AR Resourcing Group Ltd

Why your employer brand matters and how to build it March, 2022 The recruitment market in the built environment sector is currently as competitive as it has been in my 30 years' recruiting. Candidates are receiving multiple offers and wage inflation is rife. In times like these some employers are noticeably better than their competitors both at retaining employees and attracting new staff. Their success generally reflects the effort they invest in nurturing their 'employer brand' and in particular the clarity they provide around career development possibilities. What is 'employer brand' and how is it different to 'employee value proposition'? The 'employee value proposition' refers to the full range of benefits that a company offers its employees from salary to career progression, work life balance to company culture. Essentially, it is the company's marketing brochure on "why you should work for us". The "employer brand" reflects how the company is perceived as a place to work. It is a melting pot of the company's reputation for all the factors that might influence an individual's desire to work there (or not) - the organisational culture, benefits packages, the employee value proposition (i.e. what the company wants to be known for as an employer) and career prospects etc. While the headline employer brand will typically constitute a handful of factors (potentially positive and/or negative) that set the company apart from the competition as an employer, each individual will likely also zone in on the company's reputation for the specific factors that they value. The growing importance of non-financial drivers Although money remains the primary driver for most employees, over the last ten years there has been a marked increase in the importance afforded to factors beyond salary when individuals decide where they want to work. The social purpose of the organisation, company culture, opportunities for professional and personal growth, work-life balance and dozens of other factors are now material considerations rather than after thoughts for many candidates and employees. However, the variability as to which factors each individual prioritises and how much they matter mean there is no magic formula for creating a successful employer brand. The importance of career progression Almost without exception, the companies with the strongest employer brands are excellent both at articulating clear career paths and delivering against them. There is now an expectation that the promise of "excellent career progression opportunities" will have substance behind it and candidates will expect to discuss opportunities in some detail during the interview process, while existing employees will expect the training and development they need to achieve their potential. How to create a positive employer brand Audit your current employer brand: an employer brand audit need not be time consuming or complex. Employers can quickly get a feel for how they are perceived by reviewing employee satisfaction surveys; looking at Glassdoor; consolidating feedback from exit and onboarding interviews; and talking with recruitment consultants and former employees. Bear in mindboth thatanswers will often be watered down to be tactful and that the employer brand may vary between stakeholder groups - for example, a company's employer brand may vary between current, former and prospective employees; and between IT, management, technical specialists etc. Decide what you want to be known for: having understood the current employer brand, employers should decide which aspects of their employee value proposition they want to differentiate their employer brand from. Communicate your intended employer brand internally and externally: with changes to the employee value proposition implemented in the day to day running of the company, the company should proactively communicate both how it wants to be perceived as an employer and what it is doing to earn that reputation. Ensuring that there are visible, short term 'wins' can help generate momentum and minimise the lag between implementing changes and shifts in perception of the brand. Measure success: there are often gaps between how companies want to be perceived, how they think they are perceived and their actual reputations. This is as much true of employer brand as any other aspect of the business. Regular measurement will help minimise those discrepancies and ensure a continued focus on investment in the employer brand, helping the company to attract and retain the talent they want both short and long term. Although reputations are hard earned and easily lost, companies can quickly move their employer brand in a positive direction by developing 1) a clear vision of how they want to be perceived; 2) embedding that vision into practice; and 3) communicating internally and externally what the company is doing and why. And the longer the focus on nurturing the employer brand continues, the easier the company will find it to attract and retain the people it wants. 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 Purpose of a Covering Letter & How to Write a Great One September, 2019 September 2019 Written by Adam Richardson (), Managing Director and Owner of AR Resourcing. Adam has 20 years' experience recruiting preconstruction, procurement and commercial professionals across the built environment industries. Covering letters matter more than many candidates realise. A tailored, focused covering letter will get a mediocre CV onto most shortlists. A generic covering letter will often see good candidates rejected without their CV even being considered. There is a lot of detail in most CVs and recruiters and hiring managers don't have time to review them all in detail. With dozens, sometimes even hundreds of applications per job advert it would take hours to review every CV and that is time recruiters and hiring managers simply don't have. Instead, employers rely on covering letters to identify which candidates' applications are most promising and merit further investigation. In other words, the hours you put into your CV will likely be pointless if you don't invest time and effort in your covering letters. HOW TO WRITE A COVERING LETTER The purpose of a covering letter is a) to focus the prospective employer's attention on your most relevant experience and achievements and b) to articulate how the role motivates you. All too often, however, covering letters appear to detail the achievements that the applicant is most proud of irrespective of whether or not they are relevant to the job description. To avoid falling into this trap before you put pen to paper, highlight the key requirements of the job spec, then highlight the corresponding experience and achievements on your CV. A well-written job description lists the skills and experience the employer is looking for in order of diminishing importance so focus on those at the start of the list. Next, do some research into the company and role so that you can communicate what it is about the opportunity that excites you. THE COVERING LETTER FORMULA There is a generally accepted formula for writing cover letters. Sticking to it will help the prospective employer quickly find the information they are looking for maximising your chances of them moving onto your CV. Greeting line: Wherever possible try to identify the name of the person who the covering letter should be addressed to - if some covering letters use the right name and your letter uses a generic job title your application already looks slapdash. If you can't identify the individual then address it to the appropriate job title e.g. "Dear hiring manager,"; "Dear HR director," or similar. Opening paragraph: Briefly introduce yourself and state your interest in the role, for example, "I am a procurement manager with 15 years' experience working on rail projects and am writing to apply for the role of xxxxxxx which I saw advertised with AR Resourcing." Paragraph 2: Briefly explain your interest in both the role and the company. Paragraph 3: Match your experience and achievements to the role focusing on the key skills and experience outlined in the job description. Closing paragraph: Reiterate your interest in the role and the company before explaining that you look forward to hearing from them. Sign off : How you addressed the letter (the greeting) will determine how you sign it off. If you addressed the letter to a named individual, sign off 'Yours sincerely', however, if you used a general greeting, sign off 'Yours faithfully'. 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

A top 10 global leading cost & engineering consultancy is looking to recruit a Global Category Manager The main objective of the role is to set a global & regional procurement category strategy across professional services: Lead on strategic procurement projects, negotiation, and contracting activities for the business Build collaborative and effective relationships across the business with relevant stakeholders Develop and implement improvement strategies capable of delivering cost and efficiency savings Responsible for providing reports on risk, market trends and other key management information for the overall strategy Why Apply This is a fantastic opportunity to deliver significant results in this newly created role and be part of a new transformation programme the business is going through Further Details Responsible for setting and delivering a global procurement strategy across professional service category Working alongside the Global Head of Category Management and senior stakeholders to ensure the business optimises procurement opportunities Candidate Requirements Demonstrable track record of successfully delivering a regional or national procurement category strategy Minimum of 6+ year's strategy procurement experience for a large PLC or FTSE listed company Must have recent experience of managing professional services categories Should you wish to discuss your fit to these candidate requirements please contact the vacancy manager and quote the assignment reference number under the job title. Apply Now Apply Now Full Name Email Address Upload CV Maximum file size: 5MB We will keep a copy of any documents that you upload via this form for the purposes of reviewing potential candidates. I agree that AR Resourcing can use my data in compliance with GDPR laws. I also agree to receive communications from them using the contact details I have provided in this form. For more information about how your data is used by AR Resourcing please read our Privacy Policy. Why not share this vacancy so they don't miss out. AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

Referencing Candidates - A Critical Yet Often Forgotten Art October, 2023 Although recruitment processes are supposed to sort the wheat from the chaff, it will always be the case that some interviewees come across exceptionally well, while others struggle to give a fair account of themselves. Referencing is one of the most effective ways of getting a picture of a prospective employee's likely cultural fit and to affirm (or otherwise) the impression of their skills and experience that comes from their CV and interviews. However, referencing has fallen out of favour. To do it well not only requires time but also skill and experience. There is no doubt that, even with assurances of confidentiality, it is more difficult to persuade people to talk candidly about current and past colleagues than it was 20 years ago. It feels as though the spectre of litigation and social media shaming hangs over every conversation. It is also unpopular with applicants who can be very jumpy about the idea of someone calling colleagues and asking what they are like to work with, either because the reports may be unfavourable or because they are concerned that it will become general knowledge that they are considering a move. The flip side is that appointing the wrong candidate can be a damaging, time consuming and expensive mistake. Furthermore, many of the candidates who get edgy about colleagues discovering they are being considered for another role are not serious about moving roles in any case. If you approach referencing in the right way however the upsides outweigh the downsides. Here are some suggestions that may help: Don't rely on the references the candidate provides - candidates will naturally want to provide the strongest impression they can and so will cherry pick the names they give you. The better ones will then brief their references about what to say. Unsurprisingly these individuals are unlikely to offer up any meaningful insights into the candidate's flaws. Instead identify your own targets. Use your network and LinkedIn to identify potential references - the procurement and supply chain aspect of the construction industry is fairly niche and it is generally possible to quickly identify the colleagues of applicants who will know what that individual is like to work for, alongside and above. Getting them to answer any meaningful questions can be more challenging but there are techniques that can help (see below). Manage prospective candidates -as mentioned above, the idea of a prospective employer (or a recruiter) calling a candidate's contacts can make them (understandably) nervous about engaging with a process. Where possible I like to be upfront with candidates and explain that we often vet candidates by discreetly calling colleagues. I will sometimes offer to tell the candidate in advance who I intend to call and if they have any strong objections to names on the list they can explain what the issue is. Where appropriate I will also explain to the candidate that I will do my best to mask the true purpose of my call. For example, I might tell the reference that I am building a shortlist of candidates to approach for a role and would like their insights into two or three individuals that they've worked with. Alternatively, I will sound the reference out about their suitability for the role and then ask whether any of their (former) colleagues might be suitable. It doesn't always work and sometimes a more direct approach is needed but it is worth trying. Plan your referencing calls -you willoften only get one shot with each reference so make sure you have planned the call. If you are simply confirming where the candidate worked, when and what they were responsible for then this is a checkbox exercise that will often be referred to HR. However, with a carefully prepared call script, the reference can be used to better understand the candidate's likely cultural fit, assess their management style, get a third party insight into their achievements etc. Try to phrase questions and conversations so that early in the call the reference gets into the habit of saying 'yes' and answering questions, so start with softball questions such as confirming the candidates job title. If the reference won't talk on the record ask whether, if you were recruiting for them they would want you to qualify candidates in depth and then ask them to speak off the record. One bad hire can quickly become very disruptive to a team reducing morale, creativity, communication and productivity as well as sowing the seeds of mistrust and division. That extra bit of research can make all the difference. 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

Client Relationship New client, first placement Time to Fill 4 weeks 3 days from award to verbal offer accept Here's what our client said We recently engaged with AR Resourcing for the recruitment of key procurement roles at various site locations. Dan worked tirelessly in shortlisting good candidates resulting in the placement of two promising new employees. John Florence Head of Group Procurement About the client Summary Severfield is the largest specialist structural steelwork group in the UK. With multiple sites in the UK, Europe and a joint venture in India, they have an annual capacity to produce around 300,000 tonnes of fabricated steelwork. The company has been involved in numerous high-profile projects including Coal Drops Yard, Tottenham Hotspur Stadium, 22 Bishopsgate, and London's tallest skyscraper, The Shard. Size Turnover: £492m, Employees: 1,500, Established: 1978. About the Job Reason for vacancy A newly created position to help strengthen the central procurement team. Key responsibilities Lead a small team and oversee a portfolio of direct materials and services. Procurement professionals from large engineering or manufacturing companies, who can commute weekly to offices across North Yorkshire.Strong strategic procurement experience of direct materials, together with some management exposure.Identifying candidates with the combination of category management and recent team management experience, in a challenging location. Our Approach We provided our Plan 3, Contingent recruitment service, we worked alongside other agencies to identify, qualify and present suitable candidates. Clients choosing this product receive the following level of service: Candidate Interview Approach candidates electronically 1st, phone 2nd. Qualify candidates against key competencies. Search Depth Recently registered candidates contacted from our database network. Advertise on our Job Alerts candidate email, website, LinkedIn feed and job boards. CV Format Client Selection Criteria, Risks and Assessment of Suitability. Job function dedicated Account Manager.Shortlist Timescale Within 1 week. In Summary Shortlisted 4 CVs shortlisted within ten days. Interviewed 3 candidates interviewed (alongside candidates from other agencies), 2 candidates invited back for final interview. Offered Preferred candidate successfully offered and appointed. This was the first time I worked with Adam and his team and was really impressed with the services provided. Due to an internal development we had to slightly amend the candidate brief they quickly reapplied themselves to the search and provided a good selection of candidates to interview. If you are human, leave this field blank. Sign Up To Job Alerts Sign Up To Job Alerts Full Name Email Select Job Function Procurement & Supply Chain Quantity Surveying & Commercial reCAPTCHA If you are human, leave this field blank. AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy Privacy Overview Enable or Disable Cookies Enabled Disabled This website uses Google Analytics to collect anonymous information such as the number of visitors to the site, and the most popular pages. Enable or Disable Cookies Enabled Disabled

January, 2020 January 2020 Written by Adam Richardson (), Managing Director and Owner of AR Resourcing. Adam has 20 years' experience recruiting professional and technical disciplines across the built environment industries. Even if you don't have a vision of what you want to be doing in fifteen or even three years' time, creating a career plan will improve your career satisfaction and wider happiness. Most of us spend 40+ hours a week working and thinking about work so it is worth investing time into planning what we are trying to achieve with that time as failing to do so can leave us drifting and rudderless. WHY YOU SHOULD PLAN EVEN IF YOU DON'T KNOW WHAT YOU WANT Developing a vision of what you (might) want to be doing in five years' time will give you a sense of control over your destiny while setting targets and objectives will give a feeling of progress. In contrast, being reactive or passive about career development leaves many people we speak with restless in their role and, in many cases, because they didn't try to control their own destiny, with regrets as their career progresses (or not). Planning is not something to fear - you can always change your mind and your career path but by planning you are more likely to avoid dead-ends and unsuitable choices. DEVELOPING A CAREER PLAN Create a vision of your role in five years' time (type of work, benefits, location etc) then work back to map out the timescales and path that will maximise your chances of achieving that end goal. To facilitate this process find role models within your existing network or on LinkedIn and analyse their career progression as well as considering how to gain the skills and experience you need to become qualified for the role you ultimately want. Your recruitment consultant will also be able to help you understand the different paths open to you - after all it's what they do day in, day out. THE IMPORTANCE OF NETWORKING The more you build your professional network the better you will understand what different roles involve, what you will enjoy and what it takes to get to where you want to go. Furthermore, the better networked you are, the easier it will be to achieve your objectives. These contacts may also prove useful in securing your next role. SECURING YOUR NEXT ROLE Having mapped your career path it is time to identify and apply for roles that will enable you to take your next step. Approaching this in the right way will save you time, as well as avoiding that feeling that your CV is simply disappearing into a black hole. Recruiters and hiring managers even for specialist roles can review 10, 20 or even 30+ CVs per role and may scan rather than "read" CVs when making an initial long list of candidates. The candidates that immediately stand out tend to be those who tailor their covering letter and CV for every application ensuring it is obvious their skills and experiences correspond to the job description. While tailoring each application takes a little extra time, the impact on your success rate will be significant. Creating a master CV that contains all of your experience and qualifications logically structured and neatly formatted will minimise the time you need to invest applying for roles. Refine the master CV so it is faultless, then simply adapt it for every application by removing less relevant sections and detail depending on the job description. While your instinct may be to tell a prospective employer everything about you, in reality the less information is on the page the more your relevant experience and qualifications will stand out. Most candidates find that registering with between 2 and 4 recruitment companies is the most efficient way to apply for roles. Between them, assuming you choose specialist recruiters, these consultancies should cover a significant proportion of the market. The problem when applying via job boards is that most roles will be advertised on multiple jobs boards, often by several recruiters. This can mean that having spent time identifying and applying for five roles you have really only applied for one. It also means that you can quickly find yourself on the databases of multiple recruiters and lose control of your CV if any of them are less than ethical. KEEP IN TOUCH WHETHER OR NOT YOU ARE JOB HUNTING Keep in touch with your recruitment consultant even when you aren't looking for a job. We are happy to provide you with advice throughout your career and the better we understand what you have achieved and what motivates you as well as your career vision, the better we can support you in achieving your potential. Furthermore, it means that if we get a role that meets your short or long term goals then we will be able to sound you out. 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

How to run insightful interviews that identify the best fit candidates February, 2020 February 2020 Written by Adam Richardson (), Managing Director and Owner of AR Resourcing. Adam has 20 years' experience recruiting preconstruction, procurement and commercial professionals across the built environment industries. With good candidates in short supply in recent years, many companies have condensed their recruitment processes to maximise the chances of offering their preferred candidate before someone else does. However, a compact recruitment process should not compromise its thoroughness. Rather you should attract better quality candidates and reduce the total time spent on hiring due to fewer false starts. WHY A SHORT PROCESS RESULTS IN BETTER CANDIDATES Good candidates are rarely on the market for long in the current environment so by the time protracted, or even standard length, recruitment processes finish the best candidates have often accepted offers elsewhere. Furthermore an efficient process portrays the organisation as dynamic and decisive giving candidates reassurance that they are making a good decision by accepting your offer. The most common reason interview processes become protracted is the availability of key decision makers. To run a successful, condensed recruitment process, block out interviewing and feedback time in the diary of all key decision makers before advertising the role. If a key individual isn't available question whether they could participate remotely (i.e. a skype interview), whether anyone else can step in for them or whether you should delay the interview period. PLAN THE INTERVIEWS When interviews are days apart interviewers have time to take stock before filling in gaps at the second round interview. In condensed processes with all interviews in one day or possibly a week, ensuring the interviews are structured and co-ordinated to examine all key areas of the candidate's skills, experience and fit systematically becomes crucial. Each interviewer should have a remit of what they are supposed to be probing and an understanding of what other interviewers will be looking at, even sharing questions in advance reduces repetition, to avoid repetition or gaps in your understanding of their skills. An in-tray or case study exercise done in advance or on the day will often provide insights and areas for discussion that would otherwise be missed. During the interviews, the interviewer should particularly ask what the candidate has previously achieved and how they did it. Encourage the candidate to talk about what they did and the impact it had rather than talking in broad terms about the team's achievement. Go into detail about how they approached different challenges as this will give a real indication of their personality and approach as well as potentially uncovering areas where they are exaggerating their role. The more examples you extract the better. When considering the candidates cultural fit, interviewers need to understand that they are looking for how effective the candidate's personality and style will be to achieving the objectives of the role rather than how well they will fit in. This is particularly important when the role needs to instigate changes. SELL THE ROLE AND COMPANY Given the candidate shortage in many sectors, good candidates are likely to receive multiple offers. The most successful interviewers probe candidates about what they are looking for from a company and role before highlighting how this opportunity fits with that wish-list. Condensing interview processes takes time, energy and planning up front but you will find that you get better candidates accepting offers, the team spends less time finding and interviewing candidates and the business does better as a result long term. 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

Client Relationship Preferred supplier with the group for over 10 years, first hire with this division Time to Fill 11 weeks 1 day from award to verbal offer accept Here's what our client said This is the first time I have worked with Adam and AR Resourcing, he was recommended due to placing other Heads of Procurement across the group. I was really pleased with how he managed the recruitment process and communicated with all parties, especially as we had a couple of unforeseen delays that needed to be professionally managed. Happy to work with Adam again. Cecilia Hansen-Saunders Commercial Director About the client Summary A leading railway systems and infrastructure contractor. Providing fully integrated solutions to both the heavy and light rail infrastructure sectors. Size £263m turnover, operating since 1935. About the Job Reason for vacancy Backfill following an internal move. Key responsibilities Develop and deploy a national procurement strategy that achieves business goals and objectives, together with leading a medium sized procurement department. Working for a reputable infrastructure contractor, and can commute weekly to South Yorkshire.Significant strategic procurement experience for an infrastructure contractor, with a demonstrable track record of successfully delivering regional or national procurement strategies.Identifying high calibre leaders with relevant infrastructure experience, who can comfortably flex across both operational and strategic activities. Our Approach We provided our Plan 2, Contingent Exclusive recruitment service, we were exclusive for a fixed period to identify, qualify and present suitable candidates. Clients choosing this product receive the following level of service: Candidate Interview Headhunt candidates with an emphasis on phone or video interviews. Qualify candidates with multi-tiered screening. Search Depth All local candidates contacted from our database network. Headhunting from 5 competitors. Advertise on our Job Alerts candidate email, website, LinkedIn feed and job boards. Prioritised over all Contingent jobs. CV Format Candidate Suitability Matrix, Risks and Assessment of Suitability. Job function dedicated Account Manager, supported by a Researcher and overseen by the Managing Director.Shortlist Timescale Within 2 weeks. In Summary Shortlisted 5 CVs shortlisted within two weeks. Interviewed 3 candidates interviewed. Offered 1 candidate offered and appointed immediately. Jamie Swanston Procurement & Supply Chain Director This is the first time we've worked with Adam and AR Resourcing, he provided really good market intel to help us adjust our salary bands, this helped attract a higher calibre of candidate and we're really pleased with who we hired. AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

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

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

Client Relationship New client, first placement Time to Fill 10 weeks 3 days from award to verbal offer accept Here's what our client said We gave Adam a project to find us a Procurement & Supply Chain Director for our construction business which he filled first time. Adam presented a high calibre shortlist from which we could have selected any of the candidates. Throughout the interview process it was clear that all the candidates had been properly briefed and were well prepared for interview. About the client Summary Established in 1884, Tilbury Douglas is a leading UK building, infrastructure, engineering and fit out company that delivers vital projects across sectors including health, education, highways, justice, defence, aviation, water and environment. Size 1,200 employees and a turnover of £535m. About the Job Reason for vacancy Backfill Head of Procurement & Supply Chain following a demerger from Interserve. Key responsibilities Creation and delivery of a national procurement and supply chain management strategy. Procurement and supply chain leaders with mainly construction experience from any medium to large main contractor, national search.Experience of creating procurement strategies nationally or for a business unit, and had the resilience to manage a significant change programme. They also needed board level exposure.Finding candidates of an appropriate calibre willing to consider a newly created business that was demerging from a struggling group. Our Approach We provided our Plan 1, Retained Executive Search recruitment service, we were retained as their sole recruiter to identify, qualify and present suitable candidates until we filled the job. Clients choosing this product receive the following level of service: Candidate Interview Headhunt candidates with an emphasis on phone or video interviews. Qualify candidates with multi-tiered screening. Search Depth All regional candidates contacted multiple times from our database network. Headhunting from 20 competitors. Advertise on our Job Alerts candidate email, website, and LinkedIn feed, unless it's a confidential hire. Prioritised over all jobs. CV Format Candidate Suitability Matrix, Risks and Assessment of Suitability. The Managing Director, supported by a Researcher.Shortlist Timescale Within 4-6 weeks. In Summary Shortlisted 6 CVs shortlisted in Four weeks Interviewed 6 candidates interviewed, 3 candidates invited to final interviews. Offered Preferred candidate offered and appointed. Susan Lussem Executive Supply Chain Director AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

A Leading Construction Contractor is looking to recruit a Category Manager to join their group procurement function. The main objective of the role is to develop and deliver a category strategy across a portfolio of direct construction categories. Key duties will include: Setting and delivering end-to-end category plans for a variety of direct construction materials. Ensuring strategic agreements are maximised for each project in order to achieve rebate and compliance targets. Reviewing supplier performance, and where appropriate initialising performance improvement plans. Engaging with, and working closely with internal stakeholders and project teams. Providing category insights and market and risk reports. Why Apply This is a fantastic opportunity to join a market leading contractor with a strong demonstrable track record of development and progression opportunities. This role provides strong exposure and visibility across the wider business through interfacing with internal stakeholders on various projects regarding strategies. As part of a leading procurement function you will be supporting a portfolio of high profile projects, and delivering significant savings for the company through implementation of category strategies. Further Details Supporting a portfolio of different types of construction projects including commercial builds, retro fit works, data centres, and airport construction frameworks. Individual project values ranging up to £500m. Example categories include building envelope, MEP, steel structures, and internal fit out. Candidate Requirements Our client is looking for Procurement Managers looking for a career move. They are also keen to see experienced Senior or Category Buyers looking for career progression. Minimum of 3+ years' procurement experience delivering the procurement requirements for projects within the construction related industries. You will have experience of putting in place a material framework, and of performance management of suppliers. This is a fantastic opportunity for an experienced Buyer or Senior Buyer looking for a step up into a category management role with a company that can offer strong progression and development pathways. Should you wish to discuss your fit to these candidate requirements please contact the vacancy manager and quote the assignment reference number under the job title. Apply Now Apply Now Full Name Email Address Upload CV Maximum file size: 5MB We will keep a copy of any documents that you upload via this form for the purposes of reviewing potential candidates. GDPR Compliance I agree that AR Resourcing can use my data in compliance with GDPR laws. I also agree to receive communications from them using the contact details I have provided in this form. For more information about how your data is used by AR Resourcing please read our Privacy Policy. Captcha If you are human, leave this field blank. Know someone who might be interested? Why not share this vacancy so they don't miss out. If you are human, leave this field blank. Sign Up To Job Alerts Sign Up To Job Alerts Full Name Email Select Job Function Procurement & Supply Chain Quantity Surveying & Commercial reCAPTCHA If you are human, leave this field blank. AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy Privacy Overview Enable or Disable Cookies Enabled Disabled This website uses Google Analytics to collect anonymous information such as the number of visitors to the site, and the most popular pages. Enable or Disable Cookies Enabled Disabled

How Does Your Boss Compare And What Can You Do About It? December, 2019 December 2019 Written by Adam Richardson (), Managing Director and Owner of AR Resourcing. Adam has 20 years' experience recruiting preconstruction, procurement and commercial professionals across the built environment industries. According to research a bad boss is cited as the main reason employees quit their job between 50% and 75% of the time. As the saying goes "People don't leave a company they leave a manager." THE REASONS A GOOD BOSS IS WORTH THEIR WEIGHT IN GOLD A good boss makes a difference to both your wellbeing and your career prospects. They will act as a mentor and coach, offering support where it is needed without micromanaging. They will act as your sponsor ensuring you get credit for your work but will also take responsibility when things go wrong. Typically, good bosses are team players, looking to involve others and delegate. They are good both at listening and at communicating. And above all they treat you as a human being not as a number on a spreadsheet. In other words, they will give you opportunities, support you, make you feel valued and ensure you get recognition. The correlation between good management and productivity is well documented - as you and your colleagues are more engaged and confident, you will produce better work, the team is more likely to get more interesting opportunities and you are therefore likely to progress faster. Furthermore, research shows the better the managers you work for, the more likely you are to become a good manager yourself. IT'S AS MUCH ABOUT YOU AS THEM Just as some bosses are better than others, some employees are easier to manage than others. Any boss is likely to be more supportive of those people they can trust and who make their lives easier. Working hard is just one element of being a good report - being honest, taking ownership of problems and opportunities by offering solutions, paying attention to the detail and completing admin so your boss can focus on more important things, avoiding office politics and offering to help your boss and co-workers will all make you more valued. Essentially, to get the best out of your manager be positive and proactive rather than complaining or finding obstructions. GOOD OR BAD, WORK ON THE RELATIONSHIP As with any good relationship, issues are best addressed through early and honest communications. If you are finding the way your boss is managing you difficult think about why they are operating that way, and what you would realistically like them to change before broaching the issue with them in a constructive, unthreatening way. If the relationship is good, then keep on working at it to minimise the likelihood of that changing. MAKING THE BEST OF A BAD BOSS Different people respond well to different management styles, however if you find you are struggling with your manager then start by trying to understand what it is about their behaviour that you don't like and what causes them to behave that way - if you are able to avoid the triggers then this will minimise your stress. Irrespective, it is important to try to minimise them having a negative impact on the quality of your work - making them look bad will only make you look worse. If your boss is a micromanager anticipating what they are going to want and having those things ready, or at least a plan of how to execute them will minimise the opportunity for them to meddle and should grow their trust in you. If your boss isn't consistent in what they expect from you then when they ask you for something, repeat it back to them and ask them to confirm that is what they are looking for. CHANGING JOBS If you are moving jobs then you should prioritise your new boss on a level with salary. Your success will be linked to theirs and the opportunities for you to grow in the role will depend on them. 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 great resignation and what employers can do about it November, 2022 Since 2015, demand for skills across the construction sectors has exceeded the availability of qualified candidates and driven rampant salary inflation. Even comparing placements we made during the last six months with the previous six months, like for like basic salaries are up anywhere from 8% to 37% with an average of 18%. Unsurprisingly many candidates want to ensure that they realise their value while the market is hot and the game of musical chairs continues. For employers this undoubtedly provides a headache but here are some thoughts on how to approach the challenge. Make the decision to leave tough! Employee value proposition has become a buzz phrase in HR circles in recent years, highlighting that companies have a range of tools beyond money to attract and retain staff. While financial remuneration is often a central factor in a candidate's decision to stay or to move, it is not the only one. Job satisfaction, happiness at work and work-life balance also have significant impacts. Improved technologies and the remote working 'experiment' enforced by the pandemic have reimagined what is possible in terms of flexible working. As a result employees' work-life balance hopes and expectations have also shifted. Many assign a significant premium to roles that are able to accommodate working patterns that dovetail around their lifestyles and other commitments. Listening to which aspects of flexible working really matter to each employee and prospective employee can make a huge difference both to attraction and retention. While flexible working policies have changed significantly in recent years, most companies have long recognised the importance job satisfaction plays in retaining staff. Employers providing employees with a defined career path, clear performance metrics and support to assist their professional growth certainly experience less attrition than their competitors. However, a factor that many employers undervalue is the role that a forward-thinking social and environmental commitment can make. In the battle between conscience and wallet, ethics are in the ascendancy. Employees who are happy at work, are far less likely to move companies and while a strong company purpose and sense of job satisfaction contribute to this so do positive relationships and friendships with colleagues. A clearly defined and proactively nurtured company culture often make a tremendous impact to improving these social bonds. In short, the happier and more satisfied employees are at work, the greater the gap will need to be between what they are currently paid and what they are being offered for competitors to successfully attract staff away. However, salaries continue to change fast and so it is important to benchmark them annually if not every six months. Counter-offer strategies However good a company's employee value proposition, some attrition is inevitable and losing a team member always causes a degree of disruption. While this may normally be an inconvenience, the amount of time spent recruiting and training up new staff as a result of the current volumes of resignations can cause genuine problems as can the loss of tacit knowledge. Counter-offers can be used to help spread out the resignations and so dilute the challenges that the great resignation may otherwise create. Successful counter-offering is an article in itself, however the key is to understand the full range of reasons why an employee wants to leave and to convince them that you will address those issues better than their other suitor(s). It can also be useful to highlight aspects of their current position that they enjoy but which the new role might not be able to match. Plan for their exit Irrespective of whether or not a counter-offer is successfully made if the employee is important to the smooth and effective running of their team then plan for their exit. The need to do this even if they decide to stay is reflected in the fact that 90% of employees who accept a counter-offer leave within 12 months in any case. If the counter-offer was successful then consider how to minimise disruption should the employee decide to leave in the coming months. This will likely be a two pronged approach. The first element should be to encourage them to share their tacit knowledge and involve colleagues in their key relationships to maximise continuity should they later leave. The second element will be succession planning. For example, identifying and grooming internal candidates ready to step into the position and also scoping the market externally so that there is a longlist of candidates ready to approach should they resign again. If the company chooses not to try to keep the individual or the counter-offer is unsuccessful, then start to recruit their replacement immediately to minimise the period of disruption, condensing normal timeframes to reflect how critical their role is. Assuming that there isn't an internal candidate suitable to step into their shoes, then consider dividing the role among other members of the team while the employee is still in place. Not only will this help to retain their tacit knowledge but by identifying which internal and external stakeholders are likely to be most affected by the individual leaving it may be possible to transition those relationships before the employee departs. 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

According to a poll I ran on LinkedIn recently, a massive 47% of procurement and supply chain professionals in the construction sector consider themselves to be poor at networking. Most of us acknowledge that networking is time well spent but, as happens with so many things that have a medium- to long-term payback, we then bump it down the list in favour of more immediate demands in our busy day-to-day roles. So what are the benefits of networking? Is it important to your career development? And how can you efficiently and effectively build, manage and leverage your contacts? Why networking matters for career development While prioritising activities with more immediate payback is always tempting, effective networking will have a huge impact on your career progression over time. Two core benefits are: Operational effectiveness - Exposure to alternative techniques and perspectives makes all of us better and more efficient at our jobs. A strong network can both help you stay abreast of the ever-evolving legislation and regulation that is ubiquitous in construction procurement and can be leveraged to reduce the legwork involved in identifying and sourcing products and suppliers. Furthermore, while engaging with your network, not only will you often pick up on hidden risks and opportunities relating to different suppliers - for example timeliness, cost and quality but you will also be more likely to sense trends such as imbalances in material availability/demand earlier than you otherwise might. Career development - While being good at your job makes career progress far easier, who you know is also a significant factor. Tactical advice on different challenges - from career decisions to issues with managing colleagues, your network will likely have someone who has experienced a similar scenario and is willing to share their insights. The challenge is knowing who to approach and that tends to be a question of developing good personal relations. Many potential issues may not be specific to procurement and supply chain in the construction sector and so there is no harm in building as broad a network as possible. Sanity and confidence - procurement can be a lonely place. Many teams are small, meaning there is little opportunity to validate how good a job you are doing given the circumstances. Building relationships with colleagues in similar situations with whom you can share experiences can give tremendous confidence. Career opportunities (internal and external) - the better known you are, the more likely you are to be considered for relevant roles whether that is inside or outside your current organisation. Different perspectives accelerate learning - even in larger recruitment teams, a group-think mentality can easily emerge. The broader your network, even beyond construction, procurement and supply chain, the more rounded and considered your insights are likely to be. Does networking impact your career? Yes. I know that's a short answer, but it's black and white. As outlined above, it makes you better at your job and leads to more career opportunities. So how should you network How to network effectively The good news is that although it requires thought, networking isn't rocket science. The 'bad' news is that it takes both time and discipline. Start by creating a networking strategy and then create a plan to deliver it. In terms of the strategy think about what you want from your network mentoring, better information, access to new opportunities, advice on managing situations etc. Which individuals or types of people do you need in your network to achieve that? How are you going to build and maintain relationships with them? And then crucially, how much time can you realistically allocate to networking? Having thought those ideas through, I suggest developing two parallel networking plans, one to maintain your existing network and the second to add new contacts to it. Network maintenance - relationships that you nurture most over time will be the ones that you are able to call on most easily and productively. As such it makes sense to segment your contacts. Grade your network into As, Bs and Cs. 'A's are relationships that you want to actively nurture, 'B's are ones that aren't high priority but that you want to maintain, and 'C's are passive ones you want to maintain but with minimum effort. Set yourself targets for each grade. For example, a target for 'A's might be at least one conversation per quarter; for 'B's one conversation every year plus an interim, personal email; and 'C's an email (largely generic but top and tailed) once a year or a generic update every six months. Be realistic about how long it will take to nurture the A & B relationships in particular. Use broadcast and light touch techniques - LinkedIn and other social media platforms can provide a very effective, light touch approach to maintaining contact. When your post updates do so in a way that encourages your network to engage (for example, ask a question in the post). Make time to scan LinkedIn for content from your network that you can comment on - career moves, articles they've written or shared etc. Some of the best networkers also produce a newsletter or article on a regular basis that they share with their contacts - for example, a well written thought leadership or "how to" piece may take time to produce but it can then be shared with a large audience and so the time investment becomes efficient. Schedule networking time . In my experience, professionals who don't schedule regular slots for maintaining their networks don't nurture them effectively. Your networking plan will take time to execute and that will only happen if you schedule it in a way that works for you. Strategies include: dedicating a day to networking every 2-4 weeks; scheduling 10-15 minutes a day in the diary; or having a dedicated networking evening once a week/month. The important thing is to make sure the time doesn't get bumped. Be patient . The impact of maintaining your networking won't be immediately evident but it is an investment for your future that will pay off. Network building - the broader your network, the more likely it is to support your career aspirations and needs. While your day-to-day work will naturally grow your network, being proactive about growing it may help you add more interesting, insightful, useful and influential people. Attending conferences, awards, drinks evenings, training courses etc can all be great ways of meeting people outside your direct circle. Set objectives . While simply attending events etc will broaden your network, try to be more strategic by setting yourself the objective of meeting specific individuals, skill sets or experiences. Plan your networking carefully. Time and money are finite and so consider which networking opportunities will deliver the best results. If you are attending an event, try to secure the attendee list before going to help you identify who you most want to meet. Having done so, research them and potentially message them before the event to try to arrange to meet. Build your confidence . If you dread going to a room and being sociable with strangers you are not alone - many of us aren't natural networkers. The good news is that networking is a skill you can learn and by feigning confidence, you will find that your confidence actually grows. Start by developing techniques that will enable you to encourage others to talk while you listen. One such technique is to memorise nine questions on subjects you'd be comfortable discussing before the event you're attending. For example, three questions to do with the industry (e.g. "what do think is going to happen to prices of xxxxx over the next few years?" or "how are you preparing for xxxxx legislation?", three to do with the news generally (e.g. "what do you think about story "; and three personal ones (e.g. "Have you any exciting holidays planned?"). Studies show that the more people talk about themselves and share their opinions, the more interesting they think you are. Remember that the bigger and more active your network, the easier networking becomes. Not simply because you become used to it but also because the more events you will be invited to, the more people you will know at those events and the more your network will actively look to stay in touch with you (rather than you needing to contact them). The most successful individuals are great, strategic networkers and while it may look effortless from the outside, that is because they have worked hard to make it automatic. 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

A leading infrastructure contractor is looking for a Supply Chain Manager. The main objective of the role is to develop and deliver the supply chain management strategy for a major project, you will: Develop and deliver a multi-year supply chain management strategy Lead and manage relationship meetings with key suppliers and subcontractors Drive collaboration with key suppliers, subcontractors and the client Manage and improve supply chain performance and relationships Conduct in-depth supply chain data analysis to identify opportunities Establish strong relationships with internal stakeholders Ensure compliance and governance goals are achieved in line with project strategy Why Apply This is a fantastic opportunity to support one of the UKs largest major engineering projects You will be part of a high calibre supply chain team, delivering the requirements for a high profile client Great opportunity to be part of a major project, without a requirement for previous major project experience Further Details One of the UK's largest major engineering projects Based from a project office, not required to visit the project Expected to travel and meet / assess high profile supply chain partners Candidate Requirements Our client is looking for candidates with 3+ years supply chain management experience from any large complex construction, engineering or manufacturing company. You will have experience of implementing supply chain strategies across a company or business unit. Demonstrable experience of improving supply chain performance and relationship. Demonstrable experience of ensuring compliance and governance targets are achieved Should you wish to discuss your fit to these candidate requirements please contact the vacancy manager and quote the assignment reference number under the job title. Apply Now Apply Now Full Name Email Address Upload CV Maximum file size: 5MB We will keep a copy of any documents that you upload via this form for the purposes of reviewing potential candidates. I agree that AR Resourcing can use my data in compliance with GDPR laws. I also agree to receive communications from them using the contact details I have provided in this form. For more information about how your data is used by AR Resourcing please read our Privacy Policy. Why not share this vacancy so they don't miss out. AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

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

Global Head of Supply Chain Risk & Sustainability London 3rd Party Risk & Sustainability Up to £ 100,000 A Top 10 Global Leading Cost & Engineering Consultancy is looking to recruit a Head of Supply Chain risk and sustainability. The main objective of the role is to help set and deliver a sustainable supply chain strategy for the business, you will; Lead and manage a national change and sustainability procurement tea. Manage and improve supply chain performance and relationships Lead and manage relationship meetings with key suppliers , subcontractors and clients Responsible for setting the sustainability and risk strategy for the business Why Apply This is a fantastic opportunity to deliver significant results in this newly created global role Responsible for leading a new sustainability and risk strategy for the business Working for a market leading consultancy with exposure to global blue chip clients Further Details Lead and manage a national sustainability team Ensuring 3rd party risk policies and procedures are set for suppliers, subcontracts and clients Candidate Requirements Demonstrable track record of successfully delivering a sustainability strategy in their past roles Ideally you will currently be working as a Head of Supply chain, or an experienced National Supply Chain Manager who is looking for progression Must have experience of leading and developing strong teams Demonstrable experience of implementing new or improving existing procurement and supply chain systems. Relevant degree or CIPS is desirable Should you wish to discuss your fit to these candidate requirements please contact the vacancy manager and quote the assignment reference number under the job title. Apply Now Apply Now Full Name Email Address Upload CV Maximum file size: 5MB We will keep a copy of any documents that you upload via this form for the purposes of reviewing potential candidates. I agree that AR Resourcing can use my data in compliance with GDPR laws. I also agree to receive communications from them using the contact details I have provided in this form. For more information about how your data is used by AR Resourcing please read our Privacy Policy. Why not share this vacancy so they don't miss out. AR Resourcing Group Ltd, First Floor, Unit 10, Escrick Business Park, York, YO19 6FD Registered in England & Wales, No. , VAT Reg. Privacy

Salary Inflation Continues To Rise Albeit More Slowly June, 2024 A note on our 'Industry Moves Trends Reports' and 'Salary Surveys'. These two pieces of market intelligence are designed to be used together. The salary survey provides detailed information about lower, average and upper quartile salaries for a range of procurement and supply chain roles in the construction industries along with detail into other elements of financial and non-financial packages. The Industry Moves Trends Reports focus on the uplift in salary achieved by candidates (in the same roles as the Salary Survey) who have successfully moved company in the last six months. Combining the uplifts achieved in the Industry Moves Trends Report with the Salary Survey salary bands will provide hiring managers with a good indication of the salary they will need to offer to attract their preferred candidates. Industry Moves Trends Summary - April 2024 According to our recently published Industry Moves Trends Report, employers are continuing to offer very healthy (double digit) increases on basic salary to tempt upper quartile employees to risk moving to a new role. This is hardly surprising given our Salary Survey at the start of the year highlighted that across the construction industries 73% of procurement and buying employees benefitted from a pay rise last year (averaging 5.3%). Exactly how much of an uplift employers need to offer depends on location and on the role - for example, procurement and supply chain managers and senior managers are no longer enjoying quite the same uplifts in salary as buyers and senior buyers. So, what percentage uplift do you need to offer to secure your preferred candidate? And what are the main forces determining these uplifts? While it was widely anticipated that recruitment was going to slow significantly during Q1 2024, the volume of roles that need backfilling (i.e. an employee has moved on and needs replacing) has resulted in the market remaining pleasantly busy. In part this is because activity levels in northern England have matched the traditionally high activity levels of recruitment in the southeast. That said, the average salary uplift we've seen from candidates moving roles in the south-eastern England has been noticeably higher than those in the north east and north west (average uplift of 20% in the south east compared with an average of 12% across the north). Demand for mid level procurement and supply chain management skills (relative to candidate availability) has reduced compared with twelve months ago as we would expect in a contracting market and this is noticeable in the uplift on basic salary needed to attract upper quartile candidates. Employers have been able to secure their preferred candidate with an average uplift on basic of 13%. That compares with 16% only nine months ago and 21% 18 months ago. In other words, salaries are continuing to rise but at their lowest rate since pre-COVID. In contrast the demand for buyers and senior buyers remains consistently high and that is reflected in the continued premium employers are having to offer to secure better candidates. Our most recent survey highlights the need to offer in increase on basic salary of 17%, compared with 16% six months ago and 17% a year and a half earlier. So what does all this mean for hiring managers? If the market continues to cool then the uplift needed to attract procurement and supply chain managers may drop further. With UK elections in July followed by US elections in November, and indications that interest rates may start to drop in the coming months, it is quite possible the market will start to pick up again. Irrespective of the macro forces driving the industry, demand for good buyers and senior buyers shows no sign of slowing as operational procurement for live projects remains so important. However, most companies' salary bands can't match the inflated salaries proven senior buyers are demanding to persuade them to move. While a few hiring managers are successfully attracting proven senior buyers by focusing on the softer elements of their hiring packages such as flexible working, career development and bonuses, many companies are taking a punt fast tracking competent and ambitious buyers, giving them opportunities to accelerate their careers. To view the full results, please click here: 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