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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

Triple West Medical has an exceptional job opportunity based in South Yorkshire for a Consultant who specialises in Gastroenterology. The successful candidate will join a team of 9 Consultants and work amongst a supportive team of professionals to develop their career. The Hospital are willing to invest in training and support to help the post holder to purse a successful and fulfilling career. You will be joining a compassionate team who receives excellent support from the emergency surgical services along with the pathology and radiology departments based at the hospital. This is a full time NHS fixed term salaried position for 12 months in the first instance. Requirements - Full GMC registration with a license to practise - MRCP or equivalent qualification - Experience in managing complex IBD or hepatology - Evidence of audit and the implementation of change following audit. - Effective team working skills Please apply now for more information along with the full job description and person specification. We are often appointed by NHS Trusts to help recruit for their Gastroenterology vacancies. If you are interested in moving to another Trust, but this particular role is not what you are looking for, then please get in contact and let me know as I'm sure we will be able to help.

Oniste Account Manager Location: Sherburn In Elmet Salary: £28k - £30k per annum DOE Hours: 40hours a week (flexibility required) Start Date: Immediate Staffing Match is seeking an experienced and proactive Onsite Account Manager to join our team in Sherburn In Elmet This is an exciting opportunity to take on a pivotal role, managing the day-to-day operations of our temporary workforce, ensuring client click apply for full job details

Children's Homes Manager - Residential Permanent Full Time 37 hours Salary: £45,691 - £53,642 depending on experience Are you a dedicated and experienced leader with a passion for transforming the lives of vulnerable children? Do you have a track record of managing good or outstanding services, or are you a Deputy Manager looking for the next step in your career? If so, we want to hear from you! W click apply for full job details

Estimator Our client is a specialist mini piling and foundation contractor. Due to continued growth, they are looking to add an Estimator to their team, ideally with experience in piling. You will be responsible for preparing accurate and competitive cost estimates for piling and foundation projects, reviewing technical documentation, conducting site visits, and collaborating with internal teams to click apply for full job details

Area Sales Manager Northern Based British Manufacturer Global Company Mechanical Components Rotating Equipment Mechanical Engineering Components Pumps / Rotating Equipment / Seals World Class training and Professional Development £50,000 to £60,000 Basic salary (experience dependent) Home Office, Company Car, Pension, Laptop, Mobile Phone, Credit Card and Bonus, on target earnings of £70,000+ Yorkshire U. . click apply for full job details

Job Title: zSeries Storage Engineer Remote (UK-based) 6-Month Initial Contract Inside IR35 Sector: Financial Services Our prestigious financial services client is seeking an experienced zSeries Storage Engineer to join their infrastructure team on an initial 6-month contract. This is a fantastic opportunity to work on enterprise-level systems, supporting mission-critical environments and drivin click apply for full job details

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

? Senior Case Management Developer UK-based (99% hybrid working - work from anywhere in the UK) Up to £65,000 + excellent benefits 36-month Fixed-Term Contract Are you a specialist in legal tech or case management platforms looking for your next big challenge? This is a rare opportunity to join a highly regarded digital and technology team supporting one of the UK's most forward-thinking legal ope click apply for full job details

? Senior Case Management Developer UK-based (99% hybrid working - work from anywhere in the UK) Up to £65,000 + excellent benefits 36-month Fixed-Term Contract Are you a specialist in legal tech or case management platforms looking for your next big challenge? This is a rare opportunity to join a highly regarded digital and technology team supporting one of the UK's most forward-thinking legal ope click apply for full job details

Legal Secretary - Litigation Support Permanent Full Time role Salary up to £28k Based in Leeds Medlock Partners are delighted to be working with a reputable and forward-thinking law firm in Leeds City Centre who are looking to appoint a Legal Secretary to support their busy Litigation and Regulatory departments. This is a fantastic opportunity for someone with previous secretarial or legal administrative experience to join a dynamic and collaborative team, supporting fee earners across various teams. Key responsibilities of the Legal Secretary: Providing full secretarial support including audio and copy typing, amending and formatting documents Preparing legal bundles and handling document collation Diary management, travel bookings, and meeting arrangements Taking and directing incoming calls, handling client queries where appropriate Preparing and submitting bills and client reports Opening, maintaining, and closing client files Carrying out AML checks and conflict searches Supporting wider secretarial team during absences and providing ad hoc project support Occasionally assisting with reception cover when required Key requirements for the Legal Secretary role: Previous experience as a Legal Secretary or Legal Administrator, ideally within litigation Strong IT skills, particularly in MS Word, Excel and Outlook Familiarity with legal case management systems Excellent written and verbal communication skills High attention to detail and strong organisational skills A flexible, proactive, and professional approach Ability to prioritise a varied workload and meet deadlines If you are interested in this Legal Secretary position and feel your experience fits the criteria, please apply now for immediate consideration or contact Anna Hand or Amy Breslin for a confidential chat. Medlock Partners are a professional services recruitment specialist operating across England. We are proud to be an equal opportunities employer and encourage applications from candidates of all backgrounds and circumstances, including minorities and those with disabilities. Please note our advertisements use years' experience and salary levels purely as a guide. We are happy to consider applications from all candidates who are able to demonstrate the skills necessary to fulfil the role. If you do not hear from us within 48 hours, please assume that your application has been unsuccessful on this occasion.

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. 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 . click apply for full job details

Location: Castleford, WF10 Salary: £25,500 per annum Working Hours: 40 Hours Per Week, Monday to Friday Do you have a passion for customer service, possess great communication and organisation skills, and thrive in a fast-paced environment? We have just the role for you! We are MGF - a national Shoring Solutions, Lifting & Safety and Structural Support provider click apply for full job details

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

Who we are Together, we're on a mission to make good health more affordable and accessible, to help millions around the world enjoy healthier lives. It's a mission that bonds our people across nearly 60 countries and a rich, diverse variety of nationalities and backgrounds. Working here means working with the world's leading manufacturer of innovative & generic medicines, and the proud producer of click apply for full job details

In this role you will lead site finance activities such as cost control, product costing, CAPEX and OPEX planning, and inventory management. Youll provide clear financial support to the Site Head and Leadership Team, actively shaping strategy and global network planning. How You Will Make An Impact: Partner with operational teams to deliver accurate, actionable financial analysis and insights, ensur click apply for full job details