What do you think about recruitment agencies? (deep breath)
This question conjures up all kinds of emotional reactions among HR and Line Managers, and attitudes vary massively. Many consider recruitment service suppliers to be a vital component of their hiring strategy while others insist agencies are an overpriced and unnecessary indulgence. In fact, the spectrum of opinion is so wide that it begs the question; are people using agencies in the right way?
To ensure you experience the best possible value for money from your agencies, here are 3 reasons not to use a recruitment agency:
1 – When your own costs are likely to be significantly less than an agency fee
It seemsobvious, but you’d be surprised how little people think about the true costs of recruiting. Every hire is different so, to make the right commercial choice, create a list of direct and indirect costs associated with making a new hire and compare it to the cost of outsourcing the recruitment process – Direct costs could include vacancy advertising, social media promotion, job boards, your hourly rate, the hourly rates of anyone else involved in the search and so on. Remember to consider the entire process from job spec to start date and the costs of repeating the whole thing or having to widen the net for harder to fill vacancies.
Meanwhile, indirect costs might include a loss of productivity or the financial impacts on the business while the vacancy remains unfilled and, what higher-value tasks you and your team could be doing instead of focusing on recruitment. In short, hire directly when you’re confident you can do it quickly and efficiently with a minimal impact on your day-to-day business activities. When the impact on your time and your bottom line is too steep, reach out to an agency for support.
2 – When your vacancy requires common skills and broad professional experiences
Imagine a fairway on a golf course leading to the green, with the rough on either side containing all kinds of obstacles; tall grass, rocks, trees and alligators (of course).
Every mainstream vacancy in your business sits on the fairway – think Administrators, Customer Service Reps, Production Operatives, Receptionists, etc. Given the size of the candidate pool, these vacancies can generally be filled directly and relatively quickly using conventional methods such as local/online advertising, word of mouth, social media etc.
Meanwhile, challenging vacancies that call for in-demand industry expertise or niche skills sit squarely in the rough. Candidates here are much harder to attract and even harder to secure, the recruitment process can often be far longer and, as such, will likely cost a great deal more in both time and money. A standard, stand-alone, advert will give you a narrow, limited snapshot of the talent market’s active jobseekers. Candidate choice is likely to be much better with a specialist agency as they spend each and every day of the year searching for passive and active niche candidates, have huge contact databases and far bigger talent attraction budgets.
3 – When you just want to do it yourself
Some hiring managers simply like recruitment, have the time, and genuinely enjoy doing it by themselves. If that’s you, fair enough. Recruitment can indeed be fun, that’s why we do it! You might have proven methods, bigger budgets, internal resources, and a brand that attracts the best talent without much effort. We have several clients who use our services just once a year, at best, for the odd incredibly niche IT vacancy but do 95%+ of their recruiting themselves. In almost every case, their workforces are predominantly made up of the same type of professional and so routinely attract and recruit them directly, often as trainees. If only we could all be so lucky!
Bottom line? Outsource to a professional only when it’s likely to be hard or commercially risky to do it yourself. Remember that recruiting directly isn’t free. Monetary cost and lost time can easily mount up so, make a sensible decision on a case-by-case basis.
You might wonder why we are telling you this – aren’t we talking ourselves out of a job? Perhaps we are, but only for those roles you don’t really need our help with. We want every client we have to truly value our services, and that’s why we routinely encourage people to use us in the right way – outsourcing only when it makes sense to do so.
When was the last time you reviewed the employment discrimination laws before conducting an interview? Most hiring managers have every intention of complying with employment discrimination laws but find that the time needed to keep abreast of the nuances of employment discrimination in areas such as race, gender, religion, national origin, age, marital status, medical history, physical disability or criminal records hard to find.
Yet failure to properly prepare can lead to questions and conversations that should be avoided, a notion we deem as ‘illegal interview questions’. Generally, asking questions alone is not illegal unless the candidate belongs to a protected class and believes that he or she was rejected due to the information that was gathered. If this happens you will be forced to prove that employment discrimination did not occur. Interviewing with this in mind can be unsettling and it can be hard to proceed confidently during the interview process unless you have a solicitor by your side! But many questions that are necessary to screen for the position can tread on dangerous territory.
For example, if we cannot ask a person’s age, how do we find out if the candidate is above the minimum age requirement? What if it is important to check criminal or credit history due to the type of work involved? What if you want to make sure the candidate is able to work overtime due to the demands of the job? How do you determine a candidate’s citizenship?
To help you avoid common pitfalls and subsequent illegal questions in the interview process that could leave your company exposed to a claim for employment discrimination, begin by sticking to the following two practices:
Only Ask Job-Related Questions
Problems can arise from questions asked before the interview even begins! Innocent conversation on topics used to break the ice and make the candidate more comfortable can cause problems if the candidate is rejected. Go ahead and talk about the news, sports or weather, but stay away from personal topics such as children and spouses. A candidate can naively reveal personal information that you did not ask for. Politely steer the conversation back to job-related questions that you have (hopefully) prepared in advance of the interview!
Subject Each Candidate To The Same Hiring Practices
Keeping the interview fair and equal must start by using a job application that asks the same questions of each candidate. If you require testing, make sure that all candidates applying for the job are tested with the same instrument. In advance of the interview, write a job-related, detailed and validated position description. Based on the job description it is advisable to compile a list of solid interview questions that keep to the qualifications of the job. If possible, familiarise yourself with the laws that apply specifically to discrimination.
Blah blah – so what about these taboo questions I hear you say!? Well, here are a range of questions you might want to think about before inviting your next recruit into the building:
A Candidate’s Age…
The only time that it becomes important to know a person’s age is when you think the candidate may not be of legal working age. This information can be obtained by simply asking the candidate if they can prove that they are over 18 years of age.
A Candidate’s Criminal Record…
If there is a need to know about a candidate’s criminal record simply ask if the candidate has ever been “CONVICTED”. The objective is to steer clear of asking if the candidate was ever arrested, as this question is illegal. The candidate only needs to reveal a conviction. It is best to include this question on the application form.
A Candidate’s Disabilities…
There is a right way (legal) and a wrong way (illegal) to ask questions that are related to physical and mental disabilities. The difference between the two questions is that the illegal question can be construed as an attempt to disqualify a candidate.
A Candidate’s Physical Abilities…
After a thorough job evaluation identifies that the position requires specific physical ability, such as lifting, determine the amount to be lifted (such as 40 pounds) and how far and how often this must be done (such as 25 feet repeatedly during the day.) Then ask EVERY candidate: “This position requires that you lift 40-pound boxes and move them 25 feet repeatedly. Are you able to handle this aspect of the job?”
A Candidate’s Marital & Family Status…
Don’t ask if the candidate is married or if he or she has children. It is not relevant to the job. Sometimes an interviewer will want to find out if the candidate can handle the work schedule that the job requires. It is okay to ask the candidate if he or she is willing to work overtime, travel or relocate. You can also ask if there are any days or times that the candidate will be unable to work. It is not okay to ask if working on a particular religious holiday will be a problem. Don’t ask the candidate if he or she has any children or how childcare will be handled.
A Candidate’s Medical History…
Questions regarding a candidate’s medical history are considered discriminatory. A full medical exam can be part of the hiring process AFTER an offer has been made. Drug screening can be conducted prior to extending an offer. Make sure that your policy states that you do not hire anyone with a positive drug screening result.
A Candidate’s National Origin…
Don’t ask: “Where were you born?” Or “What is your native language?” You CAN ask if the candidate is authorised to work in the UK. You can also ask what languages a person speaks if this information is shown, after a thorough job evaluation, to be a requirement of the job.
The Candidate’s Gender, Sexual Orientation, Race, Religion Or Political Affiliations…
– Just Don’t Ask !!!
These types of questions are strictly taboo and should not be asked or discussed at any time during an interview. Once the applicant becomes an employee, the employer may collect this information for affirmative action programs and government record-keeping and reporting.
Avoid gender-stereotyping questions — sexual harassment suits can be filed no matter how many employees work for your company.
There you have it. A range of advice covering all the major areas of danger. Bottom Line – If in doubt, don’t!
In today’s diverse workforce, managing different generations has become a fascinating challenge for hiring managers. With Generation Z, Millennials, and Generation X working side by side, understanding their unique characteristics and preferences is essential for fostering a harmonious and productive work environment. So, let’s dive into the world of these three generations and explore effective management strategies that can bridge the generation gap with a touch of fun along the way!
The Rise of Gen Z
Purpose-Driven and Digitally Savvy.
Generation Z, born between 1997 and 2012, brings a fresh perspective to the workplace. They value meaningful work that aligns with their personal purpose and societal impact.
Effectively managing Gen Z employees:
Emphasise the purpose behind their work and how it contributes to the bigger picture.
Leverage technology and communication platforms that resonate with them, such as collaborative tools.
Offer regular feedback in short, digestible formats to cater to their shorter attention spans.
Encourage a diverse and inclusive culture that fosters collaboration and innovation.
Millennials
Work-Life Balance, Flexibility, and Feedback.
Millennials, also known as Generation Y, were born between 1981 and 1996.
Effectively managing Millennials:
Understand that they seek work-life balance and prioritize flexibility. Offering flexible schedules or remote work options can greatly enhance their job satisfaction.
Provide regular constructive feedback and recognize their accomplishments to fuel their desire for approval.
Create an environment that encourages continuous learning and growth opportunities, as Millennials are eager to develop their skills and advance in their careers.
Generation X
Communicate Honestly and Embrace Work Ethic.
Generation X, born between 1965 and 1980, is a generation that grew up in a different era.
Effectively managing Generation X:
Opt for direct, frank communication rather than relying solely on niceties.
Appreciate their strong work ethic and dedication. Acknowledge their long hours and commitment to achieving results.
Utilize more traditional communication methods such as phone calls or emails, as they might prefer them over instant messaging platforms.
Bridging the Gap: Five Tips for Managing Multigenerational Teams:
Foster cross-generational mentorship programs to encourage knowledge sharing and collaboration.
Implement flexible work arrangements that accommodate different needs and preferences.
Provide ongoing learning and development opportunities for all generations.
Encourage open dialogue and understanding through team-building activities and workshops.
Celebrate diversity and create an inclusive work environment where everyone’s voice is heard and valued.
Managing a multigenerational workforce requires adaptability, understanding, and a touch of humor. By recognizing the unique qualities and preferences of Generation Z, Millennials, and Generation X, hiring managers can cultivate a harmonious workplace where each generation can thrive. Embrace the diversity, bridge the generation gap, and enjoy the wealth of perspectives that each generation brings. Happy managing!
Remember, creating an engaging and fun work environment for all generations is the key to success in today’s dynamic and ever-evolving workplace landscape.
About Langley James
At Langley James, we understand the importance of effective talent management in today’s diverse workforce. With our comprehensive knowledge of candidates, including their experience, specific project involvements, strengths, and areas for improvement, we go beyond the surface-level information provided in a CV alone.
Our team of dedicated and specialised consultants is committed to finding the perfect match for your organisation, considering both the role requirements and the unique needs of your business. We take pride in our thorough understanding of candidates’ skills and experiences, ensuring that we deliver the very best talent to meet your IT recruitment needs.
To discuss your specific IT recruitment requirements, contact us at 0207 099 4839 or via email at langleyjames@langleyjames.com. Our team is eager to assist you in finding the right professionals who will contribute to your company’s success.
We’d love to hear your views on this. What are your thoughts on managing the generational mix in your IT team? Tweet us @ITRecruitment, or follow us on Facebook or LinkedIn
It’s not enough to hire the best IT staff. You must also keep them on board
Hiring the best IT people is not enough to ensure success. It’s equally important to ensure that these talented individuals stay on board. How to retain IT staff is a challenge for many companies. They struggle with keeping their top-notch talent engaged and motivated.
The key to successful IT staff retention lies in your environment. It should encourage collaboration, innovation and creativity. Companies should also provide competitive salaries and attractive benefits packages. Therefore ensuring that their IT professionals remain committed and loyal. Additionally, offering training opportunities and career development is key. This can help create a sense of job satisfaction. In turn, leading to better retention rates among your team.
Give employees ample opportunities to grow and advance
Investing in the professional development of your IT staff is a key factor for success. It’s important to provide them with ample opportunities to grow. And toadvance their careers within your company. By offering employee training, you can give your IT staff the skills they need. Enabling them to become more productive and efficient. You can also offer professional development courses that are tailored to their individual needs. This allows them to gain new skills and knowledge. And this will help them succeed in their current roles. With these opportunities, you can create a culture of learning within your company. And this will lead to greater job satisfaction and higher IT staff retention rates.
But it’s not just about training. If you’re pushing your IT staff to do new projects, it’s going to keep them engaged. But don’t stop there! Encourage them to get more out of the technology you already have. Allow them to also investigate new technologies and how they can evolve the business. They’ll feel like they’re a part of the growth of your company, and they’ll be excited about their job—which means they’ll do it better. And that’s what we call a win-win situation!
Make sure your IT staff are adequately compensated for their skill level, talents and experience
Having a competitive IT salary structure is essential for any successful business. It is important to ensure that your IT staff are adequately compensated for their skill level, talents and experience. This will not only help you attract and retain the best talent. Additionally, it will ensure that your company remains competitive in the market.
It is important to review salaries regularly. You need to make sure they are in line with industry standards. Additionally they should reflect the value of each employee’s contributions. It is also important to consider other factors. Things such as cost of living and job market conditions. With a proper salary structure, you can ensure that your IT staff are adequately compensated for their efforts. Therefore making them feel rewarded them for their hard work.
Give your team adequate tools and resources
Having the right tools and resources is essential. This ensures that your team can complete their tasks without having to manage around inadequate technology. Having access to the best technology and resources allows teams to be more productive, efficient, and successful. With the right tools and resources, your team will be able to create better results faster and with less effort. This will result in a higher level of satisfaction from both your employees and customers. Investing in adequate tools and resources for your team is an investment that will pay off in the long run.
Foster a culture of collaboration, inclusivity and transparency
Building an inclusive IT team is a critical step in retention. Fostering a culture of collaboration, inclusivity, and transparency. Inclusivity. This means that everyone on the team is given an equal opportunity to contribute and be heard. This can be achieved by creating an environment where everyone feels comfortable. Where they can express their ideas and opinions without fear of judgement or criticism.
Therefore, it is important to create an environment where all members feel respected and valued. Regardless of their background or experience level. This can be done by providing regular feedback. Encourage open communication between members, and recognise individual contributions. Additionally, it is important to ensure that everyone has access to the same resources so they can do their best work. Creating a culture of collaboration, inclusivity, and transparency within your IT teams. This way you can ensure that all members are working together towards common goals. And with mutual respect for each other’s skillsets and perspectives.
Your success as a business depends on retaining talented IT staff
The success of any business today depends heavily on its ability to retain talented IT staff. As technology continues to evolve, businesses need to stay ahead of the curve and hire the best IT professionals available. The right IT professionals can provide businesses with a competitive edge. Therefore, helping them remain successful in their respective industries.
IT professionals bring a unique set of skills that are essential for any business’s success. They can help businesses develop efficient systems, manage data, and keep up with technological trends. They also have the ability to solve complex problems quickly and accurately. This is key for any business’s growth and development.
About Langley James
Here at Langley James, we know our candidates. We have in-depth knowledge of their experience, down to the individual projects they have worked on, their strengths (and their weaknesses). We have access to those details that you just can’t get from a CV alone.
Our talented and specialised consultants work hard to ensure that any candidates we send you are not only a perfect match for the role but your business. To discuss your IT recruitment needs please call us on 0207 099 4839 or email us: langleyjames@langleyjames.com.
We’d love to hear your views on this. Are you struggling to retain your IT staff? Tweet us @ITRecruitment, or follow us on Facebook or LinkedIn
Is it time that you chose experience over qualifications when looking to secure your next IT hire? We look at the facts.
A 1st Class degree: the hallmark of the ideal candidate… or is it? It’s true that a strong qualification does give candidates a good grounding to build from. And it seems that lots of people still agree with this. The number of people applying to study computer science degrees rose by 13% last year. That’s the biggest increase of any UK university subject!
But is it the right choice for your company. In a market where, when star candidates are available, they are being snapped up fast, it may to time to change your approach.
Why let your competitors snap up all the talent? Could it be time to broaden your search by taking experience into account over and above formal qualifications?
Experience over qualifications?
Which is better? Three years working in the IT industry? Gaining in-depth experience in a real-world situation but with no immediately measurable way of proving a level of knowledge? Or three years studying? Gaining tested and proven knowledge of a wide range of systems but with less time for practical application of that knowledge. And what about those candidates who have no formal degree. But years of experience through which they have gained many ‘non-university level’ qualifications in various systems and skills?
It’s believed that more than half of employers still use degree to screen job applicants. But this can mean that they are often overlooking candidates with relevant skills and experience. But there’s something else to consider too. A third of employers agree that university candidates are either ‘fairly’ or ‘very poorly’ prepared for the workplace.
Lizzie Crowley, skills adviser at the CIPD, said employers must stop thinking that university degrees were always the best indicator of a person’s potential at work: “They [employers] think they’re getting ‘off the shelf’ capability rather than assessing the specific skills needed for roles, then wondering why they have ongoing skills gaps.
Does this mean that academic qualifications have no place in candidate selection? Not in our opinion. Qualifications remain a measurable indicator of the quality of a candidate. Additionally, they are certainly a sign of commitment to the industry, as well as ambition. But they are not the only measure. To be sure of finding the ideal candidate for your IT role it is becoming more and more necessary to broaden search criteria.
As you know, IT is a uniquely fast-moving industry. Systems that were in place a decade ago are often unrecognisable. It could be argued that the content of a ten-year-old degree is now largely irrelevant. That the knowledge gained through experience since earning that degree has become more important than the degree itself.
Broaden your criteria
So, how can you broaden your criteria for the perfect candidate without opening the floodgates to unsuitable candidates? After all, for a candidate to list a skill on a CV tells you very little about their level of expertise. There are several things to look for when shortlisting for a position:
– Look for candidates who have listed their achievements on their CV’s. This will give you an idea of the level of experience they have a particular area.
– Look for projects that the candidate has led or been involved in.
– If you are looking at a Web Developer’s CV, take time to examine the sample URL’s they have provided.
– Most importantly, we can help you find a candidate who is the best fit for your company and individual role. We will know what you are looking for and will ensure that all the information you need to know about each candidate is provided in addition to the CV.
Of course, formal qualifications will always remain a valuable asset to any candidate. Completing a degree or other qualification takes dedication, an aptitude for the subject and plenty of fresh industry knowledge. However, with dropping numbers of IT graduates (The University and College Union (UCU) report, stated that only 169 computer science courses were available in 2012, down 18% from 2006), and university applications down for a second year running in 2013 according to UCAS, combined with a marked growth in IT vacancies, perhaps it’s time for a change in the criteria by which the ideal candidate is chosen, without having to compromise on quality.
We can help
Here at Langley James, we know our candidates. We have in-depth knowledge of their experience, down to the individual projects they have worked on, their strengths (and their weaknesses). We have access to those details that you just can’t get from a CV alone. Our talented and specialised consultants work hard to ensure that any candidates we send you are not only a perfect match for the role but your business. To discuss your IT recruitment needs please call us on 0207 099 4839 or email us: langleyjames@langleyjames.com.
We’d love to hear your views on this. Do you rate qualifications over experience or vice versa? Tweet us @ITRecruitment, or follow us on Facebook or LinkedIn
Remote working looks like it’s here to stay. Or some form of it at least. Employees now have the legal right to request flexible learning from day 1.
Some of the biggest challenges for employers managing remote teams, often for the first time, include workers struggling with loneliness, managing their time, and communication among staff members.
This can be tough. But finding a practical strategy that works can help.Here are a few points that some of our home-working managers have shared with us that might offer some much-needed wisdom!
Set clear expectations when remote working
Make no mistake, inexperienced remote workers were suddenly thrust into unfamiliar working environments. They’re daily routines all over the place. With that in mind, ensure you give your team crystal clear expectations of what you want them to achieve. Clear direction from you takes the pressure off them. It helps everyone to know what success looks like to you. It may be worthwhile weighting their job descriptions if the balance has shifted due to home working. This will help your team to understand what aspects of their role takes priority.
Treat homeworkers as though they were in the office
If your team were in the office, would they have regular access to you? If that is the case, things should not change for them when working from home.
At the start of working from home, you may have had to contact your staff on a regular basis. Mainly to avoid any feelings of loneliness/isolation, until things settled down. While you and your staff may be in the swing of things, it’s still extremely important that a clear line of communication is continued. You need to manage your staff as if they were in close proximity to you.
People need to feel part of the team, wherever they are working.
Remote working requires regular contact
We’re probably all sick of the thought of Zoom meetings (both in a professional and personal capacity), but truly, what would we do without it now?
We are lucky to have so many communication options available to us. Using video conferencing is a really inclusive way of holding a meeting. Microsoft 365’s Team, Zoom, and Google Meet amongst many others are great ways of very easily holding a face to face team meeting. Telephone Conference calls, Facetime and Skype are other ways to keep in touch when you can’t physically meet with your team. Whatever you choose, try to forge an inclusive contact plan that offers everyone consistency, routine and the chance to be heard.
Video-based coaching
Notice one of your team is not themselves? Follow up with a call and use Video-Based Coaching to help them. Regular contact will help you spot such issues. Working alone from home is not for everyone. For some, being alone all day is their idea of hell. While others are more than happy in their own company. Keep in mind that everyone tends to offer a brave face – be careful not to ignore the signs.
A particularly useful method we have employed here at Langley James is employing a ‘buddy-up’ system. This is where two employees maintain regular contact and catch-up with one another.
Monitor progress
Maintain focus by setting objectives. Use a progress monitoring system to keep people on track. It’s vital your team understands why you need to follow their progress to avoid feelings of distrust. Instead, this is about the business remaining on course for success. Helping you to foresee any issues, offer extra support or opportunities to improve the process.
Trust your team when they are remote working
You might feel unsure as to whether the work will get done to the same standard as if they were in the office. To cope with this, set up work-from-home guidelines. Things like emails must be responded to within 24 hours. Use text for urgent matters. No calls between certain hours. This helps to make sure teammates are not working around the clock. Set the rules and trust the team to follow them. If they don’t, it’s easy to refer to the rule and avoid conflict and negativity.
With this being said, the same rules apply for employees who are working overtime. Indeed, many employers are finding that their staff cannot switch ‘work mode’ off after hours. It’s hard when your computer is just sitting there. The temptation to answer emails and calls on a Sunday evening. It’s become a frequent occurrence for many of the working-from-home army in recent months.
It’s important to help ensure your staff avoid feelings of ‘burning out’ and ultimately ‘switching off’ when the day is done.
Make remote working feel inclusive
Ensure that any news in the business is always circulated to home workers. Ideally at the same time that the rest of the team . There is nothing quite as demotivating as finding out a business critical decision from someone else in the business. Frankly it just makes people feel second class.
Remember, the remote environment can have mental implications for many – with feelings of anxiety, stress and loneliness at its highest. This is only exacerbated by the rising cost-of-living, with many employees fearing that they may be made redundant. Remote working is likely to make staff overthink about their position within the company, so being as open and transparent as possible will be crucial for work productivity and morale.
Remember the company vision
Ensure that home workers still feel part of the overall company vision and how they fit in. To work productively people need to know that their efforts are contributing towards the overall goal. Any changes needs to be properly communicated to maintain motivation and focus.
Remote working needs reliable tools
Ensure your team has the tools to do the job. Broadband is absolutely critical for most of us however, connection reliability may be an issue, especially in more rural areas. Suggest alternative venues for employees struggling with this issue such as working with other colleagues, friends or family. Look for alternatives like Dongles, mobile phone hotspots, etc and try to offer solutions instead of problems for your staff to solve.
Create a Team-to-Manager and visa versa communication strategy
Managing a productive team remotely begins with a strategy for communication. Be aware of how disruptive ‘over-communication’ can be to your day. Set out a process so your team knows when it’s appropriate to call you. First, arrange for the appropriate number of weekly formal “report-ins.” Second, set guidelines about daily needs. Some people work better with a shopping list of questions and thoughts. Others like a trickle. An understanding of what is urgent will further mitigate inefficiency. This allows for ultimate productivity. Try asking team members to question “ Is it Urgent?” or can it wait. Encourage email or instant messages for less urgent issues. Reserving phone call interruptions for the meaningful stuff. That all said, be aware that some of your team may need reassurance or guidance to be productive so assess on a case by case basis.
Establish close bonds, help and support frequently
Empathise and appreciate your team member’s life by discussing family, commonalities and shared beliefs. Things they would normally discuss in the office with their colleagues. It’s worthwhile investing this time in getting to know them. Show you are supportive of their success by using inquiry to help them achieve their goals . Do this rather than just checking on their progress and numbers. Avoid closed questions like, have you done X?, or did you manage to call Y? You may have no idea what their day has been like. If something has interfered with the plan, the only answer they can give is negative. This can result in humiliation and defensive confrontation. Instead ask, What progress have you made on X? or, How’s your morning been? Qualify the situation first and then ask more detailed questions.
It’s important to share team success when remote working
Ensure that everyone gets to know about achievements. Make a real fuss. It will create a team feel good factor.
So, there you have it. Some really useful advice from people who’ve been through the highs and lows of remote working before.
Our expert IT recruitment consultants are here to take the pressure off you when recruiting someone new, permanent or contract. We liaise with candidates with the utmost care to ensure that their candidate experience is a positive one. Call us on 0207 788 6600 and let us help you Recruit Someone Worth Recruiting.
Today, discussing leadership style has become an extremely popular area. Many argue that a manager’s leadership style is one of the fundamental elements that determines the extent of both business and employee success. Therefore, it’s important that you understand your leadership approach. You can then decide if it’s working for you, your employees, and the overall business. You want to ensure that you are driving the business to meet its goals and objectives and be the best it can be. Therefore, it might be necessary that you take a step back, evaluate your approach and adapt it accordingly.
Below are five common leadership styles. Have a read and figure out which one best describes you. Hint – there isn’t one best way!
Transactional Leadership Style
This tends to be thought of as the traditional leadership approach. A transformational leader implements strict rules and shows little understanding for people’s circumstances outside of work. For example, people would have to use their holidays to attend doctor’s appointments or attend their child’s sports day. The rewards and punishments your IT team receive are contingent upon their performance. As a result, rules, procedures, and standards are essential in transactional leadership. Your focus is enhancing your own success and development along with that of the organisation. However, in some situations this approach does work well. For example, research has found that transactional leadership tends to be most effective in situations where problems are simple and clearly defined. It also works well in crisis situations.
Transformational
Being a transformational leader means focusing on the needs of others, rather than your own. You treat each employee as an individual. Helping them find a work, life balance that suits them. This can often result in implementing flexible working hours. You’re all about motivating and encouraging your IT team to achieve both their own and the organisation’s goals and objectives. But do so without micromanaging. You strongly believe in trusting your employees to get the job done and the job done well. Give them the opportunity to be creative and look to the future. What’s great about a transformational leader is that they are often extremely passionate, energetic, enthusiastic and love to challenge the status quo. You are a brilliant role model and strive towards setting examples of how things should be done.
Authentic Leadership Style
Authenticity is described as ‘owning one’s personal experiences. For example – thoughts, emotions, needs, wants, preferences and beliefs’. Therefore, an authentic leader must understand their values and act accordingly. Rather than forcing their employees to follow their lead, they show authenticity by inspiring them to do so. Acting with integrity and agreeing on shared values. As a result, authentic leaders can achieve strong employee loyalty and commitment. There are four key components of authentic leadership. Self-awareness, relational transparency, balanced processing, and internalised moral perspective (do the right thing). However, entirely authentic leadership can be hard to achieve as people’s perceptions of what authenticity means can vary on a large scale.
Servant
Servant leaders work to achieve long-term, organisational goals by. They firstly facilitate the growth, development, and general well-being of the individuals in the IT team whilst sharing their power. This approach is great for building strong relationships with your employees. It truly demonstrates that you want to serve their needs. To help them be the best they can be. On the other hand, however, there is a danger that your employees might walk over you. You may find it hard to gain the respect that leaders with different styles can achieve. This is a balancing act so approach with caution.
Laisse – Faire
This is an extremely hands-off approach. Although you provide the tools and resources needed, you offer your IT team very little guidance. You give them complete freedom to make decisions on their own. As a result, people often have a lack of role awareness and poor involvement in the group. This can be demotivating and uninspiring. However, in some situations, this style works well. For example, experienced and highly skilled individuals require very little guidance, and some people appreciate the autonomy. This allows them to feel more satisfied with their work.
Leadership Style Round Up
Globalisation and social media amongst many other things has allowed leaders around the world to witness different culture’s leadership styles. This has prompted them to re-evaluate their own and we are now finding that people are steering away from traditional approaches such as transactional. There is now a huge emphasis on the importance of employee wellbeing. Most would agree that in order to run a successful, profitable business, you must ensure that your entire workforce is happy, fulfilled and motivated. However, it would be extremely difficult to adopt just one approach, therefore, taking different traits from the each of the different styles can help you become a leader that works for you and your business. Being able to do this shows you are diverse and after all, a diverse leader makes for a successful one!
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The 4-day working week has been getting a lot of publicity recently. With some companies signed up to a 6 month trial, and more companies embracing flexible working, what does this mean to you?
It’s been almost 2 years now since we all picked up our desks and relocated them into our homes. But now, as we approach the end of restrictions, the want to be back in the office is returning. However, not full time! According to a recent report, 57% of the UK workforce want hybrid working options. And rather surprisingly, and in a shift from last year, just 5% want to work from home full time. So, the physical workplace is making a return. And then the 4-day week conversation start!
We look at the pros and cons of a 4-day week and what it means for your IT teams.
PRO – The 4-day week and its impact on productivity
You may think that a day less in the office, means losing 8 hours of productivity. In the most cases, this is a total myth! Reducing the working week to 4 days has proven to increase productivity by as much as 40%! There have been numerous pieces of research and reports that support the reduction in the working week. The idea of having 3 days off during the week, instead of just 2, is to regain some work life balance. Your team are more refreshed, have better mental health and will be more productive as a result.
Did you know that the average person is only productive for 3 hours in an 8 hour day? 3 hours! This is the thinking behind a 4-day week. If your IT team is only being productive for 15 hours a week, cutting down to 4 days in theory makes them productive for 4 hours a day. You may think that this is a crazy concept. And we know that for a slim minority who can focus for 8 hours solid, a 4-day week just won’t work. However, for the vast majority it will.
TOP TIP – When someone is focused on their work, an interruption can cost them dearly. Did you know that when you are ‘in the flow’ and someone interrupts you, it takes you 23 minutes to get back into the flow? Whether it’s your emails, phone calls, or just general office chat, minimising interruptions will make your team more productive.
if you want to find out more about this subject, we highly recommend listening to the podcast – The Diary of a CEO with Steven Bartlett. In particular the session with Johann Hari on How to fix your focus and stop procrastinating.
PRO – A key driver for talent retention and happiness at work
Flexible working has always been a key retainer. And none more so in IT teams, particularly when it comes to development roles. With reports of over 60% of UK professionals wanting to change roles this year, 24% site the lack of flexible working for their reason to move on. The labour market, and in particular IT, is experiencing a skills shortage like never before. The UK has lost over 600k people from its labour market, and this means that we need new ways to attract the best people to your business. Being able to offer a more flexible work pattern, or indeed a 4-day week is definitely a perk that will persuade people to not only join, but to stay with your business.
Introducing a 4-day week can also help increase loyalty within your business. When we have more time to do the things that we love, we become happier in ourselves. Therefore, giving your teams that extra time off will mean that they are more committed to you. Studies have shown that it also helps to reduce absence. Those long weekends really do have a positive impact on our wellbeing.
CON – It’s not for everyone!
The 4-day week is only possible if you business is able to adapt to this new way of working. How do you decide what day people have off? Is it all together, or would it be allocated on a rota. This is something to seriously consider. It won’t work for every business, just in the same way that it won’t work for every employee. Some employees are naturally more productive than others. Some are able to be productive for 7 or 8 hours straight! These are the people that a 4 day week would have a negative impact on.
They are your team members that will be more prone to working longer hours in the 4 days and increasing the likelihood of work-related stress. This is an important thing to manage as the wellbeing of your team should be a key priority in 2022. Longer hours can also mean that mistakes will be made too as people rush or get jaded from a long day.
Are you recruiting?
If you are recruiting into your IT team and want some insight and advice into how to attract the best candidates, get in touch. We’ve been helping companies attract fantastic IT candidates for over 20 years and we’d love to do the same for you. Get in touch with our team today on 0207 788 6600 / 01244 566 442
Someone just handed in their notice. It’s a complete surprise and now you’re stuck. Should you counter offer? Persuade them to stay?
You know that it costs more to recruit someone new than to retain someone on a slightly higher salary. So, offering more money can be enough to make someone stay. But for how long?
We’ve been helping companies navigate IT recruitment for over 20 years. We’ve heard lots of stories when it comes to counter offers. We want to share our advice on why you should always think twice before making that offer.
A counter offer is only ever a short term solution
Did you know that 80% of people leave within 6 months of accepting a counter offer and a staggering 90% within 12 months? This is why a counter offer should only ever be seen as a short term solution. A chance to buy you more time whilst you think what to do next. If your counter offer is a simple salary increase, it’s unlikely to be enough to solve the problem long term.
Why did this person resign in the first place? Was it just money?
There are lots of reasons that people resign for a job, and it’s rarely just about money. There’s always a secondary reason that’s made them make the move. Starting a new job is not something that people take lightly, so remember that your colleague will have thought long and hard about their decision. Sometimes a reason for leaving just can’t be fixed. It could be working hours, location, lack of progression. A salary increase will only mask these issues for a matter of months.
A counter offer can actually reflect badly on your company
You may think that a salary increase will make your colleague feel valued. Think again! It can have the opposite effect. Why have you not offered an increase before? Has this person not been doing a great job? What has it taken for them to resign for you to see their value.? And is it their value that you really see, or do you not want the additional work of recruiting someone new? There’s lots to consider before jumping in with that offer!
How Langley James can help
We won’t pretend that the power is very much in the candidates’ hands right now. But that doesn’t mean that recruiting someone new will be a bumpy ride. Yes, it’s harder to recruit directly. Job adverts are nowhere near as effective as they have been. So, what do you do if someone resigns and they need replacing with someone truly great? This is where we can help. As soon as someone resigns, pick up the phone to us and let’s get the ball rolling. Our extensive database of IT candidates and our network mean that we can act quickly. You could have CV’s, interviews, and an offer all within a week!
Someone new can bring a breath of fresh air to your team. New skills, new experiences, and enthusiasm. So take time to think carefully when someone resigns. Is a counter offer really the answer?
Employees leave managers, not companies. At least that’s what they say but is it true?
Perhaps. What is certain, however, is that of many of the reasons cited by people leaving their jobs, the vast majority stem from issues concerning the management, be it directly or indirectly. Money, benefits, training, technology, processes, progression, culture, and so on, are all in the hands of managers to influence or change. However, these are relatively easy things to improve upon, if motivated to do so.
Worse offenders are the common management behavioral traits that frequently cause people to update their CVs.
Pulling insight from all corners of our candidate interviewing experience, here are 3 classic managerial approaches that routinely upset team members and sometimes cause them to seek alternative employment.
Unfulfilled Promises
When people join a company, they do so fully believing the dream sold by the hiring manager during the interview and offer stage. Naturally, plans change and unforeseen events occur which can hinder a manager’s ability to make good on their promises, but all too often senior dreamers get carried away in interviews, appraisals and other meetings with a lot of promising, exciting talk without any real ability or intention to follow through.
Guess what? People don’t like to be let down and when it happens, they talk about it. Not just internally either! To their friends, family and worse, their next series of competitor interviewers and later, with their new boss and colleagues, eager to hear the gossip from a rival. Times that by the number of people a manager has disappointed and, over time, the numbers really add up. Before you know it, the company has a reputation for making false promises making it hard to attract and retain staff.
Credit Where Credit Isn’t Due
A manager stealing an idea or taking unearned credit is a low, selfish and shameless punch below the belt for anyone to experience and yet, its surprisingly common. Victims are left helpless, often unable to prove otherwise, and even if they can, what further suffering would lay in wait for them if they dare make a challenge? So, they back down, lick their wounds, update their CV and leave.
So, now the short sighted, glory hunting manager has lost yet another valuable, creative professional capable of innovation good enough to impress the brass. Well done!
Are We There Yet? Are We There Yet?
Most managers are impatient, especially those in charge of other managers, and are tolerated because often their impatience breeds pace and often returns results. However, the line is thin. Should they push their staff too far, they quickly become an over-communicating pest seemingly hell-bent on hourly distraction, like an overly enthusiastic back seat toddler. The stress this causes can quickly become intolerable and will, 100%, result in resignations. Management isn’t about head pecking. If it were, they’d be called Head Peckers, and aptly so.
The bottom line: Management styles vary greatly, each with their own set of pros and cons, however, how a person responds to lies, aggression, manipulation and disrespect is universal. Seems so simple! Ironically, many managers are blissfully unaware of the damage they’re causing to their own success by subjecting their own staff to these kind of behaviours.
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