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Create a candidate pipeline to reduce your recruitment costs September, 2021 Candidate pipelining is both a quick and long term fix for companies wanting to reduce their hiring costs while improving the speed of their processes and the quality of candidate they attract. And yet only a handful of companies do it systematically. What is talent pipelining Talent pipelining is identifying and nurturing candidates you may to hire in the future. By building and maintaining relationships with these individuals you increase your chances of hiring them, reduce the time it takes to fill positions and are often able to attract them to work for you more cost effectively. Pipelining candidates is particularly valuable for roles: you recruit for frequently; you cannot afford to stay vacant for any period of time; or where candidates with relevant skills and experience are scarce (unicorns, as we refer to them). How does it work In the simplest terms, pipelining is a three stage process: talent identification; engagement; and relationship management. At its best it is done proactively but even reactively it can be hugely beneficial. A basic (but effective) approach to reactive candidate pipelining Reactive talent pipelining involves nurturing good candidates who apply to your company but who you don't hire because a) you don't have an appropriate role; b) they take a role elsewhere; or c) they turn out not to be your preferred candidate for the role you were recruiting for. Here's a basic approach that will develop a solid candidate pipeline Ensure every candidate who applies is added to your database with notes that will help filter them appropriately; Acknowledge every application - even if the candidate isn't suitable they will probably know people who are and if their experience is bad they may well tell others, damaging your employer brand. Give detailed feedback to every candidate who gets an interview - these candidates have invested time applying, preparing for interview and attending. Failing to provide feedback about the strengths and weaknesses of their application will leave a bitter taste. Identify candidates to nurture - too many companies have only two categories of candidate: those they hire and those they forget about. At a minimum add in a third category of "candidates to nurture" (this is your pipeline) and ask them if you can stay in touch. Create a candidate pipeline programme - the more effort you put in to nurturing your pipeline the better the results will be. The best companies tier candidates by their likely future importance and tailor their approach to maintaining contact accordingly. For example, tier 1 may be allocated a "candidate manager" who touch bases with them every few months, tier 2 simply get a quarterly or monthly mailshot updating them about company progress (nothing confidential obviously) etc. Proactive pipelining is about identifying and nurturing the best talent in the market, not simply those who approach you. It involves scoping the market and then engaging with the most desirable candidates before nurturing the relationships as appropriate. It is time consuming and the way you engage prospective targets is critical to success, however the quality of candidate you are likely to attract will improve, as will the speed with which you fill roles and the cost of attracting these candidates will likely reduce. Some more details about how we approach it when clients engage us on a project can be found here: Whether done reactively or proactively, talent pipelining requires a time investment up front but it is one that, if applied with discipline, leads to better hiring in terms of quality and speed and can save you money. If you would like further details about any of the trends or would like to speak with us about how we can support you then please email me: or call . About the author: Adam has over 20 years' experience recruiting procurement and commercial professionals across the construction sector. When it comes to shaping your career, there are two broad paths you can follow: a planned approach and an organic approach. Neither is right nor wrong, rather each suits The shortage of procurement and commercial candidates in the construction sector has been driving up salaries since COVID. Our salary survey guides show that each of the last three years, AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

The Hidden Costs of Recruitment Processes July, 2024 When thinking about hiring costs, many HR teams and hiring managers think of the advertising cost, recruiter fees and on boarding. Some even think about the savings resulting from leaving a position vacant for a period. However, when we consider the recruitment process as a whole and the implications of drawn out, failed or aborted processes, the elements listed above are the tip of the iceberg. Here are some of the hidden costs that companies should keep in mind when thinking about recruitment: Second choice candidates - Good candidates don't stay on the market for long and generally favour decisive employers, so a slow or disorganised recruitment process increases the likelihood that the better/best candidate(s) will be hired by a competitor before you are in a position to make an offer. Of course, you may end up with someone good (enough) but on balance it is unlikely they will deliver the value that your preferred candidate would have. Project delays - A competent candidate not being hired and onboarded to schedule can result in significant costs to the business. For example, a delay in a construction project as a result of the right materials not being available at the right time to the correct specification could easily dwarf any recruitment costs for the role that should have avoided that problem. Increased churn - Delays in hiring can result in greater workloads or stress for other members of the team, which in turn leads to employees who were previously content in their roles becoming active candidates. In such circumstances, one vacant position can quickly become two or three. And of course, each one of those recruitment processes (or counter-offers) carries its own costs. Wasted time - There is a time cost to reviewing CVs, preparing for interviews, interviewing, providing feedback etc. How much time varies significantly from role to role but I estimate clients average 2-3 hours on each candidate that makes it to first round interview, and 6 hours for every candidate that makes it to second round. For an aborted recruitment process that could easily mean 3-4 days' of time wasted. Reputational damage - Procurement and commercial functions for construction are relatively small niches. Poor recruitment processes can damage an employer's reputation, making it harder and more expensive to attract good candidates in the future. Of course, irrespective of how good your recruitment may be, some processes will inevitably be less smooth than you would like. However, my observations over the last twenty years leave me in no doubt that companies that recognise the hidden costs of recruitment are more likely to: Offer realistic budgets for hiring candidates of the calibre they want; Put in place a timeline for the recruitment process (having consulted with the relevant internal stakeholders); and Stick to that timeline. The result is they secure their preferred hires more regularly and often for less money than their competitors. They also enjoy lower staff further churn reducing their costs and given their teams are more stable, the innate knowledge that builds up then makes them more efficient. So, my advice if you want to reduce your recruitment costs: Educate everyone involved about the hidden costs of recruitment; Consult anyone who can veto the hire on the final brief and the recruitment timeline before setting it in stone; Ensure that budget is ringfenced for the hire and that diary slots are booked in everybody's calendars for CV reviews, interview prep, interviewing and interview feedback; and Communicate regularly with everyone involved to remind them of the timeline. About the author: Adam has over 20 years' experience recruiting procurement and commercial professionals across the construction sector. When it comes to shaping your career, there are two broad paths you can follow: a planned approach and an organic approach. Neither is right nor wrong, rather each suits The shortage of procurement and commercial candidates in the construction sector has been driving up salaries since COVID. Our salary survey guides show that each of the last three years, AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

Why the imperfect art of evaluating recruitment success is nonetheless critical September, 2022 The challenge of finding good staff has consistently been a 'top three issue' for pretty much every CEO in the construction sector for the last 20 years or more. Unsurprisingly management and HR teams are constantly wondering whether they can and should be recruiting better. But what does 'better' mean? How can recruitment success be evaluated? What are the pros and cons of different metrics? And given the shortcomings of recruitment evaluation is it even worth doing? (The answer is 'yes' and I will explain why at the end of this article) What does 'better recruitment' mean? 'Better recruitment' will mean different things to different companies - some will want to reduce cost, others will want vacancies filled faster and others will want to attract 'better' candidates (an even more subjective concept). Whatever the company's recruitment objectives, the first steps to improving performance are 1) to agree targets, 2) to determine metrics to enable you to measure against those targets, and then 3) to understand current levels of performance. How is recruitment success measured? Metrics used to measure recruitment success can generally be divided into three categories: cost, efficiency and quality. However, simply measuring one aspect of recruitment performance is likely to be counter-productive and companies will typically build a dashboard of metrics covering all three areas. Sadly, there is no one size fits all answer to measuring recruitment. Not only will the most appropriate metrics to use vary depending on the role, but what may constitute a good score or ratio for one role may be quite different to the next depending on seniority, function, location etc. In other words evaluating recruitment isn't a science that should dictate recruitment strategy. Instead, a considered dashboard of metrics applied to the right roles and then analysed with judgement, typically delivers the best results. Cost 'Cost per hire' is probably the easiest and most common way to evaluate recruitment. The metric can be as simple as simply identifying all financial costs (recruiter fees, advertising fees, applicant tracking software costs, psychometric testing costs, referral checks, vetting costs etc) and dividing that by the total number of hires for the same period. Most companies will also attribute a cost to the internal time spent on the recruitment process as well as adding in training and onboarding cost to get a more accurate figure of the true cost. At an organisational level, and especially for small to mid-size companies, cost per hire can feel like a blunt tool due to the number of variables involved and the likelihood of a single role distorting the wider picture. However, using 'cost per hire' in a more targeted manner can be very informative, for example calculating cost per hire for graduate intakes can be helpful as you will be comparing like for like, year on year and very often there will be specific costs attributable to the graduate intake programme such as university careers fairs. The most important aspects of using 'cost per hire' are consistently including/excluding the same costs, and then comparing like for like, for example counting, or not, contractors as hires. There are various metrics that can be used to assess the efficiency of hiring processes. For example, ratios of 'applications to interview' (number of applications % number of interviews), 'interviews to hire' (number of candidates a hiring manager needs to interview to make a hire) and 'offer to acceptance' (percentage of candidates who accept a formal offer) all help build up a picture of how efficient and effective the recruitment process is. Typically, so long as the candidate quality at the end of the process is high the company should be looking to minimise the 'offer to acceptance' and 'interviews to hire ratios'. Ideally the 'applications to interview' ratio should also be low, however it may be necessary to increase it if the quality of the candidates is low. One interesting exercise is to identify where candidates drop out of the process. Starting with the 'application drop-off rate' (used to compare the number of candidates that complete the application form compared to the number who start the process) identify pinch-points in the process through to offer acceptance or even candidates starting to understand where candidates decide to leave the process. Counter intuitive as it might seem so long as the quality of the candidates making it to interview is high then a 'high application drop-off rate' is often good as less time is spent filtering applications to decide who to interview. As the process progresses however, the company should be aware of the number of candidates that it deems suitable who drop out of their own accord, for example because they have accepted an offer elsewhere, as this may indicate bottlenecks in the recruitment process. 'Time to hire' is another useful ratio but again can be calculated in different ways. Most employers calculate it as days from the moment the job is advertised but the end date may be when an offer is made, accepted or the person starts. From the candidate's perspective what matters is the time between submitting their application and the offer or start date. Either way the longer companies draw-out application and interview processes, the fewer strong candidates are likely to remain available by the end of the process resulting in lost talent, wasted time and, in all likelihood, a weaker applicant being appointed. Quality of hire Quality of hire is in many ways the Holy Grail for recruitment evaluation - most companies would happily swallow a 10% increase in recruitment costs if all their hires were as good as the top 25% of employees. But how can you measure quality? Performance reviews: while measuring 'quality of hire' through performance reviews would seem an easy and obvious solution it is highly subjective. For example, some managers are much harder to please than others so will consistently score recruitment success lower. Hiring manager satisfaction suffers from the same subjectivity. Furthermore, it typically takes 3+ years before employees are fully embedded into a company and know the systems, processes and people well enough to achieve their full potential. Ranking scores for employees: asking colleagues to score one another can smooth over some of the subjectivity that come from performance reviews, however it can also be a measure of popularity rather than effectiveness. For example, a candidate who is brought in to implement a restructuring programme may be very effective but not score highly. Length of tenure: assessing how long an employee stays with the company can also provide an insight into whether or not they were a good hire. Certainly, the money spent on an employee who stays with the company for ten years is going to appear a better investment than one who stays less than twelve months. However, not only can this metric only be calculated retrospectively but length of tenure may be the result of the employee value proposition more than the result of the recruitment process or the result of the candidate being unable to find a job elsewhere. Even if a company successfully measures quality of hire, it is then hard to untangle what makes those hires stand out and replicate the success a recruiter's skills of persuasion? identification of a specific talent pool? the thought hiring managers put into their interviews? speed or professionalism of the hiring process? Specific training or experience the candidate had? The answer is likely to be an indecipherable combination of factors. What is the point in evaluating recruitment success? There is no magic bullet that will drive 'better' recruitment but by measuring what we perceive to be key steps through the recruitment process, companies are at least able to compare performance either historically or against expectations and to adjust, refine and replicate processes appropriately. Furthermore, using the right metrics will make sure that the hidden costs of recruitment don't get forgotten or brushed over. In short evaluating recruitment success is crucial not only to having confidence in how well the function is performing but also to setting budgets and strategy. If you would like further details about any of the trends or would like to speak with us about how we can support you then please email me: or call . About the author: Adam has over 20 years' experience recruiting procurement and commercial professionals across the construction sector. When it comes to shaping your career, there are two broad paths you can follow: a planned approach and an organic approach. Neither is right nor wrong, rather each suits The shortage of procurement and commercial candidates in the construction sector has been driving up salaries since COVID. Our salary survey guides show that each of the last three years, If you are human, leave this field blank. 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What's happening to recruitment as lockdown eases; what it means for you; and what you should do about it. May, 2021 As confidence in the UK's path out of lockdown increases both the number of candidates looking for a new role and the number of roles available are picking up. My blog last month " Five resourcing trends for 2021 " highlighted that the economic uncertainty and broader challenges of the pandemic had a) caused employers to delay hiring for roles; and b) resulted in candidates choosing the security of their existing jobs rather than risk a leap into the unknown. Consequently in all our sectors there is a bottleneck of roles and candidates. How quickly bottlenecks in each sector will ease depends on the speed with which confidence returns but even as the market becomes busier there will remain an oversupply of candidates relative to the number of roles available for a period. This doesn't mean employers can afford to be complacent though. Stronger candidates will continue to receive multiple offers so addressing retention issues and running efficient recruitment processes will remain important when looking to build strong teams. Here are the actions candidates and clients should address as a priority in the current market. Advice to candidates Whether you are actively looking for a role or simply considering your options: 1. Review your USPs - the job market is going to be competitive for the foreseeable future so think about how your skills, attributes and, above all, achievements help you to stand apart from others. There will likely be a lot of good candidates looking for roles so make sure you can explain clearly and concisely what you offer your next employer. 2. Update & tailor your CV - tailoring your CV for each and every role you apply for dramatically increases your chances of success. This needn't be time consuming - maintain a master CV that details your complete career history together with all your skills and achievements and then it is a quick job to tailor it for each application. When writing your CV consider that once an employer or recruitment consultant opens your CV the first twenty seconds are critical to securing their interest. As such your CV needs to be well structured, easy to read and with plenty of white space. A "less is more" approach often helps the most important information stand out. 3. Update your LinkedIn profile - the most important reason to update your LinkedIn profile is that it is the first place many in-house and consultancy recruiters search in order to find prospective employees - sometimes even before they search their in-house database of candidates! The filters LinkedIn allows recruiters to search on are comprehensive and the more complete your profile, the more likely you are to rank high in searches. Complete all those auto-populating fields about your skills, sectors etc and work on the headline and summary (in the "About" section) of your profile as these will help you stand out from other candidates when recruiters are skimming dozens of profiles. The other thing to keep in mind is that prospective employers may use your LinkedIn profile as part of their vetting process - for example, they may cross reference your profile with your CV to identify discrepancies; or use it to find mutual acquaintances who they can then contact for unofficial references. 4. Reconnect with your trusted recruiters - the job market has changed significantly over the last 18 months with both the volume of roles and salaries being affected. Rather than plunging head long into applications speak with two or three recruiters who can advise you on salaries, let you know who is hiring, review your CV to maximise your chances of getting interviews and help you pick out your strengths relative to other candidates. Advice to Employers Employee management has taken a back seat over the past 24 months asmanagement teams have been firefighting challenges including COVID and Brexit. Many employees will have itchy feet after a tough 18 months so now is the time to review recruitment and retention strategies. 1. Conduct a team review - to minimise the risk of losing good people review your existing team and their needs now and find ways to keep them motivated and committed. Assess who would benefit from some professional development and who merits a promotion or salary realignment and hopefully you will both keep key team members and notice an improvement in energy levels and productivity. 2. Review your employer value proposition (EVP) - your EVP is the reason people choose to work for you not your competitors a combination of salary and benefits, professional development, team culture, job satisfaction and much more. It is equally important to retention and to recruitment. While every company's EVP is unique, existing and prospective employees will instinctively benchmark yours against your competitors. Ask interviewees what they like and dislike about different companies they are considering and, if any of your staff resign, get their feelings about your EVP compared with that of their new employer and any other firms they interviewed at. 3. Reconnect with your trusted recruiters - as well as movement in salary bands, the last 12 months have driven unprecedented changes in working patterns, employee expectations and EVPs. Reputable recruiters will be looking across the industry so should be in a position to help you benchmark your offering and salary bands as well as helping you find good people as efficiently as possible. If you would like further details about any of the trends or would like to speak with us about how we can support you then please email me: or call . About the author: Adam has over 20 years' experience recruiting procurement and commercial professionals across the construction sector. When it comes to shaping your career, there are two broad paths you can follow: a planned approach and an organic approach. Neither is right nor wrong, rather each suits The shortage of procurement and commercial candidates in the construction sector has been driving up salaries since COVID. Our salary survey guides show that each of the last three years, AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

Manual Assembly Operative Salary: £13.11 per hour Hours: 07 00, Monday - Friday Your role: A fantastic opportunity has arisen for a Manual Assembly Operative to join our Manufacturing team at our Melbourne, York site. This role will be responsible for safely and accurately manufacturing pallets/wood products using the tools and equipment provided click apply for full job details

AR Resourcing's 2024 Salary Survey - Salaries, Benefits and Trends February, 2024 We have just finalised our salary survey of 326 assistant buyers; buyers; senior buyers; procurement managers; supply chain managers; senior procurement / supply chain managers; and Heads of Procurement / Supply Chain within the construction, infrastructure, house building or building services sectors in the UK and some of the trends make for an interesting read. Respondents' future plans and primary motivations The percentage of candidates actively looking for a new role has increased 7% since last year to 27%, however their priorities are shifting. Responding to this January's survey, 83% of candidates identified 'commute, travel and flexible working' as a top 3 factor when considering a move. This is up from 72% in our January 2023 survey and means that it has leapfrogged basic salary (81% in 2024 up from 79% in 2023) to become the most commonly cited factor. The apparent increase in importance of work-life balance is likely to rub up against one of the survey's other key year-on-year shifts i.e. employers pushing to get staff back into the office and on-site after many employees became accustomed to (and redesigned their daily patterns around) working from home during COVID. While according to our January 2023 survey 23% of respondents had fewer than two days per week working from home, this year that figure has almost doubled to 41%! Or to put it another way, in our 2023 survey the average number of days employees had working from home was 2.22 and this year that has dropped to 1.91. Although the shift back to the office suggests that organisations feel that remote working was having a negative impact on productivity, a lack of flexible working options may have a detrimental impact on the ability of employers to attract and retain the best talent. Secondary factors influencing moves However, there are indications that the market doesn't favour candidates as strongly as it has in recent years, meaning employers won't need to be as accommodating as they once were. With 40% of candidates citing job security as a top three consideration for their next move (up from 38% twelve months ago), it is reasonable to infer that there is a degree of angst about the prospect of redundancies in the short to medium term across the industry. Combine the prospect of a reduction in opportunities with increasing numbers of candidates looking to move in the year ahead and the employers' position strengthens somewhat compared with much of the last ten years. Fears for job security are not however causing candidates to batten down the hatches as can be the case in times of economic upheaval, and 'career progression and training' was one of the top three factors 34% respondents said they would prioritise when considering a move, suggesting that they continue to feel there are opportunities for development out there. Of course, in any salary survey it isn't possible to give a detailed analysis tailored to every candidate's or employer's situation. The dynamics are across the industry and for different roles vary enormously, so it is worth speaking with us to get a more nuanced understanding of your specific situation. Salaries and remuneration Irrespective of whether or not we are moving towards a more employer-led market, the continuing rise in salaries indicates that retention remains a priority for most companies. Almost three quarters (73%) of respondents received a pay rise in 2023, up from 66% in 2022. While the average rise may have been smaller this year (5.3% in the 2024 survey v 6% in 2023) it exceeded the Office for National Statistics' reported cost of living increase by 1.1%, whereas in 2023 with inflation at 11.1% employees would have been on average worse off. Remuneration is not all about basic salary however and benefits such as bonus and company car/ car allowance make a significant impact to overall packages at all levels. At assistant buyer level 44% of candidates enjoy a car or a car allowance on average worth 18% of average basic salary. At Supply Chain Manager and Senior Procurement / Supply Chain Manager level, 94% receive either a car or car allowance with an average value of between 7.5 and 9% of salary. Bonuses can add a further significant contribution to total salary package. Almost a third of Heads of Procurement/Supply Chain received a performance bonus last year, with the payout averaging 20% of basic. Although at more junior levels the percentage of employees entitled to performance bonuses may be lower, e.g. only 15% of buyers receive a performance bonus, discretionary bonuses are common and not included in our survey. Conclusion So what does, all this mean for candidates and employers? The negotiating positions of employer and employee are more balanced than they have been in some time. And although there is a slight skittishness to the market, there are plenty of candidates willing to move, especially if employers are able to find working patterns that flex around candidates' needs. About the author: Adam has over 20 years' experience recruiting procurement and commercial professionals across the construction sector. When it comes to shaping your career, there are two broad paths you can follow: a planned approach and an organic approach. Neither is right nor wrong, rather each suits The shortage of procurement and commercial candidates in the construction sector has been driving up salaries since COVID. Our salary survey guides show that each of the last three years, AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

We're seeking a Payroll Manager to join a payroll team in York on a permanent basis. A salary of circa £35,000 to £45,000 is available for the right individual, with some hybrid working (circa 3-4 days working from home). This role will likely be 5 days a week, with some flexibility to suit the individual and business needs. This role also comes with a generous benefits package including 33 days holiday (including bank holidays, and with the option to buy and sell), enhanced pension scheme, health care cash plan and further. As Payroll Manager, you'll play a key role in ensuring accurate and timely payroll processes, working closely with the team to support the business with essential finance tasks. Your key responsibilities will include: Manage the payroll services for the business, ensuring employees are paid accurately and on time. Ensure all new legislation and government requirements are met, including reporting requirements and Holiday Pay calculation changes. Oversee HMRC Payroll related queries including P60, P11D's and PSA agreements. Assisting with other ad hoc finance tasks as needed. To be successful in this Payroll Manager role, you will ideally have: Experience in Payroll Officer, Payroll Manager or a similar payroll role. Strong attention to detail and accuracy. CIPP qualification or qualified by experience. Familiarity with payroll systems and good working knowledge of Microsoft Excel. A proactive and positive attitude with the ability to work independently. Excellent communication and organisational skills. We would be keen to speak with individuals who are currently in a Payroll Officer or Payroll Manager role or a Payroll Team Leader or Payroll Supervisor, with some leadership experience. Based in York, this role is commutable from Malton, York, Leeds, Hull and surrounding areas, with parking available on-site, as well as good public transport routes. If you're ready to make an impact and keep things running smoothly, we'd love to hear from you! Apply now or contact us for more details about this Payroll Manager role.

PQ Lead - UK, York - 9 Month Contract Our client, aglobal CDMO in pharmaceutical manufacturing, is recruiting for aPQ Lead to join their new and exciting large-scale CAPEX investment programme. With a mission to provide process development and cGMP production in cell culture, microbial fermentation, and gene therapies, this is an outstanding opportunity make a genuine contribution to the biopharmac click apply for full job details

The main objective of the Business Development Executivewill be to generate new business via our existing customer network and by way of introduction to new/prospective customers. The successful candidate should be able to confidently introduce our products and services and be capable of building good rapport with customers/prospects click apply for full job details

As one of our Chefs in Schoen Clinic York, you will provide a catering service to the patients, service users and staff at York. You will deliver the therapeutic menu designed by the Dietetic team to patients and the staff supporting these meals. As part of your role, you will complete general preparation of meals and snacks, following the principles of food hygiene and assist in the serving of mea click apply for full job details

We are looking for a full-time Bids and Contracts Manager, to manage the end-to-end bid process on a permanent basis. Salary: £36,399 Contract: Permanent Hours: 35 per week Location: Hybrid / Office Flexible Closing date: Midnight on Wednesday 9 July 2025 Are you looking for a role where your skills can directly benefit families raising disabled or seriously ill children and young people? The role We are click apply for full job details

Join a growing People team in a newly created role where you'll take full ownership of recruitment across an exciting portfolio of visitor attractions. This is a fantastic opportunity to shape recruitment strategies, work closely with hiring managers, and champion a brilliant candidate experience. You'll be involved in everything from writing engaging job descriptions and adverts, to coaching managers, managing end-to-end recruitment campaigns and using innovative attraction methods. You'll play a key role in embedding best practice and inclusive hiring, while promoting the employer brand and values across all sites. Occasional travel to attractions will be part of the role, helping you stay closely connected to our teams and culture. Some of the Group Recruitment Partner duties will be: Leading recruitment strategy and campaign delivery Coaching and supporting hiring managers Writing adverts, screening candidates and coordinating interviews Creating and maintaining talent pipelines Promoting employer branding and delivering salary benchmarking Monitoring recruitment data and reporting on key metrics Supporting onboarding and ensuring an outstanding candidate experience You'll be joining a close-knit and friendly HR team, where you'll have the autonomy to make an impact with the support of a collaborative team around you. We're looking for someone who: Has internal recruitment or agency recruitment experience Can build strong relationships and influence at all levels Is confident in developing strategy and coaching hiring managers Is comfortable with travel to sites 1-2 times per month Takes initiative and enjoys working in a fast-paced, hands-on environment This is a full-time role, Monday to Friday, 9am-5:30pm with an hour for lunch (flexibility available to finish earlier with a shorter break), earning a salary of £35,000. If you're ready to own the recruitment function in a creative, people-first organisation, we'd love to hear from you.