Getting Your "In-House" In Order: Uncertain times presents much TA opportunity


March 18, 2020


We have already started to see the huge impact that the current Covid-19 pandemic is having on businesses and employment the world over.


Companies are putting open positions on hold and are making staffing cutbacks as they review commercial priorities.


The full economic impact is of course yet to be realized as uncertainty unfolds, however, projections are that what could ensue might be a financial crisis not experienced since pre-9/11.


A large number of product-led businesses especially are going to need to adapt their models in accordance with the environmental restrictions placed on consumers during these times.


But it’s not all doom and gloom! Morrisons have already reacted to the requirement for many to self-isolate by announcing that they intend on hiring 3,500 new employees to expand their home delivery service. They have also responded with plans to launch a call centre to enable orders to be taken over the phone.


David Potts, chief executive of Morrisons, said: “We expect the days, weeks and months ahead to be very testing and we are determined to do our bit”.


Indeed, small businesses are likely to be hit hard by under pressure cashflow as we have seen already in the hospitality, leisure and retail industries, due to government guidelines on the avoidance of mass gatherings. 


As business leaders start to navigate through these challenges, workforces around the world await their fate as the inevitable slow down to business kicks in.


An optimist finds opportunity in every difficulty as the saying goes, however, and hopefully more businesses are able to adapt as Morrisons have demonstrated to create employment opportunities where there otherwise weren’t any.


Whilst it is likely that recruitment decisions will be placed on hold until we reach the point where face to face meetings and interviews can take place again, internal recruitment functions can be using the current period as an opportunity to add value proactively in those areas that the often usual volume demand doesn’t allow time for.


So, despite hiring delays, TA teams should continue to do the front-end talent pipelining work up to the point of final interview via video conferencing as well as driving improvements in their overall TA offering to their businesses.


As we have seen, a lack of true investment in TA by many businesses is often the cause of a reactive hiring delivery. Not enough resources/capacity for internal recruiters to be able to proactively talent map or to lead value-add talent acquisition initiatives that will have a longer-term sustainable impact on a company’s bottom line.


Current circumstances provide great opportunity to get your “in-house” in order.


So, where do you begin? Let’s face it, there will be room for improvement in all Talent Acquisition offerings as we are all at different developmental stages. The starting point is acknowledging this.


Asking questions such as “Where are we now on our journey?”, “Where do we want to get to?”, “What’s the difference between good and great when it comes to TA?”.


Then it’s about being honest when reviewing where you are now as a function and what changes are necessary for sustained improvements.


Our in-house partnerships here at Rec-interim, have unsurfaced some common returning themes around internal recruitment delivery that often boil down to questions of capacity and capability. Time and again we see inefficiencies, reactivity, poor metrics, insufficient TA Tech tools and a lack of consistency in recruitment operations thereby increasing unnecessary risk.


By partnering with our clients’ we are often able to take that holistic neutral helicopter view of their recruitment output and suggest short-term tweaks for a longer term return on investment. With a much more in-depth view of their businesses challenges, economic drivers and what they value, we’re then able to develop integrated recruitment solutions (recruitment initiatives and a managed service etc.) that impacts the calibre of future talent they are able to attract whilst providing value to their bottom line in the process.


Our talent acquisition expertise and knowledge of the difference between good and great, provides our partners with a fresh perspective. Our clients start to see the risk to their respective businesses of continuing with the “same old” approach to their recruitment and talent acquisition. As part of our External Recruitment Reviews, we coach them out of their comfort zones into new ways of operating and best practice recruitment territory.   


So where are you in your in-house journey? Excited about the opportunity that these times gift you for getting your “in-house” in order?


Need some help?


For a free 30-minute consultation to discuss how Rec-interim can support your business to improve its recruitment offering contact 0161 302 2956 or email –



People Peeps like these


July 19, 2018 



The best HR peeps are ultimately business professionals first and foremost.

What makes the specialism challenging and complex is the old adage that “there’s nowt so queer as folk”.

People do indeed sometimes behave in unexpected ways at work which is where the human element comes into play. A good sense of humour and the ability to be a chameleon is often required.

What also makes the practise of HR challenging is the level of buy-in from business leaders and other senior stakeholders. Without this much effort can become very much an uphill battle.

Getting HR right therefore is very much an artform.

We’ve interviewed hundreds upon hundreds of HR folk over the years that have provided inspiration in how they tackle HR challenges and in their general ability to spin plates.

Beyond technical ability such as a solid employment law knowledge there exists common traits and experiences gained that propel HR careers and differentiate the great from the good.

So, in an increasingly agile business landscape and fast-paced economy what specific traits and experience are senior decision makers seeking from their People Function and HR Leaders?

Emotional Intelligence (EI) – Arguably the most important of all traits, distinguishing great HR peeps from the good or average. Demonstrable humour, approachability and humility.

Commerciality – Strategic Thinkers who can provide true business partnering and holistic viewpoints to the table and who can influence and challenge at all levels.

Broad Industry Exposure – Which provides welcomed insight to Business Leaders for innovation and different approaches to theirs and an organisations challenges.

Visibility – Closely tied to leadership and leading from the front, this characteristic of HR A-Players is all about being able to inspire, engage and building strong relationships on the shop floor and at all levels. Demonstrating positive energy, confidence and the ability to present. Back office functions should be a thing of the past!

Project-Management – A proven track record of delivering a wide-range of business (not just HR) projects is evidence of a HR expert who is likely to become a real asset for the bottom line.

Talent Acquisition – A sound knowledge of how to proactively attract and retain the best people to a business is more important than ever as is employer branding and the effective use of people analytics and an L & D function for driving performance.

The above non-exhaustive list hints at how delivering HR work well for a business is no walk in the park and how imperative it is that HR takes an inclusive seat at the board table.

To make that seat inclusive, however, it is HR’s responsibility to push back and to educate many Business Leaders over what value HR brings and what HR can deliver if fully invested in.

HR is an absolutely vital department for driving a healthy organisational culture and for business growth. HR peeps these days are required to be Marketeers as well as the eyes and ears.

By maintaining a development focus on the above areas great HR Pro’s will continue to stay ahead of the pack.



Something more...


July 18, 2018



When designing your new vacancy job profile within your people team you should pay keen attention to development and project opportunities.

Gone are the days when a simple reference to involvement with ad hoc HR projects in job adverts will suffice.

The specifics of those projects are what will attract and retain the best talent to your function.

Those business as usual duties are a given and what the most progressive HR peeps are seeking is not to be pigeon-holed by hierarchical titles, hence the increasing number choosing to go down the consultancy route.

Arguably by keeping People peeps “in their place” with outdated HR titles, not only is their personal development being thwarted but also their potential impact for your organisation and its people.

People Partner or HR Generalist goes along way, for example, in serving to move beyond confusing and non-reflective HR job titles.

The majority of People Peeps these days, like most workers, are seeking a challenge and exposure to key projects central to an organisations journey and growth.

Those HR Leaders that invest in their greatest asset, namely their HR team, and encourage them to develop and take on projects that will provide stretch will reap the rewards. 

The same being true for business leaders when considering how much autonomy they should bestow on their next Chief People Officers.

The best point for demonstrating commitment towards this investment is when role-profiling and drafting your adverts.

It has been well-documented that we no longer live in a job for life economy and that the average length of service is decreasing. Bearing this in mind, to attract the best people and to get the most out of them, the best strategy is to offer something more.

So the question is, how much are you willing to invest?




May 8, 2018



Without wanting to come across as telling you how to suck eggs, The HR Market have put together some non-exhaustive tips and “Do’s & Don’ts” to assist you with your hiring.

Do you already have the talent right under your nose?

When someone within your organization is considering a hire the first question that should be asked is, could an existing employee fulfil this position?

One of the biggest and most commonly cited reasons people leave companies is “lack of development”. Does a developmental / succession opportunity exist? Could an internal employee be interested who could be seconded over from another department? From our experience, far too often businesses hire over the opportunity to develop which often puts noses out of joint and leads to greater churn.

What skills do they need and what skills can be trained?

Taking the time to clearly define and scope out the role each time a new hire is signed off should be the next stage to #RECRUITBETTER

All too often hiring managers can be guilty of “Perfect Candidate Syndrome” rather than considering potential and development.

Decide who is taking the lead on the vacancy and make sure there is a real knowledge share and mapped out process agreed with SLA’s between a departmental hiring manager and the People Team.

Re-draft outdated job profiles and specifications or create new ones to include both the “must have” technical and soft skills competencies for the position. Creating scorecards for hiring managers & HR to use in bullet point fashion can be a great tool for ensuring focus and consistency.

Cast the net far and wide

To secure and attract the very best talent for your vacancy you need to cast your sourcing net as far and wide as possible.

Be proactive not reactive people! Advertising is not recruiting, it’s only part of recruiting and a very small part of it too! Why? Largely due to the fact that the best talent is rarely on job boards or applying to roles. They are often inactive and passive and take a much more targeted and proactive approach to reach.

When you do advertise however, think about what will attract job seekers about the role and to your business. Your wish list interests them very little. Why should they get excited about joining your company? What is in it for them?

Utilise your existing employees

Think about who you and your team know already. Then think about who your workforce might know. They can prove an invaluable resource if fully utilized effectively. If you don’t already have in place an employee referral scheme then it’s high time you designed and implemented one. The rewards and cost-savings can be huge!

Encourage a social media sharing culture on LinkedIn amongst staff for new vacancies posted by the company which multiplies your reach.

Likewise, fully utilise and effectively partner with your in-house marketing function to create great talent attraction content across all social media platforms. Vlogs involving staff and “behind the scenes” brand content massively drives engagement.

Partner exclusively

Choose your recruitment supplier very carefully after thorough research and then partner them exclusively.

If you do require the assistance of a recruitment agency then reap the benefits of an exclusive or retained arrangement.

Meet with them regularly (minimum bi-annually) for service reviews, provide them with thorough briefs and you will ultimately secure better talent, your vacancy will be prioritized, the candidate journey will be consistent thus protecting your brand and you will save yourself valuable time. 

Create a non-contractual and highly commercial PSL by relationship for agility that incorporates strict SLA’s and has one 1st and one 2nd tier supplier to cover each business area.

Make it snappy!

Subject to logistics and hiring manager availability, to increase control and reduce risk in the recruitment process, a recruitment drive should aim to be completed within 2 to 3 weeks tops.

Talent doesn’t hang around these days. People have options and indeed more options the longer a process takes.

The aim is to make the experience enjoyable and efficient for applicants. This goes for providing feedback to all candidates on the progress of their application and not just your chosen few.

Be thorough

Make sure that you introduce and include personality profiling and some form of performance-based assessment in the interview and selection process.

Ensure that the person vacating a position is not leading the process or first stage interviewing to avoid bias. Also, for reducing unconscious bias and encouraging diversity, remove all names, dates and educational establishment details from CV’s ahead of them being passed to an independent Shortlister. Create an interview pack and guide for managers within your business and roll out recruitment process and interview training for driving consistency.

Introduce telephone / skype pre-screening for all shortlisted applicants to better understand their general search requirements

and what stage they are at with it. Who might they know for a different role your organization is currently recruiting too? It’s all about the detail, reducing risk and increasing control in your processes.

If you always do what you’ve always done, you’ll always get what you’ve always got!

What we are referring to here is “pigeon-holing”, a trend that has unfortunately existed for years in recruitment within businesses. This is especially prevalent within HR recruitment surprisingly where a hiring manager expresses that they are looking to attract candidates from a preferred industry(s). You only need to research the background of People Team members of an organization on LinkedIn to see how open they really are in practice to encouraging applicants from different backgrounds.

Avoid low-balling!

The offer stage can either increase or massively dampen your future employees level of engagement.

Best and final offer first, always!

A base starting salary communicates how highly or otherwise your business values your prospective new employee. Low-balling to save on budgets or for other reasons can leave a bitter taste or still worse, can cause the whole hiring process to fall apart.  

Mind the gap!

The recruitment process doesn’t end with a verbal acceptance of offer or the returning of new starter documentation.

Communication needs to be on-point and engaging from initial sourcing right through a new starter induction and beyond the probationary period.

What many recruiters miss is the period between offer acceptance and start date when future employees feel most vulnerable and anxious. This is a vital period when hiring managers should be encouraging involvement and interaction with and of the new starter to help them feel a part of the company before they even begin their journey with the business.

Make the investment

Recruitment often boils down to a matter of time and resources.

Despite a number of businesses investing internally in the critical talent acquisition area, the majority of businesses still haven’t.

Effective talent acquisition is all about employer branding and an exceptional candidate/employee experience these days.

A lack of full-time investment and resource in talent acquisition expertise is risky business. It tells the outside world that your company doesn’t see or understand the true value of in-house recruitment expertise.

Measure and continually monitor

If you are not doing so already, make sure you analyse your team’s recruitment performance quarterly by creating KPI’s to work towards and to measure against.

Recruitment KPI’s can include average time to hire; direct versus agency hire percentages; retention rates of new hires; recruitment spend versus budget; secondments; employee referrals; reasons for vacancies, proactive versus reactive recruits; number of non-starters and new starter feedback of their candidate journey. 

Always be recruiting!

The reactive back-foot approach is to only recruit when a vacancy arises within your business areas.

Following on from the last point about making the critical talent acquisition investment, a lack of resource will result in reactive recruitment practice.

Rather, invest in at least one full-time internal Recruiter who can be talent pipelining, succession planning, cost-saving, providing feedback, offer management, nurturing key stakeholder relationships, on-boarding, engaging and branding. Just to name a few of the added-value activities that such a recruitment resource would enable.


HR Fraternity: HRMKT Meets...


February 19, 2018



This week we posed the following questions to Iain Williamson, a highly respected, senior level HR Practitioner...


3 words that best describe you?



& A freind


An interesting fact that people may not know about you?

Former Golf Champion  


Provide a sentence that best descrbes why you are good at your job.

Iain can always be relied upon to bring sensibleness to what seems like the most difficult of situations


Best piece of advice that you can give to somebody new into the field of ….

Watch, listen, learn and ask, then understand how best to do the job 


The career achievement that you are most proud of to-date?

Continuing my missionary work in England for so many years after leaving Glasgow!!!


Favourite aspect of your job?

Helping others 


The one essential item that you would take on a desert island?

Photograph of Mrs Williamson


Your favourite holidaying destination?

Anywhere abroad with a golf course 


5 celebrities, past or present, who you would invite to a dinner party?

Nelson Mandela

Martin Luther King

Jurgen Klopp

Peter Ustinov

and Ken Dodd


Thank you for contributing Iain!


The HR Fraternity: HRMKT Meets feature gives fellow HR, Training and Recruitment professionals, and the broader HR Community, a brief insight into one of your peers.


If you yourself would like to take part and feature in the HR Fraternity: HRMKT Meets series

then drop us a line to



HR Fraternity: HRMKT Meets...


February 16, 2018




The HR Fraternity: HRMKT Meets feature gives fellow HR, Training and Recruitment professionals, and the broader HR Community, a brief insight into one of your peers.


As part of the series HRMKT got to know the wonderful Gail Evans a wee bit better, one of the most passionate and progressive HR Professionals you could wish to meet! Happy Friday :)





We asked the following of her...


3 words that best describe you?





An interesting fact that people may not know about you?

I once knocked myself out when completing a triathlon, when I came round I still finished and didn’t come last :) 


I used to coach and captain a netball team 


Best piece of advice that you can give to somebody new into the field of ….

Always be curious, trust your instinct and keep on learning!!!! 


The career achievement that you are most proud of to-date?

Being asked to be one of the game changers in Perry Timms ‘Transformational HR’ book (only a small part played!)


Favourite aspect of your job?

Supporting people into leaders and developing skills that drives the business strategy within organisations to make a real difference to the bottom line

#powertothepeople #socialleadership 



Provide a sentence that best sums up why you are good at your job?



The one essential item that you would take on a desert island?

Bear grylls


Your favourite holidaying destination?

My hut that I visit in wales - no phone signal :) 


5 celebrities, past or present, who you would invite to a dinner party?

Emmeline Pankhurst

Richard Branson

Emma Watson

Professor Brian Cox

The Queen 


Thanks for sharing Gail!!!


If you yourself would like to take part and feature in the HR Fraternity: HRMKT Meets series

then drop us a line to



An Elephant Never Forgts...


January 24, 2018




Dumbo, son of Mrs Jumbo, is on the verge of welling up as he tells me of the horror candidate experience he recently endured.


Dumbo applied directly with a well-known large business for a Head of Department level role.


He met with 3 senior level people over two visits to the company and reached final interview stage conducted by one of the departmental Directors.


Following Dumbo's final interview with the business he waited expectantly for the outcome.

Despite being told that he should expect to hear within a matter of days, those days became over a week at which point he started to feel a little disengaged but still quietly hopeful that the decision would go his way.


More time passed until he became aware that unfortunately (or more accurately fortunately) the company had opted for another applicant.


How did he become aware? Because of a LinkedIn status update!


Are you having A GIRAFFE?!!!


To this date and weeks later Dumbo still hasn't heard a dicky bird from the organisation.

Jaw-dropped, I advised Dumbo that he had most certainly clearly had a lucky escape. To find out via social media in this fashion is a total disgrace.


Bad news travels fast, reputations matter and the personnel concerned clearly haven't got the faintest idea or care for employer branding. I advised Dumbo to contact the company's business owners to make them aware of the scenario otherwise such awful candidate journeys with their business may continue.


No or slow communication is always poor communication, end of.


I've absolutely no time for negativity, however, I felt Dumbo's story needed to be shared.

To jobseekers out there, a word of encouragement. Whilst the above example does still unfortunately happen, they are in the minority. With any given job search and disappointments along the way, the saying "it wasn't meant to be" really is often fitting.


Why? Because when you think about it there are so many variables to an opportunity falling right that it is not surprising that one's job search can often prove challenging.


The role has to be right.


The company has to be right.


The reward has to be right.


Your boss has to be right.


etc. etc. etc.


So my advice to you is hang tuff, take it easy on yourself, keep growing and learning in the process, keep putting your best foot forward and the right thing really will present itself. Wishing you the very best of luck with any and all of your applications.



A limiting ceiling of influence - #LeadersHour


December 6, 2017



This week we participated in our first HR online forum on Twitter on Monday night @_Future_Leaders #LeadersHour.


The above question had been posed which we stumbled across when online.


Our initial response was as follows:



It was really insightful to read some of the other responses from the HR & L&D Pro's and the quick fire nature of the forum was very freeflowing and engaging.


To our initial tweet @_Future_Leaders and the forum organiser, Rav Billan responded...




To which we replied...



From our experience networking and meeting with hundreds of HR & L&D Professionals over the years, one of the biggest items on a HR & L&D Professionals wish list is the level of buy-in and investment the senior stakeholder of a business is willing to make in respect to their HR & L&D function.


Accordingly, this needs to be ascertained and addressed by HR & L&D job seekers utlising  effective questioning teckhniques at interview. Glass half full or glass half empty? Make sure that your level of influence isn't hampered from the very get-go. Put yourself in the posiiton of being able to make an informed decision about how firmly a business and potential future employer places HR & L&D at the table. 



The hour passed in the blink of an eye. Time flies when you're having fun hey! To our pleasent surprise, later on in the evening we recived the following news that our tweet about a limiting ceiling of influence had won #supertweet of the session! The first time we had ever come across such a term! No Oscar or Golden Globe by any means but it was so nice to 1) take part and 2) feel valued for our input. A wonderful forum and one that we would highly recommend other HR & L&D Pro's to #getinvolvedin


#LeadersHour, Monday evenings at 8am.



Takeaways from the fabulous #cipdACE2017


November 8, 2017



A huge well done from HRMKT to all of the organisers and speakers at the 70th annual conference and happy anniversary!


This was my sixth time attending and it keeps getting better and better with each year that passes. I've been on a stand twice previously at the event, however, it's much more fun being an attendee, soaking up the atmosphere, mingling and taking in the knowledge.


Was great to see new and old faces (wonderful to bump in to you particularly Mr Richard Simms :) and it made me chuckle seeing these powerful leaders...




The whole set-up for attendees by way of breakout / refreshment / socialising areas was really conducive. The venue always takes me back to seeing James play there, supported by Radiohead, back in 1993 as a very wet behind the ears 14 year-old. Read the review here: In fact, as I took my seat for the 9:30 session in the Wellbeing and Engagement area, I thought to myself that I was probably sat pretty-much exactly where both Thom Yorke and Tim Booth were stood back then. Epic!


Impact delivered a brilliant session entitled "Difference and belonging: all together now". From the get-go they encouraged audience participation which instantly made you feel that sense of belonging and it was great to bounce off others, share ideas and experiences and to question assumptions. Takeaways from the session included: When we feel that we belong, we tend to give our best. Diversity and inclusion is all employees responsibiity, not just those primarily responsible for it within organisations. Allowing different people to form groups within companies will nudge the culture in the right direction in respect to diversity and inclusion.


The hall was full of energy and positivity and as I wondered over to the Future of Work area for "HR Evolution, so what's next?" by the Top Employers Institute, I had the pleasure of a hug from Monster!




Takeaways: JTI gave some great insights around their employee's ideas database and some other discussion points mentioned by the panel included onboarding and thinking "What other experiences can we give this new starter as an employer?". The idea of sideways moves for retaining top talent was also discussed, in other words, giving employees the choice to stay.


Monster's led session "How it pays to be 'passive-aggressive' in attracting top talent reinforced that 85% of talent is passive rather than actively job searching.

It was then time for a really fun and fast half hour session of Speed Networking whereby I became newly acquainted with a talented HR Professional, an entrepreneur and two lawyers :) Afterwards it was nice reminiscing with Laurie Parr of Integres Software Solutions about Brian Clough's Notts' Forrest sides!


Indeed ran a great session over at the Topic Taster area on "Attracting Transformational Talent", and the takeaways for me from it were: 5 key attributes of Transfornational Talent are: Problem-solving; Passion; Strategic-Thinking; Self-Direction and Drive.



Transformational talent is attained from both the effort and experience gained of the said individual. They have a bias towards action and thus a track record of essentially 'doing'. To identify Transformational Talent within your organisation you need to first define it. Collective research pointed to the conclusion that Transformational Talent is often 3/4 times more productive than the average employee.


Transformational talent have many options available to them and inspiration and sufficient challenge are their two primary motivators. When marketing a vacancy therefore it's key to focus on those two factors as well as the companies reputation, mission and the team environment to attract. When it comes to the Offer Stage it is key that you give the said applicant an all-round offer that means something to them and makes them feel valued.

Online application forms are most effective when they don't switch off an applicant by having no more than circa 10 question areas to complete. was cited as having a good online application form worth reviewing.


I caught the end of Professor Alexander Betts talking a lot of sense before taking in the "Contagious Conduct" session which was my last of the day. Takeaways: What negative behaviours are currently spreading through your organisation that need to be caught and dealt with? From a survey conducted, only 24% of people felt supported by their organisation in respect to learning new skills. Define your values, invest in your people and cultivate your environment.


So thank you again CIPD and till we meet again next year, much love. The future of HR appears very bright!



HR Hikes The Pike


Sept 7, 2017



Join us for hiking Scafell Pike, in the Lakes, the highest mountain in England, on Saturday 28th October to raise money for charity.


Our cause is tackling homelessness in Manchester, however, you might wish to raise money for a charity more personal to you or your businesses selected charity.


Each attendee of the hike will individually raise and donate to their chosen local charity.


Conservative estimates provided by a recent study conducted by Shelter were that homelessness across Greater Manchester had risen by 24 per cent in the past 12 months. It is also believed that close to 200 people are currently sleeping rough, however again, this figure is likely to be shy of the actual numbers.


As far as this charity event goes, and as mentioned on it's dedicated site (, "not only is hiking up Scafell Pike considered modestly challenging, it has invariably been described as exhilarating, beautiful and breathtaking". It measures 978 m (3,209 ft) high. The quickest way up to the summit of Scafell Pike is the Wasdale Head route and this is estimated to take around 2-3 hours.


We would love you to join us. Email if you would like to partake and put the date in your diary.


Please share news of this event with as many of your HR colleagues as possible to help support it. Thank you.






June 6, 2017



In a recent Channel 4 News interview following the 2017 terrorist attacks in London The Mayor, Sadiq Khan, expressed the requirement for collective responsibility to make our cities as safe as possible. He said that we all have a responsibility to stay vigilant for our collective safety in response to the threat of an attack.


I’m certainly a big fan of Mr Khan and think he’s a great role model for Leadership.


Listening to the words of The Mayor got me thinking about some recent literature I’d read about company culture and our collective responsibility as employees for its well-being.

Yes, we rely on Business Leaders to map and then to roll out a company’s values and culture, however, it remains every employees’ responsibility to nurture and live that culture in their daily dealings with colleagues. For a culture to truly flourish it requires all staff to take ownership for its future prosperity rather than blaming others. Doing so goes beyond the company’s value statements and involves generally looking out for one’s colleagues. It involves breaking out of one’s work bubble and interacting.


Sounds straight-forward right? In our fast-paced business lives sometimes this can be harder than it sounds to achieve, however, if we don’t invest our efforts in showing care for our colleagues then a very flat and stale company culture can result where people work in silos and ultimately people leave.


On a recent holiday with the wife when enjoying drinks in the hotel bar I noticed that a lady had been sat for a considerable period on her own. I mentioned her situation to the wife and as the time went on it appeared that she couldn’t be waiting for her party to arrive. Maybe she was a solo traveller we wondered.


Having travelled independently quite extensively when in my early twenties I know that there are times when even the most adventurous Phileas Fogg gets lonely and could do with some companionship. After several minutes, I convinced Jo my wife to pluck up the courage to go and invite the lady to join us. Despite this being quite out of character for Jo she made me very proud of her bravery for eventually doing so.


Once Sarah, the lady who had been sat on her own, joined us it became very apparent that she had been going through some very hard times of late. Not only had her husband recently decided to end their relationship but her Mother had taken ill with a brain tumour and the friend whom she had planned to meet up with mid-holiday had been unable to make it. Accordingly, we felt good for having made the gesture and the evening was full of pleasant natter.


As our night came to a close I asked the waiter for the bill. At this point Sarah, I assumed had maybe gone to the bathroom. When the waiter returned he informed me that Sarah had in fact paid the whole bill. As anyone who has been to Dubai will vouch, it is not a cheap place to consume alcohol so you can imagine her generosity and our surprise in her covering the cost.


Reflecting on the evening I said to my wife that I believe that what had probably spurred us to invite Sarah over in the first place was the whole standing together spirit that our fellow Mancunians had recently demonstrated following the Suicide Bombing. Anyway, whatever spurred us to reach out, the positive experience transformed our night. As the saying goes, “Everyone’s got a story to tell”.


Which takes me back to my original point that a company’s culture is every employees responsibility. On a very basic level this means doing more for colleagues and looking out for them as you go about your business. A company can have great values displayed on their office walls but fundamentally it is the spirit of their people that make a culture that others will want to be part of. It’s about creating a company culture of family.



Becoming Bettter Talent Magnets: A closer inspection of LinkedIn’s Top 25 Companies List 2017 and attracting future employees to your business


May 18, 2017



Isabelle Roughol, Senior Managing Editor, International at LinkedIn published a great article recently which provided much food for thought on the modern ingredients for what makes a company attractive to work for in the UK. LinkedIn proving invaluable as a resource as always based the list on billions of LinkedIn member actions centered on the volume of job applications, retention statistics and levels of engagement.


Brand wise the list of companies named was no surprise, however, upon a closer inspection of the findings, some common and perhaps predictable themes arose but also some less obvious ones.


What lessons can be learned from commercial giants such as Virgin, BT, Alphabet and Deloitte and how they deliver value to their people?


Common themes / areas being done particularly well by the 25 included: Diversity, CSR, Parental leave policies, Training & Development, embracing technology, flexible working, staff perks, working environments and innovation.


What struck me from the findings were the less obvious themes that smart businesses should take note of and incorporate into operations and their people strategies if they are to attract A-Players in today’s ultra-competitive marketplace.


As businesses, perhaps we can become better talent magnets by offering better:


Inclusion – A bottom up philosophy that encourages design ideas from the front line.

Consulting with internal customers over change that they get to shape and feel part of.


Collaboration - Providing new hires and existing staff the opportunity to shadow and positively contribute to other departments.


Stretch – It is becoming increasingly apparent that the modern workforce demands being part of big challenging exciting projects. If a company isn’t thinking big then they are unlikely to attract big talent.


There is a lot to be taken from the findings of the article for businesses to ponder over and to try and get right which is challenging. With so much choice and competition out there never has getting one’s retention strategies right been so critical for HR and Business leaders.



What is one of the best predictors of future performance?


April 10, 2017


Past performance is of course which is why here at HRMKT we performance base assess as well as encourage task assessments to be included at interview stage. We go beyond standard referencing for our customers. The CEO of a candidate we are currently representing recently scored them at 91% on both specialist and general employability skills and their comments read as follows:


“They demonstrated passion in performing their job and drove clear and honest communication to the staff which substantially increased the engagement level of employees. A 100% goal orientated person who takes a proactive approach in a business.

They excelled in leading on project work and change management and were always able to come up with creative yet implementable solutions to complex issues. 

They were instrumental in devising strategy and drove and supported the management team in not only devising the strategy but also making sure that the peers and teams delivered the required results.

My comments are only part of the value that they brought to the organisation.

Looking back, we should have paid them a higher salary for all the good that they did to increase the value of the business and the motivation of the staff. They will be of value to any new organisation where they work in the future. I would hire them again anytime.”


We only represent the cream of the crop A-Playing HR, Training and In-house Recruitment professionals here at The HR Market. Conducting a thorough and bespoke PBA on behalf of our customers is only one of many key differentiators with respect to our recruitment partnering methodology. If you wish to learn more about how we can ensure you get the best talent for your organisation as efficiently as possible and at the most competitive price then contact us today.



An invigorating day spent at the Northern Business Exhibition 2017

April 7, 2017




Thank you to Event City and the NBE2017 team for putting on such a fantastic exhibition.

We spent an invigorating day full of learning and meeting many very inspiring business folk.

Our day kickstarted with some networking before sitting in on a workshop by this top bloke:




Ben Kench of The Business Booster Ltd ( /  led an enlightening and uplifting session on establishing an emotional connection in business relationships. We left Ben’s workshop taking away his optimistic sentiment that given all the tools at one’s disposal, including social media, “there has never been a better time to grow a business”.

Without even the time to scratch an itch and we were in to another very interactive and enjoyable workshop around influencing in business hosted by Mark Fitzmaurice of Dale Carnegie Training. Many professionals will be aware of the late Dale Carnegie from his famous book: How to Win Friends and Influence People, a bestseller that remains popular today.

We then sat in on Gary King’s insightful Seminar entitled “The two blind spots when growing a business”. Gary is the Managing Director of Tendo, a company that helps businesses to grow and deliver their desired results.

At this point our plan was to have lunch, however, due to a technical delay Steven Bartlett’s talk hadn’t even begun and with all the buzz and anticipation surrounding Seminar Hall One we decided to forsake lunch and to stick around. The hall was bustling and you could feel the energy of the large crowd eager to hear Steven’s incredible story. Steven is at the forefront of social media and is the Founder of Social Chain. Read about Steven’s fascinating journey by copying and pasting the following URL into your browser: People were still queuing up over an hour after his talk for introductions and selfie’s. The biggest wow factor of the day for sure.





Royston Guest, author of Built to Grow and CEO of PTI Worldwide was next up sharing his formula for delivering accelerated, sustained and profitable growth.

Whilst floor-walking we stumbled across one Exhibitors innovative way of catching footfall at this year’s NBE:





Perhaps the most warming and admirable happening of our day came near the close of the event however. We had bumped in to the very personable team at Nigel Botterill’s Entrepreneur’s Circle’s stall ( earlier in the day whilst networking and were looking forward to their CEO, Nigel’s seminar. It transpired that due to transport issues only 15 minutes before he was due to take the stage it was communicated to Nigel’s team that he unfortunately couldn’t make it. Having not delivered the content previously Lisa Sargeant, Academy Sales & Marketing Manager at EC (left in the photo below) stepped in and did the whole team at EC proud. Great team playing displayed.





A thoroughly enjoyable and fruitful day and if you’re yet to experience the exhibition, I would highly recommend looking in to attending next years’ event.




Workforce Emotions - When the negatives start to outweigh the positives 


Apri 6, 2017




You can never please all of the people, all of the time.

As a business, it is not always logistically feasible to provide or satisfy all employee needs whether that be a request for more modern facilities or a promotion.

With the well-being and engagement of staff being given such recent media gaze, it begs the question: What triggers of employee emotions does your business prioritise?

For example, is the quality of your working environment high on your companies’ agenda? Where does that rank as compared well-being initiatives ensuring the health of your workforce?

What processes and systems do you have in place for measuring (temperature checking) individual staff member emotions?

How frequently is this undertaken?

Who is responsible for policing this?

Is there a call for a specialist role of this workforce temperature checking type to be central to your business? Whilst ER Specialists put manage the fires, perhaps, more so than ever before, there is a need for more Engagement People out in the field.

One of the key questions that any hiring manager covers off during a recruitment campaign is reasons for leaving.

There are often multiple reasons why an employee feels the time has come to move on. It’s often when the negatives of their work situation start to outweigh the positives.

A recent annual study conducted by an independent research firm concluded that UK businesses are dealing with an increase in staff turnover. The study was based on more than 200 interviews with HR Directors across the UK. The findings pointed to a discrepancy existing between the issues companies’ current retention strategies address and the reasons why employees decide to leave.

Boredom and frustrations with their current role or company (35%), poor work-life balance (31%) and stagnant career prospects (30%) were cited as being key reasons.

Many retention strategies fail to directly tackle the issue of workplace related boredom. Yet giving employees worthwhile and meaningful work has been shown to make them 3.2 times more happier at work.  

As Recruiters’ we explore this line of questioning daily to fully appreciate an applicants’ true motivations and requirements.

Recently, this made me want to explore the psychology and emotion behind the trigger points which led me into a bit of a brainstorming session.

As anyone who has ever man-managed before will no doubt concur, attempting to manage employee emotions in the workforce is a minefield.

As a Manager, sometimes employees will tell you only what they think you want to hear.

It all boils down to the strength and openness of the Manager / Employee relationship and fundamentally how much time the manager invests in understanding individual staff members. What are your team members’ values and motivations?

There exist some great online tools and questionnaires for exploring what matters most to individuals which, if you’re not utilising already, I’d highly recommend researching.





So, let’s take a closer look at the different (non-exhaustive) emotions we can experience at work starting with the emotion we all need to feel, “the big L”.

Here are the following factors I considered that might trigger love in us at work:

Loving your duties and responsibilities; loving that there is room for growth; loving being recognised; loving the key officers and leaders of the business; loving what the business delivers (its cause); loving what the company stands for (values); loving the company’s reputation and thus the kudos that comes with working for it; loving the company’s vision; loving the training you receive; loving the pay and benefits; loving the working environment; loving the fun culture; loving the company brand and its marketing; loving the autonomy one is granted; loving the mutual respect that exists and loving the additional ad hoc rewards outside of your salary.

Not everyone will rank the same level of importance on any of the above love requirements and, of course, some love requirements will motivate different people differently.

And what about loss? Heavy eh! However, loss is experienced often as an emotion in the workforce yet perhaps this isn’t explored to the extent it should be.

The factors that I considered might cause one of your employees to feel loss could include:

Loss of challenge; loss of a benefit you previously enjoyed; loss of a colleague who is no longer with the business; loss of an aspect of your role that is no more; the loss you feel after an exciting project comes to a close; the loss of freshness for what you are doing; the loss of a preferred working environment; the loss that learning, development or progression could fill, loss of good vibes (culture); loss of a preferred product, department, structure or system, loss of the ability to influence and the loss of a previous belief and feeling of engagement in and for the business.

So, what about our happiness at work and triggers of that state?

A new challenge; autonomy; learning; a promotion or change of role; lack of politics; the colleagues you are surrounded by; the amount of fun that you feel at work; achieving and experiencing progress; an open and honest company culture; the company’s success and your contribution to that; feeling adequately rewarded; a decent working environment; recognition; room for innovation and creativity; flexibility; variety; new projects and being able to make an impact.





Flip those contributors on their head and we start to feel very sad at work. Triggers can include:

Not feeling respected; the monotony of the job; the way you might be being performance managed, your boss; having no influence on change; certain colleagues; little room for fun; a lack of learning, development and progression; poor performance; missing out on an internal promotion; no sign of positive change; a lack of trust; the company regressing; not feeling rewarded; a poor working environment; little opportunity for creativity; lack of variety; lack of recognition, no flexibility; lack of autonomy and feeling over-burdened.

What makes us feel positive at work?

The people we are surrounded by; the working environment; an upbeat atmosphere where there exists lots of interaction; success; achievement and progress; learning; feeling valued; receiving regular feedback; there being opportunity for progression; being able to strike a work-life balance; looking after oneself health wise; belonging to a company that inspires you and maintaining a belief in what you’re doing.

We can sometimes, however, feel anxious and fear at work. Why might this be?

The unknown; news of change; feeling left out of decisions that affect us; experiencing a loss of confidence; a dip in performance; previous failure at a task; a big day ahead; being ill-prepared or the prospect of a large audience for some. A terrible environment to have to work in; some employees fearing their boss. Fear can arise by being overly micro-managed; being unsure of, or having unrealistic, performance expectations; being overly burdened; a closed culture; lack of open communication; there existing a grey cloud atmosphere in the office; the company’s instability; fear of making mistakes by being micro-managed or not being fully engaged in what you’re doing; a lack of support and feeling out of your depth.

Fear, anxiety. loss and sadness can also make one feel tired and there exist certain triggers.

Not striking a work-life balance; being uninspired by your work; having too high a workload and too many plates to spin; monotony of tasks; the same four walls; the same faces; little opportunity for interaction and lacking autonomy.

On occasion, we can be made to feel frustrated and angry at work which is never a pleasant situation to be in.

We can feel offended by what someone has said, done or both; by missing out on or being overlooked for a promotion; unsatisfactory sub-standard work conditions; stagnated development; poor communications; not feeling respected; a lack of camaraderie; the company going backwards; the monotony of tasks; change being overdue and feeling frustrated by your own poor performance.

At other times our negative emotions are replaced by excitement.

New challenges make us feel excited as do: promotions; an improved or new working environment; an unexpected yet pleasant change; new team mates; momentum in what you are working towards and being able to see the finish line in sight.

And lastly, what circumstances or triggers make us experience desire at work?

A new opportunity to pursue will, as does a positive change. A fun culture, atmosphere and environment makes us desire to be part of it. Positive reinforcement and feedback makes us desire to improve further. A clear mission and vision; incentives and rewards; feeling respected for the work we deliver; having a great support network around us including training; autonomy creates desire to do our best; company growth and innovation creates desire; the right level of challenge; achievable goals; new responsibilities and learning; parity in respect to pay; a great brand and the team spirit and feeling of community.

Clearly, there is a tremendous amount of emotion that every employee can be feeling at any one point of their journey with a business which makes this an extremely complex area. It shows how challenging a managers’ role and HR’s role is in keeping up and getting to root cause. Knowing what employees value, prioritise and what makes them tick is key. In an increasingly competitive jobs market where applicants have choices, the requirement to tick as many of the boxes, as an employer of choice, becomes ever more challenging and important for securing the best talent available out there.





"Candidates are our Kings and Queens"

March 31, 2017


During my first interview before becoming a rookie HR Recruiter many moons ago, I learned one of the most valuable and important recruitment lessons from a seasoned Pro who luckily for me then became my wonderful Manager and mentor.


The recruitment lesson taught and subsequently soaked up by this then, somewhat wet behind the ears very eager Trainee, was quite straightforward: “Make sure you properly service the interests of your candidates and be consultative”.


So, what does this mean? Well, my then Mentor went on to demonstrate what true consultation meant in a candidate screening interview which I shadowed in my first week. Towards the close of the candidate screening my mentor had picked up on the fact that the candidate in question came across as lacking a bit of confidence, despite her numerous achievements and clear capabilities. My mentor went on to communicate this in an extremely respectful and tactful way. The candidate really appreciated this honest and constructive feedback, opened up and said that the re-assurances that we had given her really helped her with her on-going search. In fact, she appreciated our approach so much that a few weeks later she asked us to fill the role that she was vacating which went on to become my first ever HR placement.


Within this small HR world of ours a recruitment relationship needs to be full circle, ongoing and must be open and honest at every turn. Unfortunately, we hear far too often from candidates we meet that school boy errors continue to be made by some within the industry regards post interview feedback being either sluggish or non-existent. To those who that applies, please stop giving the rest of us Recruitment professionals a bad name! It’s a basic courtesy.


Here at The HR Market we fully appreciate that embarking on a job search can be both a daunting and stressful journey. As a HR, Training or Recruitment professional you will be used to interviewing from the other side of the table more commonly. As part of our service we will consult, coach and support you throughout the process so that you feel confident and better prepared, thus giving you the best possible chance of success. Our aim is to make that journey as smooth and as enjoyable as possible for you. For us it is all about placing you into the right role with the right organisation that satisfies both cultural and career aspirations and that proves sustainable for all parties.


As an extension of our clients’ brand, the candidate journey is key which is why upon instruction we meet with all parties to provide full consultation and understanding so that expectations can be managed.

What anyone who has ever worked alongside me as a Recruiter will tell you is that you’ll be hard pushed to find a more thorough and proactive Consultant working on a candidates’ behalf in tirelessly taking them to market. The same level of service runs true of all our Consultants here at The HR Market. You can read more about this on our Values & Testimonials page.


To ensure long-term sustainability we believe that we need to understand you as a person, your motivations, aspirations and what's key for you in terms of your next career move and not just your achievements and work history. 


To also ensure long-term sustainability we believe in a follow-up post placement after care service at various touch-points to make sure that all our candidates and clients’ needs are met and that the placement is working out as hoped and anticipated.


At The HR Market, we place the best candidates into the best businesses and we truly appreciate that the talent that we represent is our greatest asset. After all, we only get paid by our clients once we have successfully placed you!


For us it is an on-going relationship as many of our valued candidates go on to become valued clients, and then, further down the line, valued candidates once more.


That is why “Our candidates are our Kings and Queens”.





“It takes two to make a thing go right!” 


March 30, 2017



It takes two parties for a recruitment partnership and drive to prove effective.


The Consultant and the Client.


There is a third key party of course, namely the successful applicant to a recruitment process, however, for making the article’s title work (and you going on to demonstrate the running dance in front of your boss) let us just focus on there being two!


So, as with all recruitment drives the process naturally starts with the vacancy.


Recommendation Number 1: Exclusivity of assignment. There exists a misconception amongst some in the industry that working with one recruitment agency only benefits the agency itself and that instructing more than one agency heightens competition and thus the likelihood of finding the best person for the job. This couldn’t be further from the truth. I’ve known of certain organisations instructing two, three, four and sometimes even more agencies for recruiting a role which leaves me utterly flabbergasted. Select your chosen agency wisely.


HR MKT Clients know that exclusivity of assignment benefits both parties, but most importantly, the outcome of the recruitment drive itself. The sourcing and screening process is more thorough as a direct result of their not existing a first to the buzzer race for candidates between agencies, and thus the calibre of applicants to interview is greatly increased. HR MKT Clients know that their vacancy is being given the full commitment and priority that it deserves rather than it being graded in accordance with the level of commitment the agency has been granted vis-à-vis other assignments that they may be working on at any given time. HR MKT Clients know that by working exclusively with us they are saving themselves a significant amount of time and thus resources by not having to brief more than one agency. Furthermore, HR MKT Clients know that by solely instructing us they are protecting their brand as the candidate journey and the information provided to them is consistent.


So, terms are agreed between the Client and Consultant and the ball starts rolling.


Recommendation Number 2: The Consultant and Client meet at the clients’ site (if they haven’t already previously done so) to ensure that the Consultant fully appreciates the cultural fit and gains sufficient knowledge of the organisation to effectively market the opportunity out to prospects.


HR MKT Clients invest in this part of the process as they appreciate the many benefits in doing so and that applicants expect this.


Recommendation Number 3: The Consultant obtaining a thorough brief from the Client and therefore a thorough understanding of the Clients need.


HR MKT Clients invest sufficient time in providing a thorough brief to HR Market Consultants so that there is detail, the right applicants are provided and that the selection criteria are fully understood. HR Market Consultants will not attempt to try and throw wet CV’s against the wall in the hope that one sticks! HR Market Consultants meet with all applicants face to face to ensure suitability as we appreciate that all candidates subsequently met with by our clients are a representation of our screening ability in line with the brief.


Recommendation Number 4: Where logistically possible the process should be kept ideally to within 2 weeks from instruction to Offer stage.


HR MKT Clients are aware that the risk of losing the very best candidates to competing opportunities in the marketplace is massively minimised by working to these timescales.


Recommendation Number 5: Trust us for Talent


HR MKT Clients have instructed our Consultants for a reason. They trust our expertise and screening processes in respect to delivery exceptional talent time after time. They therefore trust our judgement from us having met with all applicants that they will all be worth meeting with at interview for consideration. HR Market Clients know that our Consultants are not in the business of wasting our respective Clients time and that our sole aim is to give our Clients a headache of choice. A CV often only tells half the story. HR Market Clients generally see all applicants submitted to them because they are aware of the pitfalls of not seeing enough candidates and therefore not having enough Talent in the recruitment funnel. They see as many candidates as is logistically possible


Recommendation Number 6: Make sure that the interview is a 2-way street from a branding perspective. Over the years, I’ve heard some shocking stories of applicants just being talked at for the duration of an interview and not even in a way that gives the applicant a greater understanding of the organisation, it’s culture and the opportunity itself, thus leaving little time for candidate questions at the end. Interviews are as much, if not more so about engaging the applicant as they are about screening them. Even when the position being interviewed for is of a temporary nature. The reflection, impression and overall experience that the applicant walks away from the interview with is key. Key to their decision-making process versus other opportunities that they may have on the table and is also key for the brand. It is important that all interviewers are on the same page as to the format that the interview is to take and appropriate questioning.


HR MKT Clients truly engage applicants and invest sufficient time with them so that they leave singing the organisations praises back to us. They arm applicants with enough information to reach a decision and ultimately make their organisation stand out as a great place to work, over and above competing opportunities.


Recommendation Number 7: The Consultant takes thorough post interview feedback from all applicants including obtaining an update from them as to the stage they have reached with competing opportunities and schedules in a post interview de-brief with the Client.


HR MKT Clients fully appreciate the value of our Consultants feeding back to them after each interview. They appreciate the consultation they receive at this stage because it gives them greater insight for their decision-making process.


Recommendation Number 8: Making sure that there is at least one further stage to the selection process after the initial interview and including a performance based assessment element.


HR MKT Clients see strong candidates for at least one further interview stage as assessing them over two or more meetings provides for consistency. They also include a performance based assessment element as some applicants are stronger than others at interviewing which isn’t necessarily the closest indicator of how well they might go on to perform in a role.


Recommendation Number 9: Provide full details of the Offer to the Consultant.


HR MKT Clients know the value and importance of how the Offer is communicated and want to get it right first time. It’s all in the detail. They are naturally excited when we reach this stage, however, they appreciate that applicants may have competing Offers on the table and thus want to make their preferred applicant the best offer they can and to communicate the Offer in the best way possible. They therefore contact our Consultants with full details of the Offer including the full benefits which can be decisive. They don’t try and low ball the preferred applicant but rather go in with their best and final Offer that meets with what they consider to be the applicants true value. They also furnish our Consultants with full feedback as to why they would like their preferred applicant to join their organisation and team and the value that they believe they will bring. From the out-set this supports the engagement and onboarding process. HR MKT Clients also provide full constructive feedback in respective to unsuccessful applicants at this stage which enables HR MKT Consultants to manage expectations in a timely manner.


Recommendation Number 10: Upon verbal acceptance of Offer make sure that the Offer letter and Contract of Employment is sent out both electronically and in the post within 24 hours so that the successful applicant, and soon to be employee, can review it before handing their notice in.


HR MKT Clients adhere to the above where is logistically possible and they also arrange an informal meet and greet the team coffee morning with the successful applicant as part of their onboarding and further engagement prior to their start date.


There are many reasons why a recruitment drive can go wrong, however, in my experience, following the above process reduces risk, allows for more Client and Consultant control and highly increases the likelihood of it all going swimmingly well.


Which leads me to the conclusion and to the pertinent lyrics of MC Rob Base and DJ E-Z Rock, that in the world of recruitment:


“It takes two to make a thing go right

It takes two to make it outta sight

It takes two to make a thing go right

It takes two to make it outta sight

Hit it!”


The HR Market believes in a collaborative approach. We only work with our clients, recruitment partners and the organisations that we supply and support on an exclusive basis. We are not prepared to sacrifice on quality or put your brand, our brand and the recruitment drive in general at risk by doing otherwise. HR MKT Clients trust our expertise.


The HR Market “More thorough, more efficient, more value!”




You get handed some impressive business cards over the years, however … (The HR Market Official Launch)

March 16,2017


It will take something special to top the one I was handed today by the Lord Mayor of Manchester, Councillor Carl Austin-Behan.



We felt incredibly honoured to host the Lord Mayor of Manchester today who visited HR MKT HQ to support our launch.


He is a real credit to Manchester and what was so refreshing about meeting the Lord Mayor was how positive, on a level and extremely warm he was and how commercially insightful he was in gifting us some great words of wisdom. Taking advice from and listening to someone who has been there and done that is inspiring and demands respect. Especially when you are listening to the words of a man who has been awarded The Good Show for Bravery, The Royal Humane Society Bronze Award for rescuing a pilot from a burning aircraft.

A man of the people and for the people he most certainly is. The Lord Mayor’s back story is a fascinating one and we would encourage you to read more about it by clicking on the links below:


We gave The Lord Mayor a tour of our operations before further chewing the fat over some light refreshments.




As far as getting your best china out for the occasion is concerned, the HR MKT team certainly tried our best to put on a spread apt for such a VIP. Ours consisted of everything Mancunian (apart from the McVities chocolate digestives which are Scottish by origin yet we do have one of their large factories here in Manchester, tentative I know!) and included Manchester Tarts, Eccles Cakes, Vimto’s all-round and Uncle Joe’s Mint Balls (Did I just hear you say "Mint!"). We don’t do things by half measures here!


From speaking to The Lord Mayor, it just goes to show what a small world it is as it turns out that we share the same office location as where one of his business ventures was originally born. Well I never! ?


What a special day and what a special man! Our parting gift to The Lord Mayor was a modest yet well intended “I love Manchester” mug and a doggy bag to take away packed with the aforementioned Made in Manchester treats.


When the Lord Mayor’s time as Mayor lapses in May, Manchester will be hard pressed to find a better one, that’s for sure. 





"The HR Market Ltd: Zagging Whilst Others Zig" - Onrec Magazine News Feature

March 7, 2017

It’s extremely exciting times at The HR Market Ltd HQ. Five weeks into their operation Onrec caught up with their Director and Principal HR Recruiter, Ged Roberts, to get to know them a little better.

With their Head Office located in Ancoats, Central Manchester (often referred to as the world's first industrial suburb, birthplace of the Industrial revolution and recently voted the third trendiest district in Europe, per a Hip Neighbourhood Index, compiled by TravelSupermarket) The HR Market recruits in the HR & Development space at all levels and across all industry sectors. It employs an agile workforce offering solutions to customers throughout the UK.


“The HR Market is a real hub and additional resource for HR, Training and Recruitment people serving to bring the broader HR Community closer together.” Ged commented “We believe that our combined value proposition is a first for the industry. Recognizing that the recruitment landscape has changed significantly in recent years our approach is innovative, participatory and collaborative. By building effective business and recruitment relationships and carefully nurturing our company culture we aim to become the UK’s leading HR Recruitment agency and employer of choice by 2022.”.


Ged cut his teeth as a HR Recruiter and Managing Consultant at a Platinum awarded IIP and Sunday Times Top 100 company before recognizing a gap in the market for building a boutique recruitment business with a national reach.


“From a recruitment methodology perspective, every agency will claim to have its own magic source, however, our proactivity and commitment to continuous development and improvement will hopefully keep us ahead of the game, zagging whilst others zig. We wouldn’t have formed if we didn’t believe that we had something truly unique and different to offer the marketplace, especially considering current economic uncertainty” Ged commented.


The HR Market supports all their customers on a sole-agency exclusive basis and Ged spoke passionately about this area for the future health of the recruitment industry generally.


“There exists a misconception amongst some in the industry that working with one recruitment agency only benefits the agency itself and that instructing more than one agency heightens competition and thus the likelihood of finding the best person for the job. This couldn’t be further from the truth. I’ve known of certain organisations instructing two, three, four and sometimes even more agencies for recruiting a role which leaves me utterly flabbergasted. I wrote a LinkedIn article covering this topic recently entitled “It takes two to make a thing go right”.


Our clients on the other hand know that exclusivity of assignment benefits both parties, but most importantly, the outcome of the recruitment drive itself. The sourcing and screening process is more thorough as a direct result of their not existing a first to the buzzer race for candidates between agencies, and thus the calibre of applicants to interview is greatly increased. HR MKT clients know that their vacancy is being given the full commitment and priority that it deserves rather than it being graded in accordance with the level of commitment the agency has been granted vis-à-vis other assignments that they may be working on at any given time. HR Market clients know that by working exclusively with us they are saving themselves a significant amount of time and thus resources by not having to brief more than one agency. Furthermore, HR MKT clients know that by solely instructing us they are protecting their brand as the candidate journey and the information provided to them is consistent.


As someone who graduated in Philosophy many moons ago I still love my analogies. You don’t request quotes from 2 or 3 builders and then ask them all to start building your house for you on the proviso that only one of them will get paid. A builder wouldn’t enter in to such an arrangement so why on earth would an agency recruiter enter in to one. It’s all about careful selection when it comes to choosing which agency to support your business.”


Ged added with a smile on his face “I’m yet to lose our industry’s version of a beauty parade although, as you can see yourself, with this face I sure as hell should have. We have had to walk away from assignments kindly presented to us already because of our policy in this regards, however, we are fully committed to the quality of the service we deliver, to and on behalf of the customers we proudly represent so would never wish to put that in jeopardy. My apologies, rant over”.


We were also interested to know more about the bird used in The HR Market logo.


“When designing our logo, we were looking to incorporate something that would represent the primary service that we provide. I’ve always loved Seagulls and especially their sound, colour and shape. Urban seagulls can be seen swooping past our office windows as we are located right next to a canal. I think that that this together with my having previously worked in Liverpool city centre where they can be seen and heard too, triggered me to look in to them more on Wikipedia.


Seagulls are intelligent birds who are known for being extremely resourceful and great hunters. They are also known for their effective communication and for being inquisitive, versatile and loyal. All characteristics which we believe supports great recruitment.


We like to think of them now as our lucky mascot watching over us at our every turn. Well at least I do.”

And what about the journey so far?


“Its’s relatively early days, however, feedback from our valued customers has been extremely encouraging. We appreciate that the world of HR is a small one and that therefore, the recruitment relationships that we forge need to be cyclical and on-going. Our candidates are our Queens and Kings and we aim to provide opportunities for HR, Training and Recruitment Professionals that can truly transform their careers. At The HR Market, we place the best people into the best businesses and appreciate that human capital is the true driving force behind any organisation.


We pride ourselves in offering a tireless true business partnering approach whilst maintaining a focus on return on investment, time to hire, the cultural fit and the sustainability of all placements”.


In closing our meeting, we asked Ged what he feels sets The HR Market apart?


“The fact that we are a resource hub works fantastically for candidate attraction. We are more than just a recruitment agency and our added value services rewards loyal custom and serves to provide an additional resource to the wider HR, Training and Recruitment community. Marketing and technological advances are key cogs determining business growth more so now than ever before. We intend to be at the forefront of such advances from a HR recruitment perspective, in how we operate, whilst maintaining a relationship focus at the heart of all that we do”.


From an ethical standpoint, as part of it’s CSR policy The HR Market donates 5% of all placement profits to charitable organisations as selected by the clients they support on each assignment.



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