great at finding the right ones.

The problem is that job boards don’t really care about your company or the type of person you need. They just want to get as many applicants as possible in front of employers to justify their fee. So when you post an opening on one of these sites, it’s likely that lots of unqualified people will apply. And there goes your time wasted sifting through irrelevant CVs! Worst still, what if no one applies, (and this does happen!) – what then?

Only 1 in 20 applicants are actually a fit

As you may have noticed, there are a lot of people looking for jobs on job boards. And as you also might have noticed (if you’ve ever applied for one), most of them aren’t qualified. The result? You get a lot of low-quality candidates–people who don’t meet your requirements or have any relevant experience.

Many companies have tried these boards to find their next IT employee, only to find that they end up with more low-quality applicants than good ones. They then wonder why this keeps happening! So let’s go back to what we said earlier – job boards are great sources of passive candidates. However, when it comes down to actually finding the best people in your industry and getting them interested in working for your company, job boards just don’t cut it anymore.

Good candidates get lost

Job boards are crowded, and your job posting can easily get lost in the noise. Candidates may scroll past your posting or not even see it at all. This means that even if you do get good candidates applying, they may not be the right fit for the job or your company. You’re not getting the cream of the crop, and you may end up settling for a candidate who is just okay. You’re better than that!

It can even lower your employer brand

You might be thinking, “but my company has a great employer brand”. And you’d be right – it’s likely that you do have a great employer brand. But it’s probably not as good as you think it is if you use job boards. Job boards are not a good way to attract candidates; they’re a way to get them in front of your eyes so you can reject them later on. Job boards also aren’t effective at building relationships with candidates. Something that’s key in a skills crisis. The lack of personal approach is a problem.

So even if there are some great candidates on the boards, is you advert enough to tempt them? Worst still, in today’s market where applications are few and far between it can mean advertising your vacancy multiple times. You go and do the same thing, and expect a different result. But advertising your role multiple times screams that there’s something wrong, That you are unable to fill the vacancy and this worries candidates and will prevent them from applying.

What to do instead of using job boards

When it comes to finding the best talent for your IT, Tech or AI team, working with a recruitment agency like Langley James can be a game changer. Not only do we have years of experience sourcing candidates and matching them with top companies, but we also have access to a much larger pool of potential hires than you would find on a job board. But that’s not all.

There’s lots of other advantages to working with a recruiter.

• Recruiters have relationships with a wide range of candidates who may not be actively looking, but who would be a great fit for your company. We can help you tap into this pool of hidden talent and find the perfect candidate for your team.
• We can do much of the legwork for you. We take the time to review CVs, screen candidates, and present you with a shortlist of top contenders. This not only saves you time, but it also ensures that you’re only interviewing candidates who are a great fit for the role.
• In addition to having access to a wider pool of candidates and saving you time, recruiters can also help you navigate the complex world of IT hiring. We understand the ins and outs of the industry and can help you identify the skills and experience that are most important for your specific role. We can also help you develop competitive compensation packages and negotiate with candidates on your behalf.

At the end of the day, while job boards can be a useful tool in your recruitment arsenal, they’re far from the best way to find top IT, Tech or AI talent. Working with a recruitment agency like Langley James can help you tap into a wider pool of candidates, save you time, and help you navigate the complexities of the hiring process. So if you’re serious about finding the best talent for your team, reach out to us today and let us help you find your next superstar.

UK’s low productivity linked to remote work

Jun 20, 2024 | Tips

UK’s low productivity linked to remote work – but you must do what is right for your firm.

By Serena Haththotuwa

According to new labour market research from the Office for National Statistics (ONS), there is a clear link between lower national levels of productivity and the rise in working from home.

From 2019 to 2022, productivity in the capital fell by 2.7%, with the Northwest of England seeing the strongest growth of 7.9% over the same period. Economists are attributing the decline to the shift to remote work, and argue that decreased engagement, motivation and in-person coordination has damaged productivity in the city.

There’s been a lot of noise about the benefits and risks of working from home. And the recent stats from the ONS do paint a picture of the risks involved. But ultimately, employers need to decide if they’re going to mandate their workforce back to the office based on their own personal data, culture, and the needs of their staff.

If the pandemic and the shifts in workplace flexibility has taught us anything, it’s that every employee has individual needs, and every company has their own needs too. Depending on the industry an organisation is in, their culture, and a myriad of other factors that make the firm what it is, these elements determine whether remote work leads to productivity.

It’s easy to get distracted or anxious by the news that remote work is linked to low productivity on a national level, but that doesn’t mean it’s true for your own organisation. That’s why coming up with ways to measure the productivity of your own firm and basing your decision on this is the most important thing you can do.

But it doesn’t stop there. Considering what your workforce wants is also an important piece of the puzzle, or you could risk losing talented people – in the middle of a skills crisis – if they jump ship for another firm offering flexibility.

The bottom line is that it’s an individual choice on if flexibility works or not, and so don’t be side-tracked or brainwashed by the idea that remote work is bad for business, because for many firms it’s the complete opposite – you just need to figure out if that’s the case for your company.

Langley James Recruitment – Guide to HR roles and responsibilities

Jun 12, 2024 | Tips

Langley James Recruitment.

Guide to HR roles and responsibilities.

HR isn’t one-size-fits-all – it’s a spectrum of roles tailored to strategic goals and company culture.

At Langley James IT Recruitment, we’ve been matching HR mavens with their ideal roles since 1999, and we’re here with pointers to guide you through the HR maze.

The below guide is designed to assist you, as an overview of HR roles and responsibilities. 

Human Resources Director is responsible for creating and implementing HR policies and activities of the organisation. They also manage the HR staff, overseeing all employee-related initiatives, from recruitment and onboarding to managing performance, promotion, and conducting exit interviews.

Head of HR Manage the execution of the HR Strategy and core areas of the HR department including Recruitment, Employee Relations, Workforce Administration, Employee Engagement, Payroll, Reward and Recognition, as well as maintaining and improving HR systems and management of the HR budget.

HR Business Partner work closely with business leaders and line managers to diagnose people priorities, create people plans, and help implement organisation-wide people approaches.  They have an excellent knowledge of the business, a good understanding of all the areas in the people profession, and often act as the point of people expertise for a specific business area.

HR Manager is in charge of the human resources department. They oversee those who perform HR tasks such as finding and hiring new talent. From there, they onboard talent and ensure that the HR file is complete and complies with company procedures and state and federal laws. But the HR manager does more than just hire and onboard people. They work with existing staff to train and develop them into higher positions in the company. A good HR manager is an integral part of the company’s talent growth.

HR Consultants provide a wide range of services for small and large businesses alike, including professional consulting, education, training, and solutions. An HR consultant will perform diverse tasks such as research, analysis, planning and counselling with the aim of advising management on HR structures, policies and procedures. They may also provide HR outsourcing services as required.

HR Analyst is an interdisciplinary role within the human resources department that deals with HR-related matters through technological tools. It is a vital position since, according to every HR analyst job description, they manage all the essential digital records, assist with any HR-related queries, and analyse HR data to provide rapid solutions to any challenges.

Senior HR Adviser is responsible for supporting and actioning day-to-day people-related issues. Those issues will include, recruitment and retention, performance management, employee onboarding, absence management and support, trade union liaison, organisation design, grievance and disciplinary management.

HR Advisor, gives counsel to companies regarding their human resource policies and procedures. Their main duties include offering guidance on employee recruitment and retention, evaluating employee performance and maintaining employee relations.

HR Executive, is a junior-mid-level professional. They oversee recruitment, people management, strategic planning, and organisational human resources policies. They are part of the HR management team and are crucial to the organisation’s success.

HR Coordinators are professionals who complete administrative duties for the HR department. They assist HR managers with a number of roles including recruitment, maintenance of employee records, payroll assistance and administrative support to all employees.

HR Assistants duties are more than likely to include recruiting, hiring and training new and existing staff, as well as planning programs to improve employee welfare. HR assistants also manage payroll, maintain employee records and ensure the HR department runs smoothly day to day.

HR Data Analyst, play a vital role in supporting data-driven decision-making and providing valuable insights to the Human Resources function. Their primary focus is collecting, analysing, and interpreting HR data to identify trends, patterns, and opportunities for improving HR processes and initiatives. This role requires a strong analytical mindset, proficiency in data analysis tools, and the ability to translate complex HR data into meaningful reports and presentations.

South of England – Hiring activity declines again in May

Jun 10, 2024 | Tips

Sharp contractions in permanent placements and temp billings

Substantial rise in staff supply

Pay pressures ease

Commenting on the latest survey results, Emma Gibson, Office Senior Partner for KPMG Reading said: “The region’s labour market is still largely at a standstill as employers delay investment decisions – including recruitment – until business confidence returns. “Starting salaries are beginning to rise again, as cautious employers carefully recruit essential skills that they cannot do without and are prepared to pay a premium to secure
the best candidates. “Until business confidence improves, prudent employers are focused on retaining staff and upskilling their existing workforce to be in the best shape to seize on growth opportunities as the economy continues to improve.” Neil Carberry, REC Chief Executive, said: “The jobs market looks like it’s on its way back across the UK with clear improvements nationwide. Permanent hiring remains weak in the South, but the rate of decrease eased further from March. The temp market is yet to join the national road to recovery but that may come next month. “There is potential energy stored in the economy, as employers are feeling more confident. Political certainty and falling interest rates should add to lower inflation and help this turn into movement over the course of the rest of the year. REC members report that clients are ready to hire, but hesitant. These numbers suggest that caution may be starting to abate. “Pay growth remains steady, reflecting both settlements made by employers for their staff, but also the substantial National Minimum Wage rise in April. “No attempt to drive growth will succeed without the next government addressing people issues within its first 100 days. This must include reform of the Apprenticeship Levy to cover high-quality, modular training, and a long-term cross-departmental strategy to tackle labour and skills shortages, owned by the Cabinet Office but delivered locally. As the specialists in jobs, recruiters are ready to help, whoever wins on July 4.”

Staff appointments

Recruitment consultancies report on the number of people placed in permanent jobs each month, and their revenues (billings) received from placing people in temporary or contract positions at employers.

Sustained decline in permanent placements

Recruiters based in the South of England registered a drop in permanent staff appointments in May. The rate of decrease, while easing further from March’s recent record, was still rapid overall. According to anecdotal evidence, the latest decrease was attributed to a market slowdown, fewer vacancies, and political uncertainty. Of the three monitored English regions that posted a reduction in permanent placements, the South of England recorded the strongest fall.

Sharper fall in temp billings

A fourth consecutive monthly decline in temp billings was recorded across the South of England in May. The rate of decrease was the most pronounced since July 2020 and sharp overall. Respondents often linked the latest decrease to reduced client activity and the non-renewal of contracts. Other than the South of England, only London recorded a fall in temp billings.

Staff availability

Recruitment consultants are asked to report whether availability of permanent and temporary staff has changed on the previous month.

Growth in permanent staff supply ticks up to six-month high

A rapid and accelerated improvement in the availability of permanent staff was recorded across the South of England in May, thereby stretching the current run of increasing supply to 15 months. The rate of growth quickened for the fourth straight month to the fastest since November
2023, and surpassed the UK-wide average. Surveyed recruiters linked the latest uptick to redundancies and fewer vacancies.

Temp staff availability rises at strongest pace in eight months

Similar to that observed for permanent staff supply, the availability of temp candidates also expanded at a sharp and accelerated pace in May. The uptick was the strongest in eight months and rapid overall. Underscoring the latest rise were widespread reports of layoffs. Of the four monitored English regions, the South of England led the upturn by a notable margin.

Demand for skills

Pay pressures

The recruitment industry survey tracks both the average salaries awarded to people placed in permanent jobs each month, as well as average hourly rates of pay for temp/contract staff.

Modest rise in permanent salaries during May

May survey data signalled a further rise in starting salaries awarded to permanent staff in the South of England, thereby stretching the current run of increase to 39 months. The rising cost of living and skills shortages continued to exert pressures on pay, noted panellists. That said, the rate of permanent salary inflation across the South of England was modest overall and the weakest of the four tracked English regions.

Temp wage inflation cools on the month

Temp wages rose across the South of England during May. Recruiters noted that clients raised their offers to attract skilled workers and keep pay growth in line with the rising cost of living. That said, the rate of temp wage inflation eased on the month and was notably weaker than the
average recorded over the current 42-month sequence of growth. Moreover, the South of England recorded the weakest rise in hourly pay rates of all the four monitored English regions.

North of England – May sees permanent staff availability increase rapidly and staff appointments drop again

Jun 10, 2024 | Tips

Permanent placements fall, but temp billings return to growth

Permanent and temp staff supply rise substantially

Growth of starting salaries and temp wages accelerate further

Chris Stott, Office Senior Partner for Manchester at KPMG UK said: “The Report on Jobs data for the North from May highlights the complexities in the current labour market, with placements for permanent staff falling again and continued upward pressure on pay amongst competition for candidates with the right skills. “With expected rate cuts, inflation easing and increased consumer confidence over the summer, we’d hope that the prospect of a better economic outlook for the rest of the year will boost business confidence. Alongside this, business leaders in the North will be watching the General Election closely as they consider their plans for growth.” REC Chief Executive Neil Carberry, said: “The jobs market looks like it’s on its way back across the UK, with clear improvements over last month on most key measures in the North. “Recruiters are noticing that candidates are more confident to put themselves forward now in the North and an increased willingness among candidates to accept temp roles in the region. “There is potential energy stored in the economy, as employers are feeling more confident. Political certainty and falling interest rates should add to lower inflation and help this turn into movement over the course of the rest of the year. REC members report that clients are ready to hire, but hesitant. These numbers suggest that caution may be starting to abate. “Pay growth remains strong, reflecting both
settlements made by employers for their staff, but also the substantial National Minimum Wage rise in April. “No attempt to drive growth will succeed without the next government addressing people issues within its first 100 days. This must include reform of the Apprenticeship Levy to cover high- quality, modular training, and a long-term cross- departmental strategy to tackle labour and skills shortages, owned by the Cabinet Office but delivered locally. As the specialists in jobs, recruiters are ready to help, whoever wins on July 4.”

Staff appointments

Recruitment consultancies report on the number of people placed in permanent jobs each month, and their revenues (billings) received from placing people in temporary or contract positions at employers.

Sustained drop in number of permanent staff appointments

Recruiters across the North of England signalled a further reduction in the number of staff placed into permanent roles, thereby
extending the current sequence of contraction to just shy of a year. The rate of decline was solid and largely consistent with April. Panellists reportedly linked the fall to a drop in demand for permanent staff. The reduction in the North of England was the second-most marked of the monitored English regions, only slower than the South of England.

Temp billings return to growth after three successive monthly falls

The seasonally adjusted Temporary Billings Index posted above the neutral 50.0 mark for the first time in four months in May, to signal
a rise in the number of staff placed into temporary roles across the North of England. Recruiters noted that demand for temporary
staff had increased following new contract wins and the start of new projects. Locally, the growth rate was moderate, but nevertheless the most pronounced of the four monitored English regions.

Staff availability

Recruitment consultants are asked to report whether availability of permanent and temporary staff has changed on the previous month.

Fastest rise in permanent staff supply since last August

May survey data highlighted a fifth consecutive monthly increase in the availability of permanent staff across the North of England. Supply grew at a substantial pace that was the quickest for nine months and notably elevated compared to the long-run series trend. Recruiters often noted that candidate confidence had increased. The South of England was the only monitored region to record a quicker rise than the North.

Growth of temporary staff supply hits ten-month high

In line with the picture for permanent candidates, the availability of temp staff increased further and at an accelerated rate midway through the second quarter. As well as steep, temp staff supply growth was at its most pronounced for ten months.
Panellists suggested that there was increased willingness among candidates to accept temp roles due to redundancies and the current economic climate. The rise in temporary staff availability was however slower than that see at the UK level.

Demand for skills

Pay pressures

The recruitment industry survey tracks both the average salaries awarded to people placed in permanent jobs each month, as well as average hourly rates of pay for temp/contract staff.

Starting salary inflation accelerates in May

As has been the case in each month since early 2021, recruiters across the North of England continued to report starting salary
growth in May. Some panel members noted higher starting salaries were offered in order to attract skilled candidates, while others
linked the uplift to the seniority of the roles recruited. As well as robust, the pace of increase in the North of England posted a nine-month high
and was the sharpest of the four monitored English regions.

Hourly wage inflation for temp staff posts one-year high

Hourly pay awarded to new temporary joiners rose again midway through the second quarter, thereby stretching the current sequence of growth to six months. The rate of inflation in temp wages was the strongest for a year and substantial overall. Hourly pay rates were reportedly lifted in line with permanent salary growth to ensure pay parity. Regionally, the North of England registered the sharpest rise in hourly pay for temporary
staff in May.

Midlands – Fresh rise in number of permanent staff appointments in May

Jun 10, 2024 | Tips

Permanent placements join temp billings in growth territory

Starting salary growth loses momentum but remains strong

Hourly pay rates rise rapidly, and at the sharpest rate in 2024 so far

Commenting on the latest survey results, Kate Holt, People Consulting Partner for KPMG in the Midlands said: “This month’s data suggests local employers are slowly taking the brakes off of recruitment freezes and are looking to get their businesses moving again. The Midlands was the only region in the UK that recorded an increase in the number of people getting into permanent work which suggests green shoots of jobs recovery are on the horizon. “With starting salaries rising, local businesses are prepared to pay a premium to get the right skills into their businesses in order to kickstart growth. “The business environment remains challenging, but as the economy slowly improves, and with the
General Election now called which will provide the stability businesses need to start investing again, business confidence is turning a corner. ”Neil Carberry, REC Chief Executive, said: “The jobs market looks like it’s on its way back in the UK, with clear improvements over last month on most key measures, especially in the Midlands. Permanent hiring in the Midlands increased for the first time in six months, and the temp billings have improved in the region. “There is potential energy stored in the economy, as employers are feeling more confident. Political certainty and falling interest rates should add to lower inflation and help this turn into movement over the course of the rest of the year. REC members report that clients are ready to hire, but hesitant. These numbers suggest that caution may be starting to abate. “Pay growth remains steady, reflecting both settlements made by employers for their staff, but also the substantial National Minimum Wage rise in April. “No attempt to drive growth will succeed without the next government addressing people issues within its first 100 days. This must include reform of the Apprenticeship Levy to cover high-quality, modular training, and a long-term cross-departmental strategy to tackle labour and skills shortages, owned by the Cabinet Office but delivered locally. As the specialists in jobs, recruiters are ready to help, whoever wins on July 4.”

Staff appointments

Recruitment consultancies report on the number of people placed in permanent jobs each month, and their revenues (billings) received from placing people in temporary or contract positions at employers.

First rise in permanent appointments for six months

The number of staff placed into permanent roles rose across the Midlands, ending a five-month run of decline. Recruiters linked the renewed uplift to increased demand for permanent staff. Others also noted new client wins. That said, the rate of expansion was only marginal and subdued when compared to the long-run series trend. The Midlands was the only monitored English region to record an uptick in permanent placements.

Third monthly rise in temp billings seen in 2024 so far

May data saw the number of billings received for the employment of temporary staff increase for the second month in a row across the Midlands. Survey respondents cited an improvement in demand for temp workers, while others mentioned a rise in candidate availability. While only modest, the uplift was the sharpest for three months. Regionally, only the North of England registered a faster increase in temp billings than the Midlands.

Staff availability

Recruitment consultants are asked to report whether availability of permanent and temporary staff has changed on the previous month.

Permanent staff availability rises at quickest rate seen this year so far

The seasonally adjusted Permanent Staff Availability Index signalled a fourteenth consecutive monthly rise in permanent candidate numbers in May. There were reports that the uplift in permanent staff supply was linked to a rise in redundancies. The rate of increase was again substantial and the strongest seen this year so far, but subdued when compared to the national average.

Solid rise in temporary staff supply in May

Temp staff availability across the Midlands picked up again in May, as has been the case for just over a year. Recruiters mentioned an
increased willingness among candidates to accept temporary contracts. Though easing from April, the rate of growth in temp staff
supply was solid. The Midlands recorded the slowest rise in temp staff availability of all four monitored England regions for the third month running.

Demand for skills

Pay pressures

The recruitment industry survey tracks both the average salaries awarded to people placed in permanent jobs each month, as well as average hourly rates of pay for temp/contract staff.

Starting salary inflation loses momentum in May

Recruiters across the Midlands continued to record an increase in starting salaries in May, thereby stretching the current sequence
of uplifts which began in March 2021. Some panellists mentioned that a rise was due to an increase in the proportion of senior
roles hired. Though strong, the rate of salary inflation eased on the month and remained subdued when compared to the long-run
trend. The Midlands recorded the second-strongest salary growth of the four monitored English regions, behind only the North.

Strongest rise in hourly pay for five months

Average hourly pay for short-term staff continued along an upward trend midway through the second quarter. The rate of temp wage growth was substantial and the most pronounced in 2024 so far. According to anecdotal evidence, the uptick followed a rise in demand for temporary workers.
Only the North registered a sharper rise in temp wages than that seen locally.

Fall in permanent hiring the softest in over a year

Jun 10, 2024 | Tips

Permanent placements fall again, but at slower rate

Pay rates continue to rise markedly

Worker availability increases to steeper degree

Commenting on the latest survey results, Jon Holt, Chief Executive and Senior Partner of KPMG in the UK, said: “We know our labour market is resilient. The big picture is that unemployment is historically low with the ease of filling vacancies back to pre- pandemic levels. Taken together with today’s data and expected interest rate cuts, inflation easing and increased consumer confidence over the summer, we will hopefully move towards a better economic outlook for the second half of 2024. “But May’s data underscores the complexities in the current labour market. While demand overall remains weak due to firms still stalling on hiring decisions, the pace of decline has slowed for the third month in a row. Some sectors even saw demand growth – although a lack of skilled applicants could put further upward pressure on pay as employers compete to attract the best talent. “Business confidence is ready to bounce back. And as well as counting on a more dovish Bank of England, ahead of the General Election CEOs will be closely following all parties’ policy commitments as they consider their plans for future growth.” Neil Carberry, REC Chief Executive, said: “The jobs market looks like it’s on its way back, with clear improvements over last month on most key measures, especially in the North and Midlands. While permanent hiring remains weak, these are the best numbers we have seen in more than a year, and the temp billings number has also improved. “There is potential energy stored in the economy, as employers are feeling more confident. Political certainty and falling interest rates should add to lower inflation and help this turn into movement over the course of the rest of the year. REC members report that clients are ready to hire, but hesitant. These numbers suggest that caution may be starting to abate. “Pay growth remains steady, reflecting both settlements made by employers for their staff, but also the substantial National Minimum Wage rise in April. “No attempt to drive growth will succeed without the next government addressing people issues within its first 100 days. This must include reform of the Apprenticeship Levy to cover high- quality, modular training, and a long-term cross- departmental strategy to tackle labour and skills shortages, owned by the Cabinet Office but delivered locally. As the specialists in jobs, recruiters are ready to help, whoever wins on July4.”

Executive summary 

The Report on Jobs is unique in providing the most comprehensive guide to the UK labour market, drawing on original survey data provided by recruitment consultancies and employers to provide the first indication each month of labour market trends.
The main findings for May are:

May sees weaker decline in placements
Permanent staff appointments continued to fall in May, according to the latest survey of UK recruitment consultants. It was the twentieth successive month in which placements have fallen, but the latest decline was modest and the slowest since March 2023. A similar trend was seen for temp billings, with the latest contraction the weakest in four months. There were reports that slow decision-making, a lack of vacancies and specific candidate shortages weighed on placements.

Further uplift in pay rates
Amid reports of a competitive market landscape, alongside evidence of a ripple impact on base pay rates following April’s increases in the national minimum and living wages, typical starting pay for candidates rose again during May. For permanent workers, salaries were reported to have increased markedly and to only a slightly lesser extent than April’s four-month high. Temp staff saw a similar trend, with pay rising at only a slightly slower pace than in the previous month.

Staff vacancies down only slightly
Although demand for staff continued to fall in May, extending the current downturn to seven months, it did so only marginally and to the lowest degree in this sequence. Moreover, the latest fall was exclusively led by permanent workers as temp staff demand was unchanged in the latest survey period.

Staff availability rises to greatest degree since end of 2020
May’s survey revealed another steep increase in staff availability. The rate of growth was the steepest recorded by the survey since December 2020. The faster expansion in the number of people looking for work was seen for permanent job roles. Panellists noted that a mixture of redundancies, higher unemployment and reduced demand for staff led to the broad rise in candidate availability.

Staff Appointments

Recruitment consultancies report on the number of people placed in permanent jobs each month, and their revenues (billings) received from placing people in temporary or contract positions at employers. An index reading above 50 signals a higher number of placements/billings than the previous month. Readings below 50 signal.

Modest reduction in permanent placements

Permanent placements made by UK recruitment consultants fell again in May, extending the downward trend that began in October 2022. That said, the rate of contraction was modest and the softest in over a year, as signalled by the seasonally adjusted Permanent Placements Index reaching a 14-month high in May. Anecdotal evidence from the survey panel pointed to fewer job openings at clients amid a lack of
available roles. There was also evidence of delayed hiring decisions. Some panellists continued to report a lack of suitable candidates for available positions. There was a steep reduction in the number of permanent placements in the South of England. However, a return to marginal
growth was seen in the Midlands.

Temp billings fall at slower pace

The seasonally adjusted Temp Billings Index remained below the crucial 50.0 no-change mark for a seventh successive month in May.
However, a rise in the index pointed to a slower and more modest fall in temp billings. Where there was a decline, this was linked by panellists to a mixture of reduced demand and candidate shortages for specific roles. Two English regions recorded a drop in temp billings (London and the South of England). In contrast, solid growth was seen in the Midlands and the North of England.

Vacancies

Recruitment consultants are asked to specify whether the demand for staff from employers has changed on the previous month, thereby providing an indicator of the number of job vacancies.

Slight fall in demand for staff

The seasonally adjusted Total Vacancies Index remained below the crucial 50.0 no- change mark in May to signal a fall in overall demand for staff for a seventh successive month. However, with the index rising to 49.7, from 48.3 in April, the rate of contraction was marginal and the slowest in this sequence.

Permanent & temporary vacancies

Latest data showed that permanent staff vacancies continued to fall in May, extending the current downturn to nine months. However, the rate of contraction was marginal, and the weakest recorded by the survey since last October. Meanwhile, temp worker demand was unchanged in May
following a three-month period of falling temp vacancies.

Public & private sector vacancies

There were concurrent increases in private sector vacancies for both permanent and temporary workers during May. The rate of
growth for permanent staff was solid and the strongest for a year. This contrasted with only a marginal rise for temp workers. For public sector workers, demand continued to fall for both permanent and temporary staff. The steeper contraction was again for permanent workers. In the case of temp staff, the reduction was only marginal and the weakest in the current three-month sequence of declining vacancies.

Vacancies by sector

Recruitment consultancies are requested to compare the demand for staff according to sector with the situation one month ago.

Permanent vacancies

Of the ten broad sectors covered by the survey, just three recorded growth. The strongest increase was seen for Engineering, followed by Blue Collar. The steepest drops in demand for permanent workers were seen for Retail and Secretarial/Clerical.

Temporary vacancies

Temporary staff demand rose for half of the ten broad sectors in May. The strongest growth was for Engineering followed by Blue Collar. Where vacancies fell, the most prominent decline was again seen for Retail.

Staff availability

Recruitment consultants are asked to report whether availability of permanent and temporary staffhas changed on the previous month. An overall indicator of staff availability is also calculated.

Candidate supply rises to strongest degree since end of 2020

The availability of staff increased sharply during May and for the fifteenth successive month. The rate of growth was also the steepest recorded
by the survey since December 2020. This was signalled by the seasonally adjusted Total Staff Availability Index which rose to 62.2 in May, up
from 60.4 in the previous month. Permanent staff availability rose in May to a steeper degree than for temporary workers.

Steep expansion in permanent staff availability

Permanent staff availability continued to improve during May, extending the current period of expansion to 15 months. Moreover,
the rate of growth was the highest since the end of 2020. Panellists reported that a mixture of redundancies, reduced demand and less
vacancies had led to the latest rise in candidate availability. By English region, the strongest rises in permanent staff availability were seen in the
South and North. The slowest increase was in London, but even here the rate of growth was still steep.

Temp staff availability continues to rise steeply

The availability of temporary staff increased again in May in line with the trend since March 2023. The rate of expansion was steep, though softened  little since April’s recent high. There were reports from panellists that redundancies and higher unemployment, alongside a general drop in demand for candidates, had driven growth in temp candidate supply. There was some divergence in growth rates by English region. Whereas a steep and accelerated rise was seen in the South of England, the Midlands recorded a relatively modest increase in temp staff availability.

Demand for skills

Recruitment consultancies are invited to specify any areas in which they have encountered skill shortages during the latest month.

Pay pressures

The recruitment industry survey tracks both the average salaries awarded to people placed in permanent jobs each month, as well as average hourly rates of pay for temp/contract staff.

Marked increase in starting salaries during May

May’s survey showed that permanent starting salaries increased again, marking a thirty-ninth successive monthly upturn. The degree to
which salaries rose was again marked and little changed on April’s four-month high. Panellists commented that wages continued to rise in
line with broader inflationary pressures and the high cost of living. Some panellists noted that salaries were being raised in response to April’s increase in the national minimum wage. In England, the steepest increase in permanent salaries was seen in the North and the slowest
in the South.

Temporary wage inflation remains high

Temporary pay continued to rise at a similarly marked pace to starting salaries during May. Wage inflation has now been registered in
each month since March 2021. Panellists noted the inflationary impact of April’s national minimum and living wage increases, which in some instances were reported to have lifted broader pay levels. Firms were also reported to be willing to bolster pay to attract high quality candidates. As with permanent workers, the steepest rise in temp pay was generally found in the North of England, with the weakest seen in the South.

London – Downturn in permanent placements eases in May

Jun 10, 2024 | Tips

Softest decline in permanent staff placements in 20 months

Candidate availability rises sharply, albeit at softer rates

Demand for workers further deteriorates

Commenting on the latest survey results, Anna Purchas, Senior Partner for KPMG’s

London office said: “The slowdown in recruitment activity in London appears to be tailing off, with May signalling the weakest downturn in people finding permanent work in 20 months. “Businesses are still recruiting to fill their most crucial vacancies, which has resulted in starting salaries rising for both permanent and temporary staff, as employers are prepared to pay a premium for the right skills. “We’re seeing more people now putting themselves forward for jobs in London. With inflation heading towards the golden 2% and the General Election ahead, you could expect employers to start to feel more confident to press go on their investment strategies, including recruiting for growth.”

Neil Carberry, REC Chief Executive, said: “The jobs market looks like it’s on its way back in the UK, with clear improvements. In London, the downturn in permanent placements was the softest in 20 months and the temp picture was better with the rate of contraction easing to a four-month low. “There is potential energy stored in the economy, as employers are feeling more confident. Political certainty and falling interest rates should add to lower inflation and help this turn into movement over the course of the rest of the year. REC members report that clients are ready to hire, but hesitant. These numbers suggest that caution may be starting to abate.

“Pay growth remains strong, reflecting both settlements made by employers for their staff, but also the substantial National Minimum Wage rise in April. “No attempt to drive growth will succeed without the next government addressing people issues within its first 100 days. This must include reform of the Apprenticeship Levy to cover high- quality, modular training, and a long-term cross- departmental strategy to tackle labour and skills shortages, owned by the Cabinet Office but delivered locally. As the specialists in jobs, recruiters are ready to help, whoever wins on July 4.”

Staff appointments

Recruitment consultancies report on the number of people placed in permanent jobs each month, and
their revenues (billings) received from placing people in temporary or contract positions at employers.

Downturn in permanent placements softest in 20 months.

Permanent placements fell across London for the twentieth successive month in May. The latest downturn was attributed to reduced hiring activity as a result of political uncertainty and the muted economic outlook. However, the rate of decrease moderated for the third straight month to the weakest in the aforementioned sequence amid reports of successful onboarding of hires and increased availability of candidates. Of the three monitored English regions that posted a reduction in permanent placements, London recorded the weakest fall.

Sharp, albeit weaker decline in temp billings

May data revealed a fall in temp billings received across London, thereby extending the current run of decrease to five months.
The rate of contraction was sharp overall, despite easing to a four-month low. Anecdotal evidence linked the drop in
temp billings to fewer contract roles, the completion of projects and some temp roles being converted to long-term positions. Other than London, only the South of England recorded a fall in temp billings.

Job vacancies

Permanent vacancies further fell across the capital in May. Albeit stronger than that observed nationally, the rate of decrease was the weakest since March 2023. Demand for temporary workers also deteriorated during the latest survey period. A quicker rate of contraction was recorded, with temp vacancies falling at the strongest pace since the start of 2021.

Staff availability

Recruitment consultants are asked to report whether availability of permanent and temporary staff has changed on the previous month.

Supply of permanent candidates expands rapidly

As has been the case in each of the past 18 months, recruiters across London recorded an increase in the availability of permanent
staff in May. Though easing from April, the rate of expansion was rapid overall. The upturn was commonly linked to reports of
redundancies. The expansion in permanent labour supply in London was the softest seen of all four monitored English regions.

Availability of temporary staff expands rapidly in May

Redundancies were again widely linked to the latest uptick in the supply of temporary staff in May, with expansions seen across
the capital for a seventeenth straight month. While the rate of increase moderated notably from April’s eight-month high, it was rapid
overall. The South of England was the only monitored English region to record a stronger rise in temp staff availability than that seen for
London.

Demand for skills

Pay pressures

The recruitment industry survey tracks both the average salaries awarded to people placed in permanent jobs each month, as
well as average hourly rates of pay for temp/contract staff.

Starting salary growth quickens to three-month high

May data signalled a sharp rise in salaries awarded to new permanent joiners in London. Recruiters noted that many clients raised
their offerings in line with the rising cost of living, with some also hoping to attract suitably-skilled workers. Though ticking
up further from March’s 37-month low, the respective seasonally adjusted index printed below the long-run average. The rate of inflation seen across London matched that observed for the UK as a whole.

Sharp rise in temp wage rates

Recruiters based in London recorded a further rise in hourly pay rates for temporary staff in May, thereby stretching the current
sequence of inflation which began in March 2021. Though sharp overall, the rate of wage growth was weaker than April’s seven-month
high and again slower than the UK-wide average.

Official data: UK average weekly earnings

The Office for National Statistics (ONS) continued to report growth in whole economy earnings in the three months to March. According to the latest data, earnings rose 5.7% on the year, unchanged from the previous period. Underlying earnings growth for the public sector rose to 6.2%
in the three months to March, the best outturn seen since last November. Private sector earnings growth also continued to increase but, at an annual rate of 5.9%, to a slower degree than in the public sector.

Regional comparison

The KPMG and REC, UK Report on Jobs: London is one of four regional reports tracking labour market trends across England. Reports are also available for the South of England, the Midlands and the North of England.

Staff appointments

The number of permanent staff appointments across the UK dropped again in May, as has been the case for the past 20
months. That said, the rate of contraction was the softest in over a year and only modest overall. Three of the four monitored English regions registered falling placements, with the quickest drop seen in the South. Meanwhile, the Midlands recorded a renewed uplift. Meanwhile, billings for the employment of temp workers fell again at the national level, thereby stretching the current sequence of decline to seven months. The sustained downturn was led by further decreases across London and the South of England. In contrast, the North saw a return to growth and a sharper upturn was recorded across the Midlands.

Candidate availability

There was a further rise in permanent staff availability across the UK in May, thereby extending the current sequence of growth to 15 months. Moreover, the uplift was the most pronounced seen since the pandemic (December 2020). Excluding London, all of the monitored English regions recorded a faster increase in permanent staff supply in May. At the national level, though temporary staff supply rose sharply in May, the pace of expansion slowed slightly from April’s 40-month high. The Midlands and London registered slower increases in availability, while growth accelerated in the South and North of England.

Pay Pressures

As has been the case on a monthly basis since early-2021, May survey data revealed ongoing salary growth at the UK level. Though starting salaries rose strongly, the upturn lost momentum in May and was notably subdued compared to recent trends. All four monitored English regions recorded permanent starting salary growth, with the quickest inflation seen across in the North of England. Similarly, the rise in hourly pay rates of temporary staff was strong at the national level, albeit easing from April’s ten-month high. As was the case with permanent salaries, the North of
England registered the fastest growth of temp rates, while the South of England recorded the slowest.

Problem solver: I’ve taken on an HR coordinator who is excellent, but……..

Jun 5, 2024 | Tips

Problem solver: I’ve taken on an HR coordinator who is excellent, but she’s likely to fast outgrow the role and leave as we can’t promote her. How can we encourage her to stay?

Our panel of HR experts advises on alternative retention methods to promotions and pay rises

by PM Editorial

Abi Manifold, head of OD at ICE Creates

People nowadays don’t expect to stay in a role until retirement, especially at the front end of their career. They often have more than one career in their work lifetime. We’re all on LinkedIn now so opportunities to embrace change are constantly front and centre – and that’s also what we’re competing with in the HR profession.

But we still want to get maximum benefit from our people while they’re with us. Remuneration and promotion are perennial engagement factors – but they are far from the whole story. First, explore what motivates the employee. Someone who’s intellectually engaged at work is more likely to be experiencing engagement. Also, explore where their skills are a good fit, and agree objectives that will stretch them beyond their normal remit.

Additionally, ensure the worker is feeling valued not just for what they do, but the ways in which they do it. Finally, consider the whole team and work environment. Ask them what their feelings toward work are. Do they feel psychologically safe? And my favourite question, where is their work joy?

Juliett Bohanna, director in OD at One Xec

One of the most important conversations any leader can have with their team member is about how they want to develop their career. Not only does this help avoid assumptions or judgements, it slows things down to work out what the individual wants.

This may not be the dilemma you might think; people increasingly value purpose over remuneration. It’s worth evaluating your culture and working out how you can shape this role to help your HR coordinator contribute towards the wider organisation with more of a senior mindset.

For example, could she lead a project linked to her own career development? Would she like to have more face time with senior management? Giving her the space to think about this will be essential.

You must give proper consideration to what you think the organisation needs, the particular skills your employee has, and ‘why now’, so that there is a good business case. You can’t stop people from leaving but, in addressing this proactively, you are consciously creating a positive working environment.

Kathleen McAdams, director at Albany HR

One of the benefits of working in HR in a smaller organisation is the opportunity to experience lots of areas instead of only working in your team’s specialism.

Try to find out where her interests lie and help her develop in those areas using the CIPD Profession Map as a starting point. It’s a great tool and you can then direct her to the CIPD’s Learning Hub, which contains great free courses on a range of topics.

You can also help her develop confidence in dealing with line manager queries by allowing her to shadow more senior members of the HR team; for example, as a notetaker in an HR strategy or welfare meeting.

Autonomy is important for engagement, so it’s a good idea to look for ways she can show her initiative. Process improvement is where someone new to an organisation can bring a fresh perspective. Also, be sure to encourage her to develop relationships outside of the HR team and learn about different areas of the business. If there are opportunities for cross-team working, involve her in these too.

Gender pay gap will ‘take 45 years to close’ in the UK, research finds

Jun 5, 2024 | Tips

      Gender pay gap will ‘take 45 years to close’ in the UK, research finds

The gender pay gap in the UK will “take 45 years to close”, according to data from PwC, despite organisations reporting a decrease in their pay gaps this year.

According to PwC’s Mandatory UK Gender Pay Gap Reporting, an analysis of the gender pay gap using government data, the mean hourly pay gap has dropped by 0.4 per cent from 12.2 per cent in 2022-23 to 11.8 per cent. Meanwhile, the median pay gap fell from 9.2 per cent to 9.1 per cent.

But the analysis also found that since the implementation of mandatory UK gender pay gap reporting in 2017 for companies with more than 250 employees, the average gender pay gap has only reduced by 1.6 per cent.

“While it is encouraging to see the pay gap reducing each year, the rate of change remains modest,” the report said. “Gender pay parity therefore remains out of sight and it is unlikely that a 21 year old entering the workforce today would see gender pay parity in their working lifetime.”

Jemima Olchawski, chief executive at the Fawcett Society, told People Management: “At the current rate of change, women over 40 will suffer the pay gap until they retire; this isn’t acceptable.

“A thriving economy relies on the full participation of women, and yet too many are locked out of work they are qualified for and capable of doing. For too long, women have put up with less fair and less equal working arrangements in exchange for flexibility.”

Olchawski added that employers must take immediate measures to ensure women were able to work to their full potential and experience. “Making flexibility the norm will make it easier for women to get the flexibility they need, and normalise men taking on their fair share of caring responsibilities. We cannot afford to wait,” she explained.

Katy Bennett, diversity, equity and inclusion consulting director at PwC, said: “While the gender pay gap continues to move in the right direction, the data once again highlights that organisations face difficulties in meaningfully reducing reporting figures.

“Societal barriers play a strong part but there are still things businesses can do to drive change and so it is critical for organisations to truly understand gender pay gap drivers and take targeted actions to address them.”

She added that reporting landscapes were fast changing, with many organisations focusing on pay equity and transparency beyond gender. “It is now more important than ever for organisations to take a step back to fully understand the state of pay fairness and diversity within their workforce,” said Bennett.

“By truly understanding any barriers that exist within the workforce and embracing pay transparency, organisations can navigate the reporting landscape and use it as a way to shape their narrative, as opposed to letting it dictate it.”

According to the PwC report, of the 10,408 companies that disclosed their gender pay gap for both 2023-24 and 2022-23, three in five (58 per cent) reported a decrease in their pay gap compared to the previous year. However, most of these decreases were less than 2 per cent.

This represents a slight increase over 2022-23, when 53.7 per cent of organisations reported a decrease in their mean pay gap, according to PwC. A fifth (20 per cent) of organisations reported no change or an increase of between 0 and 2 per cent in their pay gap, compared to 17.6 per cent in 2022-23.

The report said: “The gender pay gap itself can be a lagging indicator, with positive actions to improve gender representation taking years to significantly impact these figures; acknowledging the external societal influences of systemic barriers, change remains challenging.

“However, to make meaningful and sustainable reductions to pay gaps, it is critical for organisations to truly understand gender pay gap drivers and take targeted actions to address them.”

Charles Cotton, senior reward adviser at the CIPD, told People Management: “Pay gap reporting is crucial for ensuring a fair workplace and offers clear business benefits, such as attracting and retaining talent by demonstrating a commitment to best practices.

“Employers aiming to improve their gender balance can adopt several effective strategies, including expanding flexible working opportunities, reviewing the criteria and assumptions used in recruitment and promotion, and analysing the outcomes of people’s policies and practices.”

But he also noted that some factors contributing to the pay gap exist outside the workplace, such as stereotypes regarding suitable employment for men and women: “Therefore, to make meaningful progress in reducing the gender pay gap, both government and society must also take active roles.”

The analysis also found that the financial services sector continues to report the biggest gender pay gaps, “reflective of the ongoing issues with gender equality within the sector, where potential regulations on diversity and inclusion may be introduced by the Financial Conduct Authority later this year,” the PwC said.

For more information on gender pay gap reporting, visit the CIPD guide page here

The End of Hybrid Working: Why it is Happening and How to Adapt

May 29, 2024 | Tips

The End of Hybrid Working: Why it is Happening and How to Adapt.

Hybrid working is the combination of working from an office and from a remote location. It has been on the rise due to technological advancements, the COVID-19 pandemic, and changing workforces. However, the end of hybrid working is now in sight. This article will outline the impact of hybrid working, the reasons why it is ending, and strategies to prepare for the transition to a more traditional office-based working arrangement.

Impact of Hybrid Working

Hybrid working has had both positive and negative impacts on the workforce. On the positive side, it has made it easier for employees to balance their work and personal lives while increasing flexibility, collaboration, and communication. The downside, however, is that it has increased stress and overload, resulting in decreased productivity for many workers.

Reasons for the End of Hybrid Working

The primary reasons why hybrid working is declining are technology, social and political issues, and changing workforce dynamics. Technological advancements such as automation, artificial intelligence, and cloud computing are allowing businesses to operate more efficiently and with less overhead. As a result, they are now able to move away from hybrid working arrangements, as these technologies are able to fully support a traditional office environment.

Social and political issues also play a role in the end of hybrid working. As the world emerges from the pandemic, regulations and laws may be enacted to ensure that the workplace is safe for all members. These regulations may require employers to move back into fully office-based systems. Additionally, growing disparities in digital access have made it difficult for some workers to efficiently perform their tasks remotely. This has created a need for more traditional office-based work arrangements.

Preparing for the End of Hybrid Working

Organizations that are preparing for the end of hybrid working need to develop strategies for flexible working arrangements. Employers also need to consider the impact that this transition may have on their employees. Implementing employee wellness plans and creating a transition plan that includes clear communication with employees about the change is essential.

Conclusion

Hybrid working has been on the rise in recent years, but it is now entering a period of decline. New research has indicated that almost two-thirds of CEOs want to remove hybrid work within three years. The primary reasons for the end of hybrid working are technological advancements, social and political issues, and changing workforce dynamics. To prepare for this inevitable transition, organizations need to develop strategies for flexible working arrangements that include policies, training, and technology. By staying ahead of the trend, organizations can ensure that their employees are adequately supported during the transition.

Employee Retention: 5 Tips for Retaining Top IT Talent

May 29, 2024 | Tips

Employee retention is a hot topic right now. With the jobs market at pre-pandemic levels already, more and more people are moving on to a new challenge. On top of this, the skills shortage we all experienced before Covid is now back with a vengeance. So it’s more important than ever that you look after your top talent.

After over 20 years in IT recruitment, we know why people move on. So we’ve put together our top tips to help you hold on to your most valuable commodity, and arguably your only true competitive advantage – your staff!

Employee retention start with recruitment and on-boarding

As many as 76% of companies are not onboarding their new hires properly! And when you consider how difficult it is right now to attract the best candidates, this is truly remarkable. When someone starts with your company, they are full of enthusiasm and are open to learning more. Use this time wisely.

Increasing the salary won’t cut it, or certainly not for long

Last week, we wrote a blog on counter offers and the shocking truth remains – these are the least effective way to solve your employee retention problems. Did you know that it’s proven that 80% of people leave within 6 months of accepting a counter offer? And what’s worse, 90% leave within 12 months. So, at best, you are just extending the time until you have to look for a replacement. Counter offers should be viewed as a short term strategy as they rarely work out in the long term.

It’s highly unlikely that salary is the only reason that is making someone in your team look for another job.

Make growth and development a priority

This is particularly important in IT. And, when it’s shown that companies who do make growth and development a priority experience 53% lower attrition then it’s worth investing your time. It doesn’t have to be anything formal, although this will help, but simply giving people the opportunity to learn and develop with you, will not only benefit them as individuals. According to LinkedIn, as many as 94% would stay longer if their company invested in their professional development.

Think about where your company may be in 2 – 5 years’ time. Have you got the technology in place to help take you on that journey? If not, then this is the perfect opportunity for some development for your team. Get them involved!

Recognition and appreciation – the key to employee retention

There areseveralways to approach recognition and reward and we would always recommend a combination for the best results.

Firstly, there are the tangible rewards. A thank you for a job well done. These can be shopping vouchers, additional days off or a bonus. But these rewards have an expiry date and people are loyal up to the point that they receive the award. Unless you are happy to run these incentives on a monthly or even quarterly basis, they are unlikely to prevent someone from moving on to a new job.

What will really make you stand out from the crowd are intangible rewards and recognition. These are the only things that are truly unique to your company. You’ll have heard the phrase ‘people don’t leave jobs, they leave managers’ and we see this on a daily basis. Being appreciated by your manager and having a good relationship with them is something that can’t easily be replaced.

Longer term rewards like promotions and pay rises that show you are paying attention to what your employees are achieving and rewarding them accordingly. This goes a long way!

Review your benefits

What people wanted from their benefits has changed dramatically in the last 18 months. Are you up to speed?

There has to be more focus on employee wellbeing as we begin the slow return to the office. if your employees feel supported, accommodated and empathised with, no matter the situation, then you will be repaid in loyalty. 90% of employees are likely to stay with a company that is empathetic to their needs, plus they are also willing to work longer hours too. To prove how important this is, as many as 60% would take slightly less pay if it meant that their employer was empathetic!

If you would like any help or advice on anything IT recruitment related, get in touch with our expert team today. We’ve been recruiting IT professionals since 1999 and know what it takes to attract and retain the best! 0207 788 6600 / 01244 566442

Big Pay Gap in HR Salaries Across England: East Tops the Charts

Apr 17, 2024 | Tips

Big Pay Gap in HR Salaries Across England: East Tops the Charts

Big Pay Gap in HR Salaries Across England: East Tops the Charts

New data reveals a surprising gap in HR salaries across England. While London might be known for its high cost of living, it’s actually the East of England that boasts the highest average salary for HR managers and directors at a whopping £67,172!

Here’s a breakdown:

• East of England: £67,172 (7% higher than London, 12% higher than South East)
• London: £62,788
• South East: £60,198

The Rest of the Pack:

Salaries drop significantly in other regions, with the North East and West Midlands coming in at the lowest, at £44,158 and £47,037 respectively. Here’s a full list for reference:

• East – £67,172
• London – £62,788
• South East – £60,198
• South West – £56,357
• North West – £50,615
• East Midlands – £49,679
• Yorkshire and The Humber – £47,442
• West Midlands – £47,037
• North East – £44,158

What This Means for HR Professionals:

This data highlights the significant difference in earning potential for HR professionals depending on location. While London might offer a bustling work environment, the East could be a lucrative option for those seeking a higher salary.

But It’s Not All About Money:

Claire Williams, Chief People and Operating Officer at HR software provider Ciphr, emphasises that salary isn’t the only factor. HR professionals play a crucial role in an organization’s success, and their compensation reflects that. Additionally, some argue that high salaries don’t necessarily create a disconnect with employees, as HR’s value is based on their expertise and the impact they bring.

The Takeaway:

This data is a valuable resource for HR professionals considering a job change. While location plays a role in salary, factors like specialisation and industry demand also influence compensation. Ultimately, the best fit will depend on individual priorities and career goals.

Loneliness at Work: A Growing Threat to UK Employee Mental Health

Apr 17, 2024 | Tips

Loneliness at Work: A Growing Threat to UK Employee Mental Health

Coffee Badging – What do employers need to know

Apr 17, 2024 | Tips

Coffee Badging: A Symptom, Not the Disease

The way we work has undergone a dramatic shift. Gone are the days of strict office routines, with many employees now embracing flexible work arrangements. However, this newfound freedom has sparked a new trend: “coffee badging.”

What is Coffee Badging?

Coffee badging involves employees swiping into the office, grabbing a coffee, and then heading home to work remotely. It’s a response to companies mandating a return to the office (RTO) despite employee preferences for flexibility.

Why Does Coffee Badging Happen?

• Resistance to RTO: Many workers value the work-life balance and productivity they gained through remote work. RTO mandates can feel restrictive.
• Lack of Trust: Coffee badging can be a sign that employees feel a lack of trust from their employers, who prioritize physical presence over results.
• Desire for Connection: While remote work offers flexibility, some employees still value in-person interaction with colleagues. Coffee badging allows them to check in briefly.

The Real Problem: A Disconnect Between Employers and Employees

Coffee badging isn’t the real issue; it’s a symptom of a deeper disconnect. Here’s what employers can do:

• Embrace Flexibility: Employees value flexibility. Offering hybrid models, flexible hours, or remote work options can address the root cause of coffee badging.
• Open Communication: Transparency and responsiveness are key. Create channels for honest feedback and understand employee needs and preferences.
• Focus on Outcomes: Shift the focus from physical presence to quality and timeliness of work. Set clear goals, expectations, and metrics based on results.

Moving Forward: Collaboration, not Control

Coffee badging highlights the need for a more collaborative approach to work. By fostering trust, embracing flexibility, and focusing on outcomes, employers can create a work environment that benefits both employees and the organisation.

Additional Points:

• Studies show a significant portion of employees (around 60%) have engaged in coffee badging.
• Experts advise against coffee badging, particularly for new employees, due to potential consequences.
• Some argue that free coffee could be an incentive to lure workers back to the office for genuine interaction.

Remember: Coffee badging is a sign, not the problem itself. By addressing the underlying issues and working together, employers and employees can create a win-win situation.

New Flexible Working Code: A Must-Know for Employers

Apr 6, 2024 | Tips

Employees now have greater rights to flexible working arrangements, with changes coming into effect on April 6th, 2024

New Flexible Working Law: A Must-Know for Employers

Employees now have greater rights to flexible working arrangements, with changes coming into effect on April 6th, 2024

This blog explores what employers need to know about these changes, including grounds for refusal and potential penalties.

Key Changes:

• Day-one right: Employees can request flexible working from their first day of employment, eliminating the previous 26-week service requirement.
• Two requests per year: Employees can now make two requests for flexible working within a 12-month period, compared to the previous limit of one.
• Faster response time: Employers must respond to requests within two months (previously three months).
• Consultation mandatory: Employers must consult with employees before rejecting a request.
• No need to justify request: Employees no longer need to explain the impact of their request on the business.

Possible Reasons for Refusal:

• Negative business impact: Extra costs, difficulty in reorganizing work, or inability to recruit staff due to the requested flexibility.
• Performance or quality concerns: Flexible working might negatively affect performance or quality of work delivered.
• Customer demand: Inability to meet customer needs due to the requested schedule.
• Lack of work: There might not be enough work available during the requested hours.
• Planned workforce changes: The employer might be planning changes that conflict with the request.

Penalties for Non-Compliance:

While there are no direct financial penalties for employers who don’t follow the process, there are significant risks:

• Employment tribunals: Employees can claim compensation (up to eight weeks’ pay) for failure to follow the proper procedure.
• Discrimination claims: Refusing a request based on factors like gender or disability could lead to discrimination claims with potentially hefty compensation.
• Recruitment and retention issues: A reputation for inflexibility can make it harder to attract and retain talent.

Conclusion:

Employers should adapt to the new regulations by:

• Updating internal policies: Ensure policies reflect the new right-to-request process.
• Training managers: Train managers on handling flexible working requests fairly and consistently.
• Considering alternatives: Explore alternative arrangements if a request can’t be fully granted.

By embracing flexible working, employers can benefit from a happier, more productive workforce and a wider talent pool.

Don’t Wait Until April: It’s Time to Start Recruiting!

Feb 14, 2024 | Tips

Don’t Wait Until April: It’s Time to Start Recruiting!

With the new financial year just six weeks away, many companies have been holding off on recruitment, waiting for April 6th to kick things off. While this approach has its logic, it could cost you valuable time and access to top talent. Here’s why you should consider starting your recruitment process now:

1. Act Fast, Secure Top Talent: Many high-calibre candidates are on notice periods, often around 4 weeks. Waiting until April means missing out on these individuals who may have already accepted other offers by then. Don’t let procrastination rob you of the best!
2. Beat the Rush: As companies ramp up hiring in April, competition for talent will inevitably increase. By starting now, you’ll avoid the influx of applications and get your pick from a wider pool of qualified candidates before the frenzy begins.
3. Secure Offers in Just 2 Weeks: We understand the urgency. That’s why our streamlined process can help you reach the offer stage within 2 weeks of identifying the right candidate. No more waiting months for decisions – act swiftly and secure your ideal hire.
4. Attract the Ambitious: Starting your recruitment process now demonstrates your proactive and decisive approach. This can be incredibly attractive to ambitious candidates who appreciate swiftness and efficiency. Show them you mean business and attract the talent you deserve.
5. Hit the Ground Running in April: By starting now, you can complete pre-screening, interviews, and offer stages before the new financial year begins. This means your new hires can hit the ground running on day one, ready to contribute immediately and boost your productivity.

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 financial 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!

Don’t Miss the Entra Evolution (Formerly Azure AD)

Jan 30, 2024 | Tips

Don’t Miss the Entra Evolution (Formerly Azure AD)

Brace yourselves for the Entra wave. Microsoft’s recent rebranding of Azure Active Directory (AAD) is more than just a name change; it’s a strategic shift signaling their dominance in modern identity and access management. But here’s the catch: if you’re still searching for “Azure AD” expertise, you’re missing out on top talent.

Why Entra Matters:

• Clarity Over Confusion: Remember the constant battles explaining the difference between AAD and on-premises Active Directory? Entra solves that!
  It acts as a clear differentiator, separating cloud-based Entra ID from the on-premises solution. This attracts candidates who understand modern security and can seamlessly navigate both worlds.
• Multicloud Masters Wanted: Forget single-cloud limitations. Organizations are embracing multicloud environments, and Entra reflects this shift by supporting identity and access management across various cloud platforms and operating systems. Showcasing your Entra awareness positions you as an employer who understands the future of cloud security and attracts talent equipped to handle it.
• Security Savvy Superstars: In today’s threat landscape, top IT talent prioritises strong security practices. Highlighting your understanding of Entra demonstrates your commitment to modern security solutions, attracting candidates with expertise in granular permissions, adaptive multi-factor authentication, and advanced threat detection. These skills are crucial for thriving in today’s complex security landscape.
• Future-Proof Your Talent Pool: While Azure knowledge remains valuable, solely focusing on it limits your options. Embracing Entra opens doors to candidates with broader identity and access management expertise, regardless of their Azure AD experience. This future-proofs your hiring strategy and ensures you attract talent who can adapt to evolving technologies.
• Stand Out from the Crowd: Many haven’t caught up to the Entra wave. Demonstrating your understanding sets you apart as a forward-thinking employer who values innovation, attracting talent seeking companies at the forefront of security solutions.

Beyond the Name Change:

Don’t just stop at the name. Dive deeper into the Entra family of products, understand their unique features and benefits, and connect them to your specific organisational needs. This allows you to ask insightful interview questions, identify candidates who align with your security vision, and build a team prepared for future challenges.

Remember, recruiting isn’t just about filling positions – it’s about building a future-proof IT team. By embracing Entra and its implications, you can attract top talent equipped to navigate the dynamic security landscape and ensure your organisation stays ahead of the curve. So, don’t just look for “Azure AD”; actively seek “Entra” expertise and unlock the potential of your future IT team!

7 Reasons why you shouldn’t counter offer an IT Employee if they resign.

Jan 17, 2024 | Tips

              7 Reasons why you shouldn’t counter offer an IT Employee if they resign.

Counter offering an IT employee who has resigned may seem like a logical strategy to retain talent, but there are several reasons why it might not be the best approach. Here are some considerations:

1. Underlying Issues Remain Unresolved: If an employee has decided to resign, it often indicates that there are underlying issues that led to this decision. A counter offer may address the immediate concern of compensation, but it doesn’t necessarily resolve deeper issues related to job satisfaction, career growth, or work environment. The employee may still be dissatisfied despite the increased salary.

2. Impact on Team Morale: Granting a counter offer to one employee can have repercussions on team morale. Other team members may become aware of the counter offer, leading to feelings of inequality and discontent. It can create a perception that salary adjustments are only made when someone threatens to leave, potentially damaging the overall team dynamic.

3. Questionable Long-Term Commitment: Accepting a counter offer might not necessarily mean the employee is committed for the long term. The decision to resign may have been influenced by factors beyond just compensation, such as career development, work-life balance, or company culture. A counter offer might only delay the inevitable, as the employee may continue to explore other opportunities.

4. Trust Issues: Counter offers can create trust issues between the employer and the employee. The employee may question why they weren’t offered a competitive package initially or may wonder if their loyalty is genuinely valued. This can impact the employee’s trust in the organisation and its commitment to their professional growth.

5. Potential for Future Departures: Granting a counter offer might set a precedent, leading other employees to consider the same path when seeking salary adjustments. This can create an environment where employees feel they need to threaten resignation to receive fair compensation, fostering a culture of negotiation rather than open communication about expectations.

6. Limited Scope for Addressing Other Concerns: A counter offer primarily focuses on financial incentives. It might overlook other factors that contribute to job satisfaction, such as the work environment, professional development opportunities, or a healthy work-life balance. Failure to address these broader concerns may result in the employee feeling dissatisfied in the long run.

7. Opportunity Cost: The resources invested in creating and negotiating a counter offer could be better utilised in initiatives that benefit the entire team or organisation. Allocating time and resources to address the root causes of dissatisfaction across the team could have a more significant and lasting impact.

Conclusion:

While counter offering may be a tempting short-term solution to retain talent, it may not address the core issues that led to the employee’s decision to resign. A more comprehensive approach involving open communication, addressing concerns holistically, and creating an inclusive and satisfying work environment is likely to yield better results in the long run.

7 Positive Impacts of IT Department Resignations.

Jan 17, 2024 | Tips

                    7 Positive Impacts of IT Department Resignations.

In the dynamic landscape of the IT industry, change is the only constant. Often, the resignation of a member of the IT department, including the Chief Information Officer (CIO), is perceived as a setback. However, looking beyond the initial challenges, it becomes evident that such departures can usher in a wave of new opportunities, fresh blood, enthusiasm, and innovative ideas.

1. Fresh Perspectives and Ideas: When a key member, especially someone in a leadership role like the CIO, resigns, it opens the door for new perspectives and ideas. Different professionals bring unique experiences and insights that can breathe fresh life into the IT department. This injection of creativity and diversity can lead to innovative solutions and approaches to existing challenges.

2. Opportunity for Talent Upgrades: A departure provides an excellent opportunity to reassess the skills and expertise needed in the IT department. It allows the organisation to upgrade its talent pool by bringing in individuals with the latest skills, knowledge, and a different set of experiences. This infusion of new talent can elevate the capabilities of the entire team.

3. Catalyst for Employee Development: The departure of a member creates space for the growth and development of existing team members. Promotions from within the team can boost morale, demonstrate a commitment to employee development, and foster a sense of loyalty. This internal promotion not only fills the vacancy but also motivates others to strive for excellence.

4. Adaptation to Technological Advances: The IT landscape evolves rapidly, with new technologies emerging regularly. A change in leadership allows the organisation to align itself with the latest technological trends. Bringing in a leader with a finger on the pulse of industry advancements ensures that the IT department remains at the forefront of innovation and is equipped to meet future challenges.

5. Enhanced Team Dynamics: A new member has the potential to reinvigorate team dynamics. This change can break down silos, encourage collaboration, and foster a positive work environment. A leader with strong interpersonal skills can inspire teamwork, leading to improved efficiency and effectiveness in project delivery.

6. Increased Agility and Adaptability: The departure of a CIO or key IT personnel prompts the organisation to reassess its strategies and operations. This process enhances the company’s agility and adaptability by encouraging a fresh look at processes, structures, and goals. The ability to adapt to change becomes ingrained in the organisational culture.

7. Alignment with Organisational Goals: New member provides an opportunity to revaluate and realign the IT department’s goals with the broader objectives of the organisation. This alignment ensures that IT initiatives contribute directly to the overall success of the company and reinforces the importance of IT as a strategic partner.

Conclusion:

While the resignation of a member of the IT department, including the CIO, may initially be viewed as a challenge, it is essential to recognise the myriad opportunities it presents. Embracing change in the IT department can lead to the infusion of fresh perspectives, the discovery of innovative ideas, talent upgrades, enhanced team dynamics, and increased agility. As organisations navigate the ever-evolving IT landscape, viewing such transitions as catalysts for positive change can contribute significantly to long-term success. Here at Langley James can help you reevaluate the role and find you suitable to your organisation and future plans

8 Things to consider before replacing a member of the IT Department.

Jan 17, 2024 | Tips

     8 Things to consider before replacing a member of the IT Department.

Replacing a key member of the IT Department can be a challenging task. It’s not just about filling a vacancy; it’s about finding the right fit for the evolving needs of your organisation. Before you dive into the hiring process, there are several crucial considerations to keep in mind to ensure a successful recruitment and a seamless transition.

1. Assessing the Necessity of the Role: Before initiating the recruitment process, evaluate the necessity of the role. Has the landscape of your business evolved since the last recruitment? Has technology or market trends impacted the relevance of the position? Understanding the current needs of your organisation will help you determine if the role is still vital or if adjustments are needed.

2. Reviewing the Job Description: Take a close look at the existing job description. Has the role evolved, requiring additional skills or responsibilities? Identify any gaps or areas that need updating to reflect the current needs of your organization. This step ensures that you attract candidates with the right skill set and mindset for the role.

3. Identifying Necessary Skills: Define the skills that are crucial for success in the role. This includes both technical and soft skills. Consider what skills the previous employee brought to the position and whether any adjustments are necessary based on the evolving demands of the job.

4. Identifying Skills that are Not Needed: Equally important is recognising skills that might not be as relevant in the current context. This step ensures that you don’t limit your search to candidates who possess skills that are no longer essential for the role.

5. Determining the Compensation Package: Research industry standards and salary benchmarks to determine a competitive compensation package. Consider any changes in the market or the role’s responsibilities that may warrant adjustments in salary or benefits. A fair and attractive compensation package is crucial for attracting top talent.

6. Hybrid Work Considerations: Given the increasing trend of remote work, evaluate how hybrid the role can be. Can the tasks be performed effectively in a remote or hybrid work environment? Considering flexibility in work arrangements can broaden your pool of potential candidates and improve employee satisfaction.

7. Defining Minimum Requirements: Clearly outline the minimum qualifications and requirements for the role. This ensures that you attract candidates who meet the essential criteria, streamlining the recruitment process and improving the chances of finding the right fit.

8. Growth Opportunities in the Role: Communicate the potential for professional growth within the organisation. Highlighting opportunities for skill development and career advancement can attract ambitious candidates and contribute to long-term employee retention.

Conclusion:

Recruiting to replace someone is a strategic process that requires careful consideration of various factors. By thoroughly evaluating the necessity of the role, updating job descriptions, identifying essential and non-essential skills, determining fair compensation, considering hybrid work options, setting minimum requirements, and showcasing growth opportunities, you can set the stage for a successful recruitment process. At Langley James, we understand the complexities of recruitment and offer a free, no-obligation consultation to assist you in finding the right talent for your organization. Let’s embark on this journey together.

Recruit Someone Worth Recruiting

Dec 19, 2023 | Tips

Is having skills better than having a degree?

Dec 13, 2023 | Tips

Is having skills better than having a degree?

Obtaining a degree is a great accomplishment and a valuable asset for many people. With a degree, individuals can pursue various professions and have the opportunity to find success in their chosen field. However, experience is also an important factor in one’s success. When it comes to jobs that involve a lot of hands-on experience and skill, experience can be more beneficial and valuable than a degree. In this article, we will be discussing the benefits of experience over having a degree and why experience is better than a degree.

Experience provides invaluable skills and knowledge which can be beneficial in one’s chosen field of work. Experienced professionals can acquire the necessary skills to complete tasks with greater efficiency and accuracy. Furthermore, experience can enhance one’s problem-solving abilities, as it equips them with the ability to identify and analyse potential problems and develop solutions quickly and effectively. Additionally, having experience in a particular field can improve one’s communication and interpersonal skills, as they gain the confidence to interact with people and network, developing important contacts.

Degrees are valuable assets; however, they have their own limitations. Firstly, degree qualifications are often outdated and cannot provide the necessary skills and knowledge required for more modern job roles. Additionally, these qualifications do not prove that graduates have the necessary practical knowledge to successfully perform duties in their chosen field. Moreover, a degree does not guarantee a job. Employers are more likely to prefer experienced professionals over those who have simply completed a degree.

Experience can be more valuable than a degree, as it provides the necessary skills and knowledge needed to succeed in one’s chosen field. Having experience in a particular field gives individuals the opportunity to showcase their working abilities and the knowledge required to fulfil the role. Additionally, experienced professionals are more likely to secure jobs, as employers are more likely to prefer experienced workers over those that have simply attained a degree. Moreover, having experience can also lead to career advancement, as individuals can showcase their performance and demonstrate their willingness to learn.

To conclude then, experience is more valuable than having a degree. Experienced professionals can acquire the necessary skills and knowledge to successfully complete tasks and showcase their abilities to employers. Degree qualifications, while valuable, cannot guarantee success, as they are often outdated. Degrees can also fail to provide the necessary skills and understanding for modern-day job roles. Therefore, experience is better than having a degree, and it can lead to greater success.

The Benefits of Office Banter

Dec 12, 2023 | Tips

The Benefits of Office Banter

We’ve all experienced it. That running joke that goes on for days until everyone in the office is in on the comedy. That spontaneous round of laughter when someone cracks a joke. That moment when colleagues let their guard down and capture the playful side of their personality. In other words, office banter.

So what is office banter? Well, it’s essentially casual (and appropriate!) conversation among employees in the workplace. It’s light-hearted, often humorous, and can easily be used to break up the seriousness of the office environment. And contrary to what you may believe, office banter can actually have a positive impact on the overall culture of the workplace. Below are just a few of the key benefits that your business can experience by encouraging office banter.

How Office Banter Can Create a Positive Work Environment

Enhances Team Bonding

Banter can foster strong relationships and build a stronger team. It’s an opportunity for colleagues to get to know one another on a more social level, which can lead to more meaningful connections. Additionally, office banter often sparks a sense of camaraderie — as if employees are all part of the same team and working towards the same goal. This camaraderie can have a powerful effect on team building and workplace culture.

Increases Productivity

As counterintuitive as it may seem, introducing humour into the workplace can actually have a positive effect on productivity. One study showed that humour can reduce stress and increase creativity during complex tasks. Additionally, light-hearted conversations can lead to a feeling of satisfaction, which often leads to employees feeling more fulfilled and in turn, more productive.

Boosts Morale

It’s no secret that banter can brighten people’s moods. It can be used to lift employees’ spirits and help build their confidence. In this way, office banter can be a great source of positivity in the workplace — especially when there’s been a stressful day or week. This can have a lasting impact on employees and, in turn, the small business as a whole.

How Office Banter Can Help Improve Employee Relations

Creates a Sense of Belonging

Office banter creates a sense of acceptance and community — a feeling that can help employees feel like they belong and belong to something larger than themselves. When your team comes together in laughter, it reminds everyone how much they can enjoy working together, even during stressful days. It also helps employees feel seen and heard, creating a safe and trusting work environment.

Encourages Open Dialogue

Having conversations around the water cooler can be an important way for colleagues to engage in deeper conversations — conversations that may not happen in traditional meetings or one-on-one conversations. It provides an opportunity for meaningful exchanges between employees that they may not otherwise have without the comfort of humour and playfulness.

Promotes Understanding

When team members have inside jokes or understand where a comment is coming from, they may be more willing to take a colleague’s suggestion seriously. Office banter can create a level of understanding between team members that can help increase the effectiveness of collaborations.

How Office Banter Can Impact Business Outcomes

Improves Communication

Banter can also help break down communication barriers that can form in the workplace. By sharing stories and anecdotes, it provides a window into colleagues’ thoughts, which can give everyone a better understanding of their team members’ perspectives. Furthermore, having an open and comfortable atmosphere encourages people to communicate openly and more frequently.

Encourages Innovation

Introducing humour into the workplace can also help break down the notion of hierarchy in the workplace. Banter gives everyone in the team the opportunity to connect with one another on a more equal footing, which can give team members a greater sense of freedom and confidence to take risks and suggest creative ideas. This can ultimately lead to better innovative ideas that can help your business compete.

Enhances Brand Reputation

Let’s not forget the power of social media. Your company’s reputation is based largely on people’s perceptions, and having a light-hearted work environment that encourages office banter can be a great way to attract top talent. Potential candidates may view your company as a fun and inviting place to work and this can be the deciding factor between potential hires.

Conclusion

In conclusion, office banter can provide countless benefits to your business. From team bonding and increased productivity to better employee relations and business outcomes, it can be a powerful weapon to help you reach your business goals. So the next time you’re in the office, don’t be afraid to break the ice and have a little bit of fun — your business will thank you.

We’ve covered just a few of the key benefits your business can experience by encouraging office banter. If you’re interested in creating a more positive and productive work environment, introducing some humour into the mix may be just what you need. So take the time to encourage some playful conversations and see how it impacts your work culture.

The Importance of Creating a Diverse and Inclusive Tech Workforce

Aug 10, 2023 | Tips

Embracing Diversity in the Tech Industry

In recent years, there has been a growing recognition of the importance of diversity in the tech industry. The need for a diverse tech workforce is not just about meeting quotas or ticking boxes, but rather about creating an inclusive and innovative environment that benefits everyone involved.

Promoting gender diversity in tech is one aspect of this broader goal. Historically, the technology industry has been predominantly male-dominated, with women being underrepresented in various roles and leadership positions. However, studies have consistently shown that diverse teams lead to better outcomes and increased creativity.

Having a diverse range of perspectives and experiences in the technology sector brings fresh ideas and approaches to problem-solving. It fosters innovation by challenging biases and assumptions that may exist within homogeneous teams. Additionally, it allows for more inclusive products and services that cater to a wider range of users.

Furthermore, promoting diversity goes beyond gender representation alone. It encompasses individuals from different ethnic backgrounds, cultures, age groups, abilities, and socioeconomic statuses. By embracing this broader definition of diversity, we can create an industry that is truly inclusive and reflective of society as a whole.

Therefore, embracing diversity in the tech industry is crucial for its growth and success. By promoting gender diversity and fostering an inclusive environment for all individuals, we can unlock the full potential of innovation while ensuring equal opportunities for everyone involved.

The Current Landscape: Two-thirds of UK Tech Workers Believe Women are the Answer

According to a recent survey, two-thirds of tech workers in the UK believe that women are the answer to addressing the gender imbalance and driving innovation in technology.

Women have historically been underrepresented in the tech talent landscape, with various barriers preventing them from entering and progressing in this field. However, there is a growing understanding that diversity brings unique perspectives and ideas to the table, leading to more innovative solutions.

The survey findings highlight a shift in attitudes towards women’s role in technology. It suggests that many tech professionals recognise the value of having women actively involved in shaping and advancing the industry. This recognition is not only beneficial for women seeking opportunities in tech but also for companies looking to foster an inclusive and diverse workforce.

By actively promoting gender diversity initiatives and creating an inclusive environment, organisations can tap into a wider pool of talent and benefit from diverse perspectives. Women have proven time and again that they possess the skills, knowledge, and creativity necessary to drive innovation forward.

As we move forward, it is crucial for companies to continue supporting women’s advancement in technology through mentorship programs, equal opportunities for growth, and creating supportive work environments. By doing so, we can create a more balanced tech industry where women can thrive and contribute their valuable insights towards shaping our technological future.

The Benefits of Diversity and Inclusion in the Tech Sector

Embracing a diverse and inclusive workforce brings numerous advantages that extend beyond social responsibility.

One of the key benefits of diversity in the tech sector is its positive impact on innovation. When teams are composed of individuals from different backgrounds, experiences, and perspectives, they bring a wide range of ideas to the table. This diversity of thought can lead to more creative problem-solving approaches and foster a culture of innovation within organisations.

Diverse teams also have an advantage when it comes to problem-solving. Different perspectives allow for a broader understanding of complex issues, enabling teams to approach challenges from various angles. This can result in more comprehensive solutions that cater to a wider range of users’ needs.

Furthermore, having a diverse workforce in technology helps companies better understand their customer base. With diverse teams, organisations gain insights into different cultural nuances, preferences, and behaviors. This understanding allows for the development of products and services that are more inclusive and resonate with a broader audience.

In addition to driving innovation and problem-solving, fostering diversity and inclusion in the tech sector has been linked to improved financial performance. Numerous studies have shown that companies with diverse leadership teams tend to outperform their peers financially. This correlation suggests that embracing diversity is not just morally right but also makes good business sense.

Promoting diversity and inclusion within the tech sector brings numerous benefits. From driving innovation through varied perspectives to better understanding customer needs and improving financial performance, building diverse teams is crucial for success in today’s rapidly evolving technological landscape.

Closing the Gender Gap: Strategies for Increasing Female Representation

Closing the gender gap in the technology industry is a crucial step towards achieving diversity and equality. Women empowerment in tech has become a significant focus for organisations worldwide, as they recognise the benefits of having more women represented in these roles.

To attract more women to tech roles, companies can implement various strategies. One effective approach is promoting STEM education and encouraging young girls to pursue careers in technology from an early age. By providing mentorship programs, scholarships, and workshops specifically targeted towards girls, companies can help create a pipeline of talented female technologists.

Another strategy involves actively promoting female leadership within technology organisations. This can be achieved by implementing policies that support work-life balance, offering flexible working arrangements, and ensuring equal opportunities for career advancement.

Additionally, creating inclusive and supportive environments is crucial for attracting and retaining women in tech roles. Companies should foster an inclusive culture where everyone feels valued and respected regardless of their gender. Encouraging diversity initiatives such as employee resource groups or affinity networks can also provide a sense of community and support for women working in technology.

By implementing these strategies and actively addressing the barriers that hinder female representation in tech, organizsations can take significant steps towards closing the gender gap and creating a more diverse and inclusive industry.

Challenges and Solutions: Overcoming Barriers to Diversity and Inclusion

In the tech industry, diversity and inclusion have become crucial topics of discussion. However, there are several barriers that hinder progress in achieving true diversity and inclusion. Addressing these challenges requires a multifaceted approach that involves recognising and overcoming unconscious bias, fostering an inclusive workplace culture, and implementing effective diversity training programs.

One of the major barriers to diversity in the tech industry is unconscious bias. Unconscious biases are deeply ingrained stereotypes or prejudices that affect our judgments and decision-making processes without us even realising it. These biases can lead to unfair hiring practices, unequal opportunities for advancement, and exclusionary work environments. To address this issue, organisations need to implement strategies such as blind recruitment processes, where candidate information such as names and genders are removed from resumes during initial screening stages.

Creating an inclusive workplace culture is another key factor in promoting diversity. This involves fostering an environment where all employees feel valued, respected, and included regardless of their background or identity. Companies can achieve this by promoting open communication channels, encouraging diverse perspectives in decision-making processes, and providing equal opportunities for professional growth.

Diversity training programs play a crucial role in addressing barriers to diversity and inclusion. These programs aim to educate employees about the importance of diversity, increase awareness of unconscious biases, and provide tools for creating an inclusive work environment. Effective training should be ongoing rather than a one-time event to ensure continuous learning and improvement.

By addressing these challenges head-on, the tech industry can create more diverse and inclusive workplaces that drive innovation while embracing the richness of different perspectives.

About Langley James

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.

With our comprehensive knowledge of candidates, including their experience, specific project involvements, strengths, and areas for improvement, we strive to find the perfect match for your business. Our dedicated and specialised consultants work closely with you, considering both the role requirements and the unique needs of your business.

We take immense pride in our thorough understanding of candidates’ skills and experiences, ensuring that we deliver the very best talent to meet your IT recruitment needs.

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.  What are your thoughts on the impact of staff shortages on your team?  Tweet us @ITRecruitment, or follow us on Facebook or LinkedIn