Remember all the fuss about a specific type of AI role that focused on how we talked to machines? Turns out, it was just that: a lot of fuss. While many predicted it would be the hottest career in tech, the reality is that generative AI has become so intuitive, it practically prompts itself.
According to The Wall Street Journal, the idea of a dedicated role simply for “prompting” AI is “basically obsolete.” Instead of hiring individuals solely to “translate” for AI, companies are shifting their focus to other critical AI specialisations and, more importantly, training their entire workforce to effectively leverage AI tools.
The initial rush to automate and reduce headcounts, driven by the promise of AI, appears to be levelling off. A new report from Orgvue sheds light on a significant shift in business leaders’ perspectives. While 39% of companies initially laid off staff due to automation, a striking 55% of those now regret the decision.
Confidence in AI’s ability to completely replace human workers is also waning. Only 48% of leaders now expect job displacement, a notable drop from 54% just last year. This suggests a growing understanding that AI is more of a tool for augmentation than outright substitution.
The findings in Orgvue’s report reflect a broader shift happening across industries, with some high-profile examples learning the hard way. Financial technology company Klarna, for instance, famously replaced around 700 customer service employees with AI tools starting in 2022, driven by a push to cut costs.
However, the company has since admitted that this automation-first approach didn’t deliver the customer experience it had hoped. Klarna’s CEO, Sebastian Siemiatkowski, told Bloomberg: “From a brand perspective, a company perspective, I just think it’s so critical that you are clear to your customer that there will always be a human if you want.” He acknowledged that using AI agents without human support is no longer the right fit for Klarna.
This shift in perspective from major players like Klarna underscores a crucial point: while AI offers immense efficiencies, the irreplaceable value of human connection, strategic oversight, and nuanced problem-solving remains paramount. Companies are learning that successful AI adoption is about empowering their workforce, not replacing it, fostering a blended approach where technology enhances human capabilities.
Is your organisation balancing AI adoption with strategic workforce planning?
Looking to recruit top-tier AI, Tech, or IT talent who can integrate seamlessly into your evolving business? Contact Langley James today to find the perfect fit for your organisation..
Remember all the fuss about a specific type of AI role that focused on how we talked to machines? Turns out, it was just that: a lot of fuss. While many predicted it would be the hottest career in tech, the reality is that generative AI has become so intuitive, it practically prompts itself.
According to The Wall Street Journal, the idea of a dedicated role simply for “prompting” AI is “basically obsolete.” Instead of hiring individuals solely to “translate” for AI, companies are shifting their focus to other critical AI specialisations and, more importantly, training their entire workforce to effectively leverage AI tools.
Just a couple of years ago, there was significant buzz around a role expected to be the next big thing in tech. Courses promising high-paying jobs in this area popped up everywhere, suggesting these individuals would be the essential link, deeply understanding generative AI and unlocking its revolutionary potential. Even NVIDIA CEO Jensen Huang suggested in March 2024 that all programmers could effectively perform this task. However, the concept of relying on individuals to coax specific outputs from AI has shown its limitations in 2025.
Skeptics were always present, pointing out that the tech industry has a history of hyping “next big things” that often fizzle out, from crypto to quantum computing. While some technologies find niche applications, many simply shift lives laterally rather than vastly improving them.
Generative AI, however, has managed to maintain a strong foothold in the mainstream. Companies, educators, and individuals now frequently use AI as a default tool, much like a search engine, and they don’t need a dedicated “AI communicator” to facilitate that interaction.
The Wall Street Journal and Microsoft confirm that the need for simple AI interaction roles has faded because generative AI is increasingly self-sufficient. Jared Spataro, chief marketing officer of AI at Work at Microsoft, notes that AI can now ask follow-up questions and seek feedback. This, coupled with the economically cautious hiring environment of 2025, has further reduced the demand for these singular roles.
So, if simply “talking to AI” isn’t a standalone job anymore, what AI roles are in? Based on research from Microsoft and insights from The Wall Street Journal, here are the AI job titles companies are actively seeking:
Other highly sought-after AI positions, identified through a review of 2024 AI job openings and growth trends, include:
And, of course, AI engineering remains a consistently hot field, with strong demand reported by CNBC from data gathered by Indeed and ZipRecruiter.
Looking to recruit top-tier AI, Tech, or IT talent for your team? Contact Langley James today to find the perfect fit for your organisation.
Why Ditch the Vague Job Description?
Imagine this: someone reads your job description and thinks, “That sounds interesting, but what exactly would I be doing?” Vague descriptions lead to a flood of unqualified applications, wasting your time and theirs. Worse yet, it can lead to high turnover from frustrated employees who end up in the wrong role.
Crafting a Description That Gets Noticed
So, how do you write a job description that pops? Here’s a blueprint:
Tailor It to Shine
A one-size-fits-all approach won’t cut it. Adapt your description to fit the specific role, industry standards, and seniority level.
Keep it Legal, Keep it Honest
Stay away from discriminatory language and ensure your description accurately reflects the job’s demands.
Keep it Fresh
The world of work changes fast. Regularly review and update your descriptions to reflect current needs and your evolving company culture.
Bonus Tip: Get Insider Input
Ask current employees in the role for their perspective on the responsibilities and skills required. This can help ensure your description is accurate and reflects the day-to-day reality of the job.
Ready to Write that Winning Description?
By following these tips, you can craft job descriptions that attract the best and brightest talent. Remember, a well-written description is an investment in your company’s future. It saves time and money by streamlining the hiring process, and it sets the stage for a successful and productive working relationship.
by Grace Lewis
You’ve spent the past two months sourcing and interviewing suitable candidates, shelled out on average £1,500 in in-house resourcing time, advertising costs, agency or search fees, and you’ve finally bagged yourself a new hire, who on the surface seems eager and willing to hit the ground running come their start date. But, says Jamie Kohn, senior research director in the human resources practice at Gartner, “just because they said yes, doesn’t mean they’re not still interviewing you as a company. They’re still going to get phone calls from other companies in this period and they may start to wonder, did I make the right choice? If you have two, three or four weeks between saying yes and starting the job, there’s a lot of room for doubt to creep in.”
That is also true of Dan Kaplan’s experience as senior client partner for Korn Ferry’s CHRO practice: “Some companies have noticed that some new starters won’t update their LinkedIn profile for the first month just in case,” he says. “It means that the person is still quietly listening.”
That’s certainly the picture the stats present. According to Gartner research from 2022, 44 per cent of candidates have accepted an offer but then decided not to start the position, and the Work Institute’s 2019 retention report suggests as many as 43 per cent of new employees leave organisations within the first 90 days of starting.
Job acceptance
It’s clear then that first – and lasting – impressions count for any organisation, and that’s why the period from acceptance to official start date is vital to start the process of building engagement and trust with a new employee. Gallup analysis suggests that actively disengaged employees are 2.6 times as likely as engaged employees to be watching for or actively seeking a new job.
Kaplan says there has been a “fraying of the relationship between employer and employee” in recent years, while Gartner analysis shows that just 54 per cent of candidates trust organisations to be honest with them during the hiring process. Successful onboarding becomes about “making sure [new starters] feel really committed to the culture” from the get go.
It can begin with a simple introduction to the company email from HR, Savhannah Deans, founder of Women in Learning & Development and author of People Development in a Week, says. As well as the general need-to-know information – start time, dress code, who will be meeting them on their first day – give the new employee a glimpse into what the organisation is like from the inside, she advises: “That tends to be in the form of literature, blogs or a video induction like a vlog from the CEO.” Deans says it is nothing too hard, but starts the engagement process early doors.
Laura Ibbotson, people and culture manager for EMEA at health technology company Magentus, says in its revamped onboarding process the company now sends an email “before the new employee starts with us, confirming things like address to our sites, lunch options, dress code and start time on their first day. We also include a map to the building with photos and info.
“We also call our new employees before they start with us to check if they need anything or have any questions.”
These check-in calls before the person’s official start date are growing in interest, especially for those companies using virtual or hybrid onboarding techniques. As Kohn describes it, some companies are investing in an almost “concierge position” whereby someone will call the new starter the week before to run through the technology, check the email connectivity, try a test Zoom call, etc. “It can relieve some of the anxiety that people have,” Kohn says.
Equipping managers
The manager’s role also becomes critical at this point. “It’s like everything else in HR: there’s very little that HR should do themselves. What HR should do is bring out the ideas and then provide the tools for [others] to execute,” Kaplan explains.
“Managers have so many responsibilities, and we know the vast majority of them are not trained,” says Daisy Hooper, head of policy and innovation at the Chartered Management Institute (CMI), so onboarding is as much about preparing managers as it is supporting new starters. This could be in the form of a checklist or standardised templates for managers to follow. Bosses at Ciphr now have access to “everything they need – recruitment templates, libraries of FAQs and how-tos” – after the software company transformed its onboarding process. Lucy O’Callaghan, people experience manager, explains that the L&D team also designed a bespoke onboarding training platform that is mandatory for every manager to undergo, and they now have a dedicated onboarding person in the people team to monitor the first 12 months of new starters’ roles.
Hooper says managers are “absolutely central to employee engagement and satisfaction and productivity” and, more often than not, are the main point of contact for a new starter. According to CMI research, just a quarter (27 per cent) of workers describe their manager as ‘highly effective’ and, of those who rate their manager as ‘ineffective’, half (50 per cent) plan to leave their company in the next year.
“One of the most helpful roles the HR team can play is around creating standardised processes that they update in line with best practice, because then at least the managers have a framework to work from,” says Kohn. She explains that this helps to create a consistent approach, so that every new starter is given the same messaging and equally HR is supporting managers in a consistent way. “For scalability, most onboarding – at least in terms of the items on the checklist – will be the same,” says Kohn. “Where you get the tailored experience is in helping managers to have these conversations in a way that connects more with the employee in their specific needs and role or duties.”
Some businesses have already cottoned on to this technique. When researchers from London, Harvard and Chapel Hill’s Kenan-Flagler business schools analysed different organisations’ onboarding processes, they found that shaping onboarding processes around individual identity, via the process of ‘personal-identity socialisation’, increased work engagement and job satisfaction, led to lower quit rates and resulted in greater levels of performance. They used examples such as “a consultant with artistic talents [who] could design eye-catching templates for presentations and develop more powerful ways to present data. [Or] a salesperson who enjoys teaching others might share that enthusiasm with new hires, becoming a mentor.”
One of the most common ways organisations fall down during the onboarding process according to Kohn is by overwhelming new employees with “floods of information” early in the process. Instead, “where we’ve seen organisations be successful is by saying: ‘What’s the bare minimum that you need to know? Let’s start out with something that will make you feel successful,’” she says. Deans echoes this, stressing that “there’s no rush to be competent”.
L&D offering and building networks
The first few days should cover a facility tour, including an explanation of technology and systems, introduction to the team, one-to-one chats with the manager and basic mandatory training, says Deans, but this is also an opportunity to show new starters the development opportunities on offer – or at least where to go for that information. Lucy Shutt-Vine, head of talent development at Captify Technologies, explains: “Our L&D team puts content on the LMS platform around getting to know your leadership team, the heads of department and the ecosystem of the business, as well as team introductions. We have that ready for somebody to access from their first day.”
Captify also offers new starters group training to initiate those early networking opportunities. “We find that when new starters learn and network together, there’s a sense of ‘we’re in it together’. They can ask each other these questions, if they feel silly asking other people,” Shutt-Vine says.
Kaplan stresses HR’s role in helping to forge personal connections. The first few weeks are a great time to “give the person the early stages of developing the internal support network”, he says. “Make sure that their peers are able to take them out for lunch; do things that build community and get the person tethered in. Ultimately, people stay [with an organisation] because they have relationships in an environment that inspires them to get up in the morning, get dressed and go to work.”
And while the compliance side of onboarding obviously doesn’t go away, says Kohn, HR is really the central hub for identifying the right connection points and ensuring that those connections happen: “That’s what we’ve seen HR functions take on more directly, because they have that broader view into the organisation. They are responsible for building that connection marketplace as a way of matching people based not on the direct work they’re doing every day, but maybe on some aspect of their background.”
Ibbotson says her team is now looking at introducing a buddy system to help better integrate new starters into the company. In Kohn’s experience, onboarding buddies tend to come in two forms: a peer in your team who has either done your role before or is someone you will be working closely with to help with day-to-day aspects of your work. “Whereas a wider organisation buddy may help you build a broader view of what success looks like at the company,” Kohn explains.
An employee’s first month with a company is a milestone for both them and the organisation. They would in the most part have completed the compliance training, so this is when L&D becomes more role specific, according to Deans: “This is probably when you need to start discussing metrics and what they look like as well. What are your KPIs? What are the objectives of the business? And where do you fit in that? I’d say that’s where the learning starts to become more than surface level.”
Deans also uses the first month mark as a review point, sending out an induction questionnaire to see how the new starters are settling in and if there are any areas that need improvement. Similarly, at Ciphr the people team uses a review system for new employees. “Every month, we monitor it to make sure managers are having sit-down conversations with new starters, and to identify any pain points,” O’Callaghan explains. “This way we can nip any issues in the bud as soon as possible if we notice any problems, because sometimes it’s just teething problems that can be resolved just from communication.”
Kaplan says that, for the most part, recruiting and onboarding new starters is a “sales process” and it’s important for companies to keep momentum going and “keep the promises they made during recruitment”.
The petering out of those initial onboarding initiatives, and disillusionment with the realities of a role, are common downfalls for organisations – just 59 per cent of new hires in Gartner’s 2022 candidate survey said they would repeat their decision to join their organisation, compared to 83 per cent in 2021. For the new employee at the two to three-month mark, the orientation honeymoon period is over, the excitement has worn off; they aren’t quite into the daily rhythm of the company, but are not totally new – so what’s next?
Kohn says this is where HR – and primarily managers – can use those connection points and networks “to check in with people about their role, how they are feeling, what they have learned, what they are looking forward to next. We think of them as early performance conversations, but they are really early career conversations and are critical to helping people to think not just about the next couple of months, but about the next few years.”
Again, HR’s role at this point is overseeing and prompting these check-ins, especially if early feedback and monitoring has thrown up any issues but, as Deans puts it, ultimately “let managers be managers. I would normally do my check-ins with managers, rather than the new starter directly.” Kaplan agrees, saying that it’s “not practical” for HR to be involved in every new starter’s every step of the onboarding journey – as much as many people professionals would love to be.
Shutt-Vine says that, from an L&D point of view, at Captify they “train the managers to be empowered; to help create a 30-60-90-day plan for the new starters so that they have goals that they can be measured on, and that they know they are progressing at the rate that we need them to”.
After the first three months, many new starters would have completed their probation period and have undergone an official review, which can then inform the next stage of career development, according to Deans. Crucially, learning should no longer be spoon fed as it perhaps was previously, she adds: “New starters should take the lead, so it becomes a more CPD-led approach.” This also doesn’t mean the input from HR and L&D ends here, says Hooper. “Onboarding should absolutely not be a ‘one and done’ thing. It shouldn’t be a tick-box exercise. You’ve spent a lot of time and money recruiting this person – you want them to succeed in the role and to get the best out of them. It’s in your interest to support them into the organisation. But it’s not like after 100 days suddenly they don’t need any more support,” she says.
Kohn emphasises the importance of regular reminders for new starters about the benefits on offer, the wellbeing initiatives and the “periodic reminders of the broader employee value proposition”. And later, as new starters approach their one-year anniversary, HR and managers can prepare them for their annual appraisal: ask them to start reflecting on their achievements to date and where they would like to develop further. Deans adds: “Once we know that someone is committed within the first 12 months, once we can see that there is a continuous climb, that’s when the more structured succession planning starts to be implemented. There’s much more of a greater focus on not just making someone competent, but making them excel.”
For Kaplan, the “missing piece” in most failed onboarding processes is the long-term mindset. Rather than striving to get an employee past their first day, first month, first quarter, “companies should be thinking: how do we successfully get them to day 365? You’re there to get them to succeed long term,” he says, and, with that in mind, the rewards will be reaped tenfold.
We’d love to discuss your HR recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Identifying the right IT person requires going beyond technical expertise. You need to assess their decision-making, problem-solving, and leadership skills within the dynamic realm of IT. Thankfully, scenario and recall interview questions provide powerful tools to unlock these qualities. Here is how to tailor them for insightful IT interviews:
Scenario-Based Questions: Predicting Performance Under Pressure
Recall-Based Questions: Learning from Past Victories (and Lessons)
The Synergistic Blend: Unlocking a Comprehensive View
Remember, both approaches offer valuable insights:
By mastering these techniques, you can move beyond technical knowledge and identify IT Managers who possess the strategic thinking, communication, and leadership skills to navigate the ever-evolving technological landscape of your organization.
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Are unmotivated employees bleeding your business dry?
As an employer, one of your toughest jobs is keeping your team motivated. It’s common to assume that the only way to motivate people is to provide performance bonuses. Of course, this is an excellent method of getting results, but also expensive.
We Have the Answer
If you want to rev up your team without breaking the bank, read on for our ‘Top 10 Tips for Motivating Your Team’.
1. Give recognition before it’s asked for
Nothing boosts morale like a simple ‘well done’, but it has to be timely. As soon as something has gone well make sure you give your team recognition. You don’t want to be seen as someone who only notices when things go wrong. However, don’t congratulate people so often that it loses all meaning – try to strike a balance.
2. Treat your team
Small treats are cost effective and make work a happier place. These can be anything from sharing a box of chocolates or ordering a fruit basket to taking your team out bowling.
3. Communicate
Of course it’s vital to keep your team informed of your future plans for the business but it’s also important to listen as well. Create a system that allows people to put forward their ideas for the business no matter how big or small.
4. Have a blame-free culture
Sometimes things go wrong and it’s easy in the heat of the moment to play the blame game. This results in loss of confidence for the employee involved and can turn into a downward spiral. Don’t forget, mistakes are training opportunities in disguise. Give the employee a chance to put a corrective action in place so everyone can avoid making the same mistake in the future.
5. Rejuvenate your workspace
Create an office your team look forward to coming into on a Monday morning. Fresh paint, modern artwork and well-maintained facilities work wonders to boost the mood in your workplace.
6. Let go of the reigns
New starters often need a lot of supervision and support, but it’s important to know when to take a step back and allow them to work independently. This will increase their confidence and your faith in them will boost their motivation.
7. Career progression
Nothing motivates some people more than the prospect of promotion. Make sure your people know exactly what is expected of them in order to move on to the next step in their career and watch them exceed your expectations.
8. Training opportunities
Providing training opportunities shows your team that you see them as a long-term investment. Training gives your team the tools to improve their performance and widen their experience, keeping their role fresh and exciting, boosting motivation and morale. Utilising cross-training within your organisation is a highly cost effective way of providing CPD, and can even benefit you during holiday season.
9. Weed out poor managers
Poor managers come in many forms, but one thing they all have in common is an unhappy team and a high staff-turnover. If you have struggling managers, now is the time to offer support and additional training; and if that doesn’t work it may be time to look for a replacement.
We’d love to hear your views on this blog. Tweet us @ITRecruitment, or follow us on Facebook or LinkedIn
Your IT hiring process, if lengthy, may be preventing you from securing the best staff.
Whilst we’ve always recommended working quickly when it comes to recruitment, it’s now more important than ever, great candidate are few and far between.
There’s something in common with the companies who are still able to recruit great IT staff in 2025. Their IT hiring process. Our team share their insights on how to speed up your IT hiring process. We’ve taken best practice and combined it with what’s working in the real world.
Follow our advice and you can ‘recruit someone worth recruiting’.
Job specs used to simply be a long list of expectations and demands. If yours are still like this, then it’s time for a change! Yes, it’s still important to have a list of desired skills and experience. However, it’s how, and where these are listed in your spec. The best specs when it comes to attracting candidates all follow a similar structure.
Start with details about the company. What is it that makes you attractive to a potential employee? When it comes to IT hiring, candidates are most interested in technology, upcoming projects and more. But don’t forget the bigger picture too. A lot of candidates, particularly generation z are looking for purpose to their roles. A purpose doesn’t have to be saving the planet or ending world hunger. A purpose can be something as simple as making life a little easier for a certain group of people. Think about your company’s purpose and highlight this in your spec. Or failing that, what about your values? If you have clearly defined values, sharing the in a job spec will help you to attract candidates who share the same values.
It’s also key to highlight the benefits in a job spec. Dedicate an entire section to all the benefits on offer for the role. Whether hard or soft benefits, showing them in a spec will again help to attract more candidates.
Getting your job spec right will undoubtably speed up your IT hiring process.
We’ve written many times about the benefit of working with a specialist IT recruiter. With a market like it is, it’s not as easy as it used to be to recruit, Job adverts aren’t working as well as they did and it’s a specialist recruiters’ network that the candidates are now coming from. Be sure to choose carefully. But getting it right will most definitely speed up your IT hiring process.
This is the most crucial part. You need to be able to react quickly to a CV. Don’t want until you have 5-6 CVs to sift through. Doing this will mean that you are likely to lose your element of choice. If you receive a CV from someone who has the skills and experience you need, interview them ASAP! And by ASAP, we really do mean 24 hours if possible. Now that 98% of 1st and 2nd stage interviews are held via Teams or Zoom, it easier than ever to be quick.
Then, should you like the candidate after the 1st interview, get them booked in for the next stage within 2-3 days. Again, this can be remote if it makes things easier. If after that stage, you are wanting to make an offer. Invite the candidate into the office. Again, do this within 24 hours if possible. If this isn’t possible then we strongly advise to get the offer out with 24 hours to start the ball rolling.
We are not ‘yes men or women’. We are here to make sure that you get to meet the best possible IT candidates for your role. We will advise you on the things you need to do to achieve this. We want you to be successful when it comes to hiring in IT and we will do everything possible to help you. Wouldn’t you want to work with an agency like that? Get in touch with our expert team today and experience the difference of working with a true specialist.
We’ve been in the IT recruitment sector since 1999, so we’ve seen firsthand the impact that a bad hire can have on a business. Hiring the wrong person for an IT position can be costly in more ways than one, and the consequences can last for months or even years. In this blog, we’ll explore the true cost of a bad hire in IT, and offer some tips for avoiding this common pitfall.
One of the most obvious costs of a bad IT hire is the direct financial impact. According to the Recruitment & Employment Confederation (REC), 85% of organisations admit their company has made a bad hire. Shockingly, the average cost of a mid-manager level with a salary of £42,000 can cost a business more than £132,000. This includes the cost of advertising the job, screening candidates, conducting interviews, and training the new employee. If the employee leaves the company shortly after being hired, the costs can be even higher, as the company may need to start the hiring process all over again.
In addition to the financial costs, a bad hire can also have a negative impact on productivity. What if the new employee is not able to perform their job duties effectively? Other team members may need to pick up the slack, leading to decreased efficiency and potentially missed deadlines.
Beyond the direct costs, there are also indirect costs associated with a bad IT hire. For example, a bad hire can have a negative impact on team morale. If the new employee is not a good fit for the team, other team members may become frustrated or disengage. This can lead to decreased motivation and productivity.
A bad hire can also damage the reputation of the company, especially if the employee interacts with clients or customers. If the new employee provides poor customer service or makes mistakes on important projects, it can lead to lost business and damage to the company’s brand.
Finally, there are hidden costs associated with a bad IT hire that may not be immediately apparent. For example, a bad hire can lead to turnover in other areas of the company. If other team members become frustrated with the new employee, they may start looking for new job opportunities, leading to increased turnover and the need to hire and train new employees.
A bad hire can also have a negative impact on the culture of the company. If the new employee is not a good fit for the company culture, it can lead to decreased employee engagement and satisfaction. Potentially this can even lead to increased absenteeism or turnover.
Given the many costs associated with a bad IT hire, it’s important to take steps to avoid this common pitfall. Here are a few tips for ensuring that you hire the right person for the job:
The true cost of a bad hire in IT extends far beyond the financial investment required to fill the role. A bad hire can impact team morale, productivity, and reputation. It may even lead to increased turnover and decreased employee engagement. However, by taking steps to define the role clearly, evaluate candidates using multiple methods, check references carefully, and look beyond technical skills, companies can avoid the many costs associated with a bad IT hire.
We has extensive experience in helping businesses avoid the costs and headaches associated with a bad IT hire. Here are a few ways in which we can help:
By working with Langley James, businesses can avoid the many costs associated with a bad IT hire and instead find the best talent for your needs. Our experienced recruiters are here to help, whether you’re looking to fill a permanent or contract IT role. Contact us today to learn more about how we can help your business succeed.
We are in the middle of a long and sustained talent crisis. Candidate availability is decreasing by the day, and job vacancies continue to rise. Albeit at a slightly slower rate over the last few months. But the success of your business depends on your team. The people you hire have a direct impact on your success. So, when it comes to your next vacancy, you may be asking which is best for you – recruitment agency vs direct hiring.
We’ve asked our expert consultants to share their insight on the pros and cons of both to help you make that all important decision.
We’ve written at length about the benefits of working with a specialised recruitment agency, but let’s compare some key areas when it comes to recruitment agency vs direct hiring.
This may sound like a simple process, but don’t be fooled. Yes, it’s true that we can all write an advert stating the responsibilities and requirements. However, in the current market, that is not enough! Candidates are less likely to apply for a job with a list of demands. They want the story, the feeling, a sense of what you stand for. They want the benefits, the future opportunities, and a sense of being part of something important in the world.
If you don’t have experience of this, you are likely to find that your advert will be a bit of a ‘damp squid’ and won’t attract the people you need to make your business a continued success. Agencies are writing adverts day in, day out. They know what it takes to get the best response.
A recruitment agency will have access to many more candidates than you will if you recruit direct. Not only do they have a large database of experienced candidates, but they are also able to advertise in lots of different ways. This means that you don’t just get the best people who are currently on the market. A recruiter will also headhunt suitable candidates for you using a combination of technology and their personal network. This means that your shortlist should be the very best candidates for the job.
Direct hiring tends to be focused on adverts, website pages and the odd social media post. The reach is not as great as that of a recruiter. With direct hiring, you are unlikely to have the tools you need to get your advert out as far as it needs to go. Lots of companies use their own employees to recommend candidates. Whilst this is great in some instances, it can have an impact on your diversity. Something to bear in mind with any employee referral scheme.
Depending on how much time you have, it could be a benefit for you to read through all the applications you receive if you do decide direct hiring is for you. The advantages are that you see not just shortlisted candidates, but every single response. This will give you a real insight into the market (if your job advert is great!) and may give you insight on what you need to change to attract the best.
You’ve also got to have the technical knowledge when it comes to IT. You may be looking for experience in a particular piece of tech. And unless you’re aware of other technologies where skills can easily transfer, you could be missing out on a great candidate!
Either way, be prepared to spend lots of time looking at unsuitable CVs as the pay-off for direct hiring. However, if you don’t have the extra time needed to go through the process, using a recruitment agency van be a valuable way of finding new talent for your business. Shortlisting is completed on your behalf, and you only have to choose who to interview from a shortlist of CVs.
You’ve probably heard more and more people start to talk about employer branding. It’s a vital part of the direct hiring process. When was the last time you reviewed yours? What does your Glassdoor say about you? How are your Google reviews? There are many things to consider when recruiting direct when it comes to how you are perceived in the market.
However, we know that there are some really great companies to work for our there who don’t have any employer brand at all. And if this is you then using a recruitment agency is the best idea. Recruitment consultants are highly skilled at attracting candidates to opportunities. They sell the opportunity first and the company a very close second. This gives the added benefit that any questions candidates have about your values, culture, and more, can be answered directly. So, whether you have a strong employer brand or not, you’ll still get the best candidates using a recruitment agency.
The same can be said for candidate experience too. If you already have a robust recruitment communication process, great, direct hiring could be for you. But remember that candidates expect a response within 24 hours of their application now. They expect to be kept up to date at every stage in the process. Do you have the time and organisation to do that effectively?
There’s a general misconception in the market that using recruitment agencies can be costly. But this is usually when it’s looked at in isolation and not compared to direct hiring. If you wanted to do the same work as a recruiter does, it could end up costing you considerably more. And this cost increases if you’re not regularly recruiting. Recruitment agencies spend hundreds of thousands of pounds behind the scenes to make sure that they are providing the best service and the best candidates.
You’d be amazed how much it costs to just advertise a job on one job board, let along over 30! Access to CV databases is also at a great cost, and let’s not get started on the costs associated with LinkedIn! Then there’s the time spent searching out the best candidates. At Langley James, we allocate at least 3 full days just to shortlist candidates for you. And in the current market, this can take longer too.
But there’s one huge benefit when it comes to cost. Recruitment agencies will not charge you a penny until they have been successful, regardless of the time spent on the role. This is something you can’t do with direct hiring. You take a financial risk every time you recruit direct – there are no guarantees of success.
If you have lots of time on your hands, and an ‘easy to fill’ role then direct hiring will probably work for you. But, if you have a harder to fill role but you still want the very best candidates, without having to invest your own time, you need the help of a recruitment agency.
We have been helping companies to attract and retain the very best IT talent since 1999. But we don’t just simply find the best candidates. We can advise you on the current jobs market conditions. Share data on average IT salaries. Talk to you about the benefits that candidates are looking for. In fact, we do everything we can to help ensure that you get the very best people for your team. Get in touch with our team to find out how we can help you to recruit the best!
Effective communication skills are of high importance for IT professionals. While technical expertise is crucial in this field, the ability to effectively communicate ideas, collaborate with team members, and convey complex information in a clear and concise manner is equally vital.
Communication skills in IT encompass both verbal and written communication, as well as active listening and interpersonal skills. IT teams often work on complex projects that require collaboration among different departments and individuals with varying levels of technical knowledge. Clear communication helps ensure that everyone is on the same page, reduces misunderstandings, and promotes efficient problem-solving.
Additionally, effective communication enables IT professionals to effectively convey technical concepts to non-technical stakeholders such as clients or management. Being able to translate complex ideas into layman’s terms can help bridge the gap between the technical and business aspects of an organization.
Soft skills, including communication abilities, are now highly valued in the technology sector. Employers are recognizing that technical proficiency alone is not enough for success in IT roles. Strong communication skills contribute to building positive working relationships within teams and across departments.
Effective communication plays a vital role in team collaboration and productivity, especially in the context of IT teams. The ability to communicate effectively within a team can significantly impact the success of technology projects.
Collaboration in IT teams relies heavily on clear and efficient communication channels. When team members are able to share ideas, information, and feedback seamlessly, it fosters a collaborative environment where everyone feels heard and valued. This leads to improved problem-solving capabilities, as diverse perspectives can be considered and integrated into project solutions.
Furthermore, effective communication is crucial for ensuring that tasks are assigned and understood correctly. When team members have a clear understanding of their roles and responsibilities, it minimises confusion and prevents duplication of efforts. This clarity also helps in setting realistic expectations regarding project timelines and deliverables.
Good communication within technology teams also enhances productivity by reducing misunderstandings or misinterpretations. Clear communication channels enable quick resolution of issues or roadblocks that may arise during project execution. It allows for timely updates on progress, allowing team members to stay informed about the status of various tasks.
In addition to these benefits, effective communication promotes stronger relationships among team members. Trust is built when individuals feel comfortable expressing their opinions or concerns openly. This fosters a positive work environment where collaboration thrives.
Overall, recognising the importance of effective communication in teamwork within IT projects can lead to improved collaboration, increased productivity, better problem-solving capabilities, enhanced task management, and stronger relationships among team members.
Clear communication plays a crucial role in avoiding costly errors and misunderstandings, especially in the technology sector. Miscommunication can have a significant impact on IT projects, leading to delays, budget overruns, and even project failures.
The cost of poor communication in the technology sector cannot be underestimated. It not only affects the financial aspect but also hampers productivity and collaboration among team members. When instructions are unclear or misinterpreted, it can result in mistakes that require additional time and resources to rectify.
In tech-related discussions, clarity is of utmost importance. Technical concepts can be complex and easily misunderstood if not communicated effectively. Clear communication ensures that everyone involved understands the requirements, objectives, and expectations accurately.
By fostering clear communication practices within IT teams and across stakeholders, organizations can minimise errors and mitigate risks associated with miscommunication. This includes using concise language, avoiding jargon or technical terms when unnecessary, actively listening to others’ perspectives, asking clarifying questions when needed, and providing feedback to ensure understanding.
Ultimately, investing time and effort into promoting clear communication within the technology sector can lead to improved project outcomes, increased efficiency, better collaboration among team members, reduced costs due to error corrections or rework – all contributing to overall success in achieving business goals.
You may find our blog The True Cost of a Bad Hire in IT and How to Avoid It of interest.
Effective communication skills are crucial for building and maintaining strong client relationships. In the IT industry, where customer satisfaction is paramount, professionals need to prioritise effective communication as part of their client relationship management strategy.
By mastering effective communication skills, IT professionals can enhance client satisfaction and retention. Clear and concise communication helps ensure that clients understand project timelines, expectations, and any potential challenges that may arise. It also allows IT professionals to actively listen to client feedback and address any concerns promptly.
Building strong client relationships through effective communication involves not only verbal and written skills but also the ability to adapt communication styles based on individual client preferences. This personalised approach demonstrates a commitment to understanding the unique needs of each client.
Moreover, effective communication fosters trust between IT professionals and their clients. When clients feel heard, understood, and valued through open lines of communication, they are more likely to remain loyal and continue working with the IT professional or company in the long term.
To excel in client relationship management through effective communication skills, IT professionals should continuously refine their abilities by seeking feedback from clients and colleagues. Emphasising clear and transparent communication will ultimately contribute to higher levels of customer satisfaction, increased client retention rates, and overall business success in the IT industry.
In today’s technology-driven world, the ability to articulate technical concepts to non-technical stakeholders has become a crucial skill. As advancements in various fields continue to accelerate, it is essential for professionals to effectively communicate complex information in a way that is easily understandable and relatable to individuals without a technical background.
Translating complex concepts into layman’s terms requires the skill of bridging the gap between technical and non-technical stakeholders. This involves breaking down intricate ideas into simpler terms and using relatable analogies or real-world examples to convey the essence of the information.
By mastering this skill, professionals can ensure that they are able to effectively communicate their ideas, proposals, or project updates with individuals who may not have a deep understanding of the technical aspects involved. This ability not only improves collaboration and teamwork but also enhances decision-making processes by ensuring that all stakeholders are on the same page.
Furthermore, being able to communicate technical information effectively to non-technical audiences can also lead to increased opportunities for innovation and problem-solving. When everyone involved in a project or initiative understands the underlying concepts and goals, it becomes easier for diverse perspectives and ideas to be shared, leading to more comprehensive solutions.
In summary, the ability to articulate technical concepts in a way that resonates with non-technical stakeholders is an invaluable skill in today’s interconnected world. By bridging the gap between these two groups, professionals can foster better communication, collaboration, and ultimately drive successful outcomes for their projects or organizations.
In the technology industry, assessing candidates’ communication skills during the recruitment process for IT roles is of utmost importance. While technical expertise is crucial, the ability to effectively communicate and collaborate with team members and stakeholders is equally vital.
During interviews for tech positions, hiring managers should pay close attention to how candidates articulate their thoughts and ideas. Strong verbal communication skills are essential for explaining complex technical concepts in a clear and concise manner. Additionally, candidates who can actively listen and ask relevant questions demonstrate their ability to understand requirements and collaborate effectively.
Written communication skills are also critical in the technology industry. Candidates should be able to convey information through emails, documentation, and reports with clarity and precision. Attention to detail, grammar, and organisation are key factors that employers look for when evaluating written communication abilities.
Soft skills assessment plays a significant role in determining a candidate’s fit within a team. Effective collaboration, problem-solving abilities, adaptability, and empathy are all valuable traits that contribute to successful teamwork in IT roles.
By evaluating candidates’ communication skills alongside their technical proficiency during the recruitment process, hiring managers can ensure they select individuals who not only possess the necessary technical knowledge but also have the interpersonal skills required for effective collaboration in today’s technology-driven workplaces.
At Langley James, we understand the importance of recruiting the very best people for your team. That’s why our approach goes beyond surface-level information provided in a CV alone. And it’s why we focus on communication skills as part of our screening process.
Let’s discuss your specific IT recruitment requirements today. Reach us at 0207 099 4839 or via email at langleyjames@langleyjames.com.
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Technical tests are often used in IT recruitment. Technical testing can provide a far greater insight into how the potential employee will perform in your role. Interviewing on gut feeling is not right, and tests can assist in confirming or rejecting those “nice people” that are professional interviewees. Remember, most people have been an interviewee far more than an interviewer! But are your tests preventing you from securing great candidates?
Technical tests are a more practical way of interviewing a candidate. They are used in order to assess technical ability and knowledge required to be able to fulfil the role. Depending on the technical skills that are required for the role, technical testing methods will vary. Technical tests are a great idea to help your interview process. You can download a multitude of tests to suit your need. There are free ones and there are ones you can pay a fee for. It’s an industry all on its own and some people and companies are making a great living from it, so they must be worthwhile.
Not all questions administered to the candidate are aimed towards testing technical knowledge and ability. Often technical tests also test problem solving skills, personal skills, communication skills and even how their thought process is constructed.
You may already be testing IT candidates as part of your recruitment process. But are your tests right? What are you testing for? Don’t just test for testings sake! Make it a valuable part of your decision making.
The best technical tests in our experience are written by someone who knows the role you are recruiting. A person who understands all the necessary technical skills to be a success. But not only this, they will also be able to identify any transferable skills. By testing in this way, you may get a better chance to secure the best person for your role. Testing in this way can help identify those that will perform well at the role, even if they don’t have the tech skills that are on your list.
When using an ‘off-the-shelf’ technical test, you’ll find that some of the questions are not relevant to your role. Whilst they may be valid technical questions, not all will be suitable. This is the feedback we have had from candidates. And in some instances, the suitability of the technical test has even discouraged them from taking the role.
So in short make sure your technical test is relevant to the role you are recruiting, otherwise you may be losing out on some great candidates. However, it’s also important to ask the right questions in interview to help determine someone’s technical ability.
To be able to make a fair decision about the ability of the candidate to perform in the role, it is vital to ensure the questions you ask the candidate will reveal certain key attributes.
Our advice is to ask questions that will:
All in all, technical tests are a great method to use to interview a candidate. They can reveal a lot about the individual’s ability to undertake the role they have applied for. But as well as technical testing, be sure to get to know the candidate on a more personal level to ensure they will be a good fit for your company.
Another key point to remember is to make sure that your testing doesn’t cause delays to the interview process. In the current market it’s important to make sure your process can be quick to secure the best candidates. You may find our blog 3 Simple Ways to Speed Up Your Hiring Process an interesting read.
The interview process can be a stressful time for both the candidate and the interviewee. If you need help recruiting the best IT professionals, our expert consultants are on hand to help you at every step of the recruitment process. Call us on 0207 788 6600.
Should you recruit before Christmas? It’s a question, no doubt, on a lot of hiring managers’ minds right now. Do you wait until the New Year? Or do you go out to market now? Which is more likely to give you the best IT candidates?
You may think that candidates turn off in December. That they are focused on the festivities and waiting for the new year. new job bug. But is that right? Our consultants share their top 3 benefits of recruiting before Christmas.
Yes, believe it or not, there are more candidates available in December for IT roles that we’ve seen over the last few months. We are speaking to candidates every day who are keen to secure their dream IT job before Christmas. They want to start 2023 with a renewed sense of excitement and a chance to make their mark in a new role. Read our 4 Tips on Hiring the Right Employee in IT for more tips.
There’s a lot of excitement around Christmas this year after what the world has experienced over the last 18 months or so. And that can mean that whilst some companies are focused on Christmas Parties and festive celebrations, you can get ahead by continuing to recruit. Many companies press the pause button on hiring new employees over the Christmas period and postpone for the New Year. We take it they have little experience of the benefits of Christmas recruits! It can also mean that you don’t get caught into paying a higher salary than originally budgeted as candidates may not be in the process with as many companies. You can see the latest average salaries in our IT Salary Guides that we produce each month.
Waiting until January to recruit can mean that you are waiting until March for someone new to start! The first week of January isn’t the best time to be advertising a new job. It takes the nation a couple of weeks to get back into the pre-Christmas flow of things. That means that you’re not likely to be making offers until the end of January and with 1 month notice, this takes you to March. Why wait? By recruiting now, you can interview and offer before Christmas meaning your new starter can be with you before January is out.
We understand that you may be busy finishing off projects for the year, and recruitment may not be in your plans. However, we can do the hard work for you and find high calibre candidates ideal for your workplace. Share your IT vacancies with us and will find the very best candidates for you. We will supply a shortlist of exceptional candidates that are all ready for interview.
Christmas is the time of giving, and we are ready to help both candidates and clients with their IT recruitment needs!
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