When changes in senior leadership suddenly occur within an organisation and there is no strong affirmative succession plan in line, can a company survive? With the market fluctuating both rapidly and unpredictably, the disappearance of valuable members in a company’s body has become more apparent and frequent. A solution that invites continuity that is often overlooked is succession planning; This introduces growth within an organisation, employee morale and progression, and allows for a company to be prepared rather than reactive. If it’s this easy, why is succession planning not being implemented?

The job market is in such a competitive landscape due to economic data release, investor behaviour, geopolitical events and corporate news, and these factors are leading to quiet resignations, client poaching and natural bias to external hires. These stark changes cause companies to scramble and make urgent responses that are not always in their best interest, potentially costing millions as well as tainting the working environment. Whilst succession planning is a reactive response, it doesn’t have to be desperate and disjointed

Proactive succession allows for a range of steps to be taken to ensure stability- steps which should be led by an HR senior. The approach would include identifying critical roles, assessing employees who embody both technical and soft skills that can be nurtured, and investing in internal development such as mentorship, training, and project work. Succession agility will allow the company to pivot no matter the market condition, and using tools in anticipation allows for continuity if a company loses a key employee.

Senior leaders within HR will be key in driving the continuity resulting from succession planning. This role should be conveyed as a strategic partnership as opposed to process ownership because they will be the ones embedding the plans into the workforce. HR will have the knowledge on all candidates that can fill in the gaps when skilled people depart; they know the career aspirations of the people and who the high-potential clients are. They have the understanding and knowledge to communicate transparently with the board and stakeholders, encouraging growth within the company as opposed to external recruitment. This will also boost office morale and progression, which also tackles the quiet disappearances of current employees.

The geopolitical and economic state of the world is taking a toll on businesses globally, and people are rightfully making decisions to better their living situations, but where does that leave the company? Adapting to the ever-changing market demands is crucial, especially during this economic climate, and succession planning, along with the use of HR professionals, can alleviate a lot of future stresses. What are the ways your organisation is future-proofing leadership?

The post The Need for Succession Planning in a Volatile Market appeared first on Tiger Recruitment.

Whether you’re hiring an executive assistant or HR staff, there are many different types of interviews you will encounter – panel, face-to-face, video, competency, technical,… the list goes on! Each of these has its time and place depending on a variety of factors. Similarly, there are situations where conducting a phone interview is the best approach to take. This is likely to be in the beginning stages of the interview process, where employers are looking to screen a larger number of candidates by asking them a few key questions.

If you choose to start the process with a phone interview, it’s essential to prepare to get the best out of the experience. Find our telephone interview tips below!

How to conduct a telephonic interview

Consider this a ‘pre-interview’ screening call

Instead of thinking of this call as an interview, consider it as part of the screening/’pre-interview process’. This will allow you to focus on a few important questions without trying to cover too much information all at once. Choose your questions carefully, as the answers you’re given should be able to dictate whether or not you continue with the interview process.

Focus your questions

If you’re not sure what questions to ask in a phone interview, the key is to prepare no more than five focused questions which hone in on technical skills and experience. By asking a candidate these questions, you’re able to learn whether they’re qualified for the role. As a screening call is one-dimensional, you’ll find yourself concentrating on how the interviewee answers questions much more than you might in a face-to-face meeting. For example, are they answering in a concise, confident way? Are they giving good examples?

At the end of the day, your gut feeling about the way the conversation flowed and their manner of communication will be a good indicator as to whether you’d like them to continue with the process.

It’s not all about their answers

While their answers to your questions are important, make sure to look at the experience as a whole. If you called the candidate at a scheduled time and they didn’t answer the phone (or they were late calling you), they may have an issue with time management or prioritisation. During the call, how was their phone manner? Were they enthusiastic to be talking to you, or did they seem distracted or bored? The answers to these questions may give you an indication of their interest and dedication to the process.

Keep your options open

At the end of your call, there is no need to commit yourself to continuing with the interview process. Instead, thank them for their time and let them know when you’re expecting to be in touch. Once you’ve put the phone down, take the time to think about how the interview went and how it compares to the other calls you’re making. Remember, if you’re unsure, you can always ask them to continue the process just to see how they perform in another environment. It’s better to do this than lose your chance with a dream candidate!

On the hunt for new permanent or temporary staff? The Tiger team can help organise telephone interviews as a pre-screening initiative. Get in touch today.

Looking to find out more about hiring? Our comprehensive interview guide for employers covers best practices on many steps throughout the interview process.

The post How to conduct a phone interview appeared first on Tiger Recruitment.

Businesses have long been focused on DEI (diversity, equity, and inclusion) efforts in the past few years, advances have been made to address gender, race, and ethnicity as employers strive to reap the benefits of a diverse workforce. Despite this, neurodivergent individuals have often been overlooked. And, given that 15 to 20% of the global population is neurodivergent, there is much opportunity to improve.

Below, we explore the benefits of neurodiversity at work and actionable strategies that HR professionals and management teams can implement to empower neurodivergent employees. Neurodiversity experts Toni Horn, a neurodiversity consultant and Founder of Think Differently; and Kassandra Clemens, a transformational coach and Founder of Heal Your Confidence CIC, weigh in with their thoughts.

What is neurodivergence?

Neurodivergence is an umbrella term that encompasses individuals who have at least one condition that alters their cognitive function. These could include Asperger’s, attention deficit hyperactivity disorder (ADHD), dyslexia, dyspraxia, obsessive-compulsive disorder (OCD), epilepsy, and Tourette’s. Many of these individuals contribute effectively to the workforce, especially in businesses that offer personalised initiatives and soft benefits.

For employers seeking to accommodate neurodivergent workers, it’s important to be aware of the correct terminology and what it entails. Spring Health defines the following terms:

• Neurodivergent refers to a person or group with atypical brain functioning
• Neurotypical refers to individuals who are non-neurodivergent
• Neurodiverse is a mix of people from the two groups. Supporting a neurodiverse workforce means accommodating neurodivergent individuals

Benefits of a neurodiverse workforce

Numerous studies show that diverse businesses are more innovative and agile due, in part, to a greater variance in thinking and approaches. This can lead to disruptive breakthroughs by offsetting a tendency for companies “to all look in the same direction,” according to the Harvard Business Review.

Neurodiverse individuals are often excellent problem solvers, due to their ability to think in non-typical ways and identify solutions that other employees may not find.

Toni Horn explains how “those with Autism spectrum disorder (ASD) might excel in pattern recognition and detail-oriented tasks, while individuals with ADHD could offer high levels of creativity and dynamism.” Kassandra Clemens adds: “They may benefit the workplace through their ability to ‘dream deeply, ‘ demonstrating visionary abilities.”

Companies that embrace neurodiversity have reported impressive statistics. They are “45% more likely to report market share growth and 70% more likely to capture new markets,” Toni explains. Furthermore, she highlights the economic impact, stating, “in the UK, increasing employment rates for people with autism could add £23 billion annually to the economy.”

An increase in reputational value is also a considerable return for employers investing in a neurodiverse workforce. Hiren Shukla, Neuro-Diverse Centre of Excellence Leader at EY summarises that “our clients want to do business with companies that do good. Candidates want to work with companies that do good.” With Gen Z and Millennial jobseekers increasingly desiring to work for organisations that are positive contributors to society, a neurodiverse hiring programme can allow employers to tap into diverse talent and receive a boost in reputation.

Further, neurodivergent employees are on average more loyal, and likely to stay at a company for longer than neurotypical workers. According to JP Morgan Chase, their Autism at Work initiative discovered that neurodiverse hires were “90% to 140% more productive than employees who had been at the company for five or 10 years”. Therefore, investing in accommodating neurodivergent workers will not only provide a positive reputational boost, but it can also create loyal, well-oiled teams that approach tasks in creative and dynamic ways.

Steps to create a supportive workplace culture

The bedrock of supportive workplace culture for neurodivergent workers is, as Pamela Furr notes in a Forbes article, to create “an open and safe environment where employees feel comfortable speaking up about their accommodations”. Key to this is ensuring employees are not penalised when asking for accommodations and that these conversations are kept confidential.

Leadership plays a pivotal role in fostering this environment. “Leadership from the front is crucial,” Toni emphasises. “When company leaders openly support and advocate for neurodiversity, it sets a powerful example for the rest of the organisation.” Leaders should be trained not only to understand neurodiversity but also to recognise and nurture the unique talents of neurodiverse employees. She notes that “by doing so, they demonstrate a commitment to inclusivity and diversity that can inspire others within the organisation”.

Businesses can consider creating their own tailored awareness programmes for employees. For example, PWC implemented a neurodiversity interactive learning programme for all 32,640 UK employees. It “explores the topic of neurodiversity and includes bite-sized resources, as well as stories and experiences from PWC employees.” By learning from the lived experience of employees, the programme is designed to help the rest of the workforce understand neurodiversity and how they can best accommodate neurodivergent co-workers.

If an employer doesn’t have the budget for an awareness programme, inviting a neurodivergent speaker to educate staff is an option. Gaining an understanding can help avoid discriminatory scenarios, as Toni recounts a neurodivergent woman whose promotion was retracted, stating, “her employer expressed concerns that she wouldn’t be able to handle the pressure, a decision based more on stereotypes than her actual abilities and performance.”

Hope Gillett, writing for PsychCentral, discusses numerous ways employers can take steps to evolve their workplace culture to be accommodating to neurodivergent employees. From offering designated quiet areas and providing headphones to “prevent distraction or overstimulation”, to including breaks in long meetings to allow employees to “re-centre”, and “eliminating mandatory attendance at work social events”. Recognising that there isn’t a one-size-fits-all approach to workplace culture and adding small initiatives that appeal to neurodivergent employees may work wonders in fostering a healthy and inclusive working environment.

Inclusive hiring practices

While the benefits of a neurodiverse workforce are clear, organisations often struggle to recognise and tap into this talent pool. Toni states, “With an estimated 15-20% of the population being neurodiverse, this is a significant segment of potential talent that can contribute to various industries.” HR professionals should actively work to identify and attract neurodiverse talent, going beyond traditional recruitment channels. This can be done by engaging the local community and partnering with groups such as “government agencies, non-profits, vocational rehab centres, educational institutions, or offices for disabilities”.

Harvard Business Review states, “the behaviours of many neurodiverse people run counter to common notions of what makes a good employee”, which often includes “solid communication skills, being a team player, emotional intelligence, persuasiveness, salesperson-type personalities, and the ability to network”. When hiring managers adhere to the above criteria, neurodivergent employees are often at a disadvantage when applying for roles. This issue is echoed by Claire Hastwell, who notes that “many superficial norms, such as a strong handshake or looking someone in the eye, are difficult for neurodiverse individuals to perform.”

Instead, Kassandra suggests employers provide full interview information in advance for neurodiverse candidates, allowing them to prepare adequately and showcase their skills effectively. Kassandra states, “Reasonable adjustments benefit everyone! When a business treats diversity as a company asset, it naturally caters to the whole workforce.”

Including task-based assessments or job trials that mirror actual job responsibilities will also allow neurodiverse individuals to adequately showcase their skills.

One interview method that can help neurodivergent jobseekers feel at ease and demonstrate their potential is discussed by Robert D. Austin and Gary P. Pisano, entailing “comfortable gatherings, usually lasting half a day, in which neurodiverse job candidates can demonstrate their abilities in casual interactions with company managers.”

Employers should consider offering new recruits neurodiversity awareness training to allow them to get up to speed with inclusive practices. As part of this, Pamela Furr suggests including an “introduction to neurodiversity, explaining what it is and how it affects different people in different ways.” In addition, during onboarding, employers may wish to assign a mentor or buddy to help new employees navigate the workplace and understand company culture, which can be particularly beneficial for neurodivergent hires.

Conclusion

Empowering neurodiversity at work involves leadership by example, inclusive policies, open dialogue, and ongoing adaptation of company processes. By embracing neurodiversity, companies not only benefit neurodiverse employees but can also enrich the entire organisation. Kassandra concludes, “creating a truly accessible work environment benefits employee retention, closes skills gaps, and prevents employee burnout.”

For HR professionals and organisations looking to be inclusive towards neurodiverse professionals, the key lies in a commitment to diverse hiring, educating employees on accommodations, and taking steps to nurture neurodivergent employees that allow them to perform at their best.

The post Empowering Neurodiversity at Work appeared first on Tiger Recruitment.

Table Of Contents

• Introduction
• Money Talks
• Development and Training
• Equity, Diversity and Inclusion
• Flexible Working
• Employee Wellbeing
• Relationships At Work
• Summary

Introduction

At the close of 2022, Tiger Recruitment hosted a roundtable event, bringing together a select group of HR leaders across a range of industries. The discussion focused on their experiences of employee retention and acquisition.

There are plenty of reasons why staff leave their jobs — from low salary, poor management and lack of flexible working through to a long commute. According to Forbes, however, the most common reason an employee leaves is because of a toxic company culture, which ranks number one for 62% of jobseekers. With this in mind, the ever-evolving challenges that HR leaders face are far from simple.

Throw in the cost-of-living crisis, and employers now face even more pressure to improve working conditions for their employees. With junior jobseekers and graduates receiving lower salaries, compared to the average UK business support salary at £40,656, graduate retention and attraction came up time and time again as a key concern among our HR leaders. Is it possible to attract entry-level staff without offering the same attractive salary that might be offered to those with more experience?

In 2022, workplace trends like the Great Resignation and quiet quitting exploded, prompting many to reconsider their retention strategies. From boosting salaries to protecting employee well-being, read on to discover what our HR Leaders will be investing in over the next 12 months.

Money Talks

Our latest Salary and Benefits Review revealed that 51% of UK office workers received a pay raise in the last 12 months — almost twice as many as 2021 (28%). While that might not present too much of a shock, given the current cost-of-living challenges the UK is facing, what may surprise employers is that many employees are prepared to receive less money overall (inclusive of salary, benefits, bonuses), in return for an increased base level of pay.

As bonuses are usually positioned as a job performance incentive, some employees aren’t confident that their performance will be accurately evaluated. Those in roles without commission also have less faith in the bonus system, as the value that they bring to a role has more vague indicators of performance. According to Employer News, 83% of HR professionals believe that compensation should be linked to performance. With this in mind, it’s no surprise that new employees who are yet to ‘prove themselves’ have concerns about the effectiveness of bonuses.

Some employers are experiencing an increase in requests for salary rises from junior candidates due to a generational trend of open discussion about salary ranges. With 64% of UK-based employees wanting greater transparency from their employers about pay practices and over half of employees across the US wanting to know what everyone at their organisation is paid, it’s clear that the push for more open communication is strengthening.

What employers are finding difficult, however, is not the request for transparency but the lack of variable allowance across different industries, roles, types of pay, and experience. If these factors are omitted, the reality of an individual’s desired pay may fall short of their expectations.

At our roundtable, employers spoke openly about graduate salaries, with most — in light of the cost of living — agreeing there is a growing pressure to increase them. Many have altered their graduate bonus and salary structure, to accommodate for higher salaries with lower bonuses.

Employers mentioned that they were getting to the stage where the grads that they hired five years ago were starting to think about buying a home. But with the cost to buy being so expensive, these employees were looking to move further out. One employer expressed how disruptive this was for the business and that they were planning financial support options for employees looking to buy their first home, to retain talent effectively.

Key actions

• Consider offering financial support to long-term employees looking to buy their first home. This will help to retain staff who are debating whether to relocate.
• If the budget doesn’t allow for an increase in the overall employment package, increase the base pay and reduce bonuses.
• Only consider pay transparency or banding if you can accommodate variations across experience, sector and role type.

Development and Training

Career development remains a leading factor in employee retention. In our Salary and Benefits review, over 40% of jobseekers reported that career development was a priority in their next job. Around the table, HR leaders made it clear that their retention efforts were focused on strong employee development structures, regardless of role or industry.

Some shared how they had realigned their career development framework to prioritise visibility in their structure. In doing this, they found employee feedback overwhelmingly positive as a result of all staff being able to map out a clear path of personal progression.

Some HR leaders said that they were trying to improve the level of training offered to roles that traditionally lacked in this area. For example, one company was in the process of launching a new training programme with the Institute of Executive Assistants and Administrators. This employer also planned to implement a top-to-bottom training plan, allowing for a diverse group of employees with varying experience to capitalise on peer-to-peer knowledge sharing, thereby encouraging transparency at the same time.

Training, as part of graduate apprenticeships, is a key focus for 2023. Many are evaluating these, with the majority seeing apprentices working weekends and unusual working hours due to off-the-job training requirements. Following a full day of learning and working, many employers received negative feedback from their grads and a contributing factor to feeling burnt out.

The training and development piece for grads is a key focus for employers, with most leaders at the roundtable saying that they find graduate employees the hardest to retain. In the Wiley Edge 2021 report on graduate retention, 16% of employers surveyed found that a staggering 51% – 100% of their graduate employees typically leave the business within 24 months. A further 38% found that between 21% and 50% leave within two years. With this in mind, HR leaders at the roundtable were either thinking of scrapping apprenticeships completely or had done so already.

KEY ACTIONS

Retention efforts should be focused on strong employee development structures, regardless of role or industry

Prioritise visibility in the career development framework, so staff can take greater ownership of their personal progression within the business

Extra hours and “tick-box” exercises enforced in certain graduate apprenticeships are proving to have a negative impact on graduate retention. Companies should consider assessing these schemes by requesting feedback from their graduates

Equity, diversity and inclusion

Diverse workplaces make better decisions 87% of the time. Research has also shown that diverse staff are more innovative, creative, and faster problem-solvers.

The push for a more diverse workplace is still front-of-mind for many employers. HR leaders at our event declared that their diversity and inclusion had improved across the board, and that they are still reporting rising numbers in their data.

Several employers have made significant progress as a result of establishing ED&I committees, with one claiming they were inundated with applications for the committee elections. Another stated that increased maternity and paternity payments have been a great success in regard to a more inclusive work environment. With new strategies in place, employers also have more accessible data on ED&I, which has been pivotal in their plans to make further changes.

One leader said that by requesting ongoing feedback on their ED&I initiatives, they are able to ensure that new strategies are well received and gain greater insight into the thoughts of a wide range of employees.

Although progress is being made, equity, diversity and inclusion remain an area that still needs sustained and continued attention. The majority of employers agree that moving forward, actively hiring a more diverse workforce is essential in striving for equality.

It’s still as important as ever for employers to be part of the change, and at Tiger we will continue to champion the efforts made for progress. If you are looking to improve your ED&I, here are a few tips on how to do so.

Education

• Education can be in the form of training, discussions, and open communication. A good place to start is by creating an ED&I guide for staff.
• Learn from previous mistakes; educate yourself and your employees on what can be improved.
• Lead by example as an employer; pass on the importance and benefits of inclusion in the workplace.

Reach wider audiences

• When writing job openings, descriptions should be catered to reach broader audiences. These jobs should also be sent to a wider net of platforms and outreach programs.
• Advertise your company values on ED&I. Most companies forget to celebrate their workplace culture in their job listings, website, and media channels, but this should be a very visible part of your employer brand.

Communication

• Inclusive language is very important and a powerful tool for managers to open up internal communication.
• To make sure you are using inclusive language, avoid biases, slang, and expressions that discriminate against groups of people.
• By asking your diverse workforce for feedback you will ensure transparency as well as ownership of your actions.

Offer meaningful opportunities

• Take an individualistic approach to career development by nurturing talent and asking people what they want. Offer equal opportunities and be inclusive of all diversity groups.
• Set measurable goals, whether it be through quotas or feedback. Use this data to help direct progress in the right areas.

Foster at all levels

• From the management level down to graduates, diversity should be a consideration when hiring for any position.
• Whether via blind CV, skills testing or widening your candidate pool, make a commitment to remove biases from the recruitment process.

Offer better workplace flexibility and policies

• Allow employees to take time off for religious holidays that may not be officially observed by the company.
• Be flexible with RTW parents and offer competitive parental leave.
• Ensure your office is well-equipped with inclusive facilities, including wheelchair access and non-gendered bathrooms.
• Offer the option for flexible working hours.

KEY ACTIONS

• Actively align the recruitment process into DE&I initiatives, involving key stakeholders and training managers where needed.
• Review existing policies to make sure they’re inclusive. Installing an ED&I committee in the workplace can support internal change.
• Even with improved ED&I data in 2023, more still needs to be done, as equality figures remain unbalanced across the board. Hold those in management accountable to change.

Flexible working

In the second half of this year, we saw a wave of employers insisting on workers returning to the office full time and, as a response, many employees started to look elsewhere. While most people enjoyed the flexibility of WFH and found greater productivity, some employers were not convinced. According to a BBC report, 87% of workers believe they’re performing just fine, while only 12% of employers say they have full confidence their team is productive.

Many of the HR leaders that we spoke to said that, post-pandemic, they had asked workers to come in three days a week, but received a lot of pushback. People couldn’t benefit from the savings of a five-day season ticket, and, as a result, some employees were asking companies to expense the difference. Under the assumption that remote working was a permanent fixture, some staff relocated further away from their offices during lockdown and were more resistant to coming in for three days.

Since then, most employers have decided to judge flexible working on a team-by-team basis. Certain businesses have found this altered approach to be a popular strategy, as there is not a one-size-fits-all solution. As for travel expenses, the HR leaders we spoke to were unanimously opposed to reimbursing these costs.

However, the rise in the cost of living has shed light on the pressures for employers to help out with rising energy prices. As remote working has become less affordable, some employees have campaigned for businesses to reimburse their energy usage whilst they’re working from home.

Uswitch estimates that full-time home workers increase their daily gas use by 75%, while electricity use is predicted to rise by 25%.

If an employee is seeking financial support, employers agreed that encouraging them to return to the office would help with the reduction of home energy usage. Collectively, our HR leaders agreed that they would rather increase salary than recoup energy bills.

Being inclusive of new starters has continued to be a struggle in the remote landscape. Some employers have emphasised the importance of new employees being in the office in the first few months of their role, even if their role is fully remote. By having direct access to their superiors, some employers have noticed that learning has been faster, and new starters have built better relationships within their teams.

That said, some employers felt that we should perhaps be embracing the new way of working to be more accommodating to the younger generations, by finding better solutions in the remote world. One HR leader expressed that it’s just a matter of showing them the right tools and changing the mentality of how leaders can knowledge-share. By adapting how we mentor, we can provide learning and development opportunities without forcing them back
into the office.

While hybrid working has its benefits, employers have noticed a greater risk of burnout in those who work exclusively remotely. Some have said that remote workers are more likely to work longer hours to try to keep up with the workload. Given these circumstances, employers have encouraged these members of staff to attend the office more. In doing so, they’ve resolved workload anxiety organically by collaboratively sharing the load without the fear of bothering colleagues over the phone.

At our roundtable, the concluded outlook on flexible working was that flexibility goes both ways. On the whole, employers were more open to offer flexibility to those employees who showed willing and, in return, met the needs of the company.

• Recent evidence suggests that companies with a 90% remote workforce reported being just as happy with manager-employee face time as those with a 10% remote workforce. Of those with face-time concerns, engagement and culture – not productivity – emerged as the primary challenge.
• 1.8% According to the ONS labour productivity report, output per hour worked was 1.8% higher in Quarter 2 (Apr
  to June) 2022 than the average level in 2019, pre-pandemic.

KEY ACTIONS

• Employers should stand by employee flexible working, as productivity remains higher compared to those working in the office full time.
• There’s no one-size-fits-all all to hybrid working. Flexibility should be judged on a team-by-team basis, allowing managers to decide what works best for their individual teams.
• If employees are looking for help with their energy usage and/or travel expenses, consider implementing a designated cost-of-living bonus rather than a reimbursement.

Employee Wellbeing

More than 50% of employees want employers to do more to support their mental wellbeing, and feel that workplace stress and anxiety can result in increased absence and dissatisfaction with their job. With this in mind, employee wellbeing has been in the spotlight. By implementing workplace support, employers have noticed a positive shift in office morale as well as sustained productivity. Some have been actioning an individualised approach, whereby one-to-one coaching and therapy sessions are offered to help employees build coping mechanisms when confronted with anxiety and stress.

The wellbeing of newer members of staff is of particular importance, especially those with limited work experience, as they’re less likely to ask for help when their workload becomes overwhelming. Many employers believe this is partly because new starters don’t feel completely comfortable yet within their team relationships, which could be hindered by the lack of social exchanges in remote working.

Successfully onboarding a new employee into the workplace is all about trying to provide opportunities for the new employees to build key relationships and make new connections, whether they are working from the office or from home.

Small interactions can make all the difference when integrating new starters into the workplace. Many employers have encouraged their senior management to take initiative and the time to introduce themselves to new starters whenever they catch them in the office. Saying hello by the coffee machine or sparking conversation in the communal areas of the office, are all simple but effective ways in making a less intimidating work environment.

Relationships at work

According to m3, half of the people stated that company culture is the most important factor when deciding whether to accept a new role, while 41% said that culture is one of their main considerations. This suggests that publicising and promoting the company culture should form a key part of the recruitment process, yet businesses are failing to effectively capitalise on this opportunity. Disappointingly, one in 10 businesses do not promote their company culture to potential new employees at all.

While flexible working remains highly sought after, the office social life has become tumbleweed to some. In the hybrid world of working, Friday has become a popular WFH day for many employees — a world away from pre-pandemic Friday evenings when co-workers would gather and go for drinks.

The HR community has had their fair share of challenges in reintroducing a post-pandemic social life to the workplace — with one notable issue being the increased popularity of sobriety. In fact, 26% of 16–24-year-olds are not interested in drinking alcohol at all. Our HR leaders recommended social activities such as sporting events, bowling, and even candle-making workshops, with the most creative approaches being the most well-received among staff.

KEY ACTIONS

• HR leaders are planning more inclusive work events that cater for sober employees.
• With Friday evening socials off the table, employees are enjoying more activity-based social activities.

Summary

In 2022, we witnessed trends like the Great Resignation and quiet quitting, which formed the basis of recurrent recruitment and retention difficulties. In response, we have also seen employers prioritising the upskilling of their existing staff to compensate for hard-to-fill roles. If you’re doing this, we encourage you to put in place a clear career development
plan. This allows staff to progress in new areas of the company or role, motivated by a supportive structure and the promised rewards of expanding their skillset.

In 2023, we expect to see the ratio of job vacancies to candidates be more equally matched, ahead of the Great Rebalance. The January “big move”, where employees leave positions in the new year after bonuses are paid, is a trend that we see repeated year after year. With this in mind, we advise employers to recognise the employees that have gone the extra mile in their EOY appraisals and to consider offering competitive salaries and career development training for the new year.

At Tiger, we expect to see flexible working as a continued attraction to jobseekers in 2023, and we encourage employers to offer hybrid working as part of their employment package. Like many of the employers at the roundtable, we suggest judging flexible working on a team-by-team basis to better meet the needs of the employees and company.

At our roundtable, job perks were a discussion highlight in the context of 2023 retention strategies, and we were pleasantly surprised to hear about some of the innovative ways companies were prioritising employee wellbeing. Organised activities such as massages and mindfulness lessons were most popular among staff, with the consensus being that these directly impacted improved morale and positivity.

Free office lunches were also suggested as an easy win. Employers noticed an increase in office attendance when they provided food, and plan to continue organising free meals as part of making a small difference with the cost of living. One HR leader also mentioned that this was a great way for new starters to socialise with other staff, as they found attendance was up and everyone took some time to chat whilst on lunch.

As many as two thirds (67%) of employees who have free food at work class themselves as “extremely happy” or “very happy”.

Some HR leaders are also finding value in employee apps that provide financial advice, mindfulness techniques, yoga etc., which employees can access at any given time. Some of these include Welbot, Headspace for Work and Ben. Private financial planning was another retention strategy that some employers were looking to help their employees with in 2023.

KEY ACTIONS

• Ahead of the January big move, recognise the employees that have gone the extra mile in their EOY appraisals, and consider offering competitive salaries and career development training for the new year.
• The key to retention in 2023 is securing a strong benefits package. Where relevant, this should also be updated to suit the hybrid working model.
• Employee well-being is in the spotlight for 2023. HR leaders are trying to incorporate mindfulness into the workplace, as well as perks that make employees feel valued.

The post Retention and Acquisition Trends 2023 appeared first on Tiger Recruitment.

Table of Contents

• Attracting talent in the UAE
• Writing a job description
• Writing a good job ad
• Creative candidate attraction strategies
• What to look for in a CV
• How to conduct an interview
• Tailoring interview questions
• The offer process and securing a candidate
• Best-practice onboarding process

We have matched exceptional jobseekers with fantastic businesses since 2001, and for those looking to recruit staff, the recruitment and selection process has changed drastically since then. The pandemic instigated a significant shift in the way we work and, therefore, a change in the desires of both businesses and jobseekers.

Now, we’re seeing another dramatic shift in hiring. Both the pandemic and the calls for increased diversity in the workplace have forced many businesses to transform their recruitment and selection processes. From the conversations we’re having with employers in the wake of this, it’s clear there is a need for a simple, straightforward guide to the basics of the recruitment and selection process from start to finish.

What is recruitment and selection?

Recruitment and selection processes refer to the procedure of finding suitable candidates for a company to fill job vacancies. It involves identifying the requirements of a job, advertising the position, defining the requirements of the position, and choosing the appropriate candidate for the job.

Learning the recruitment and selection process effectively is essential for employers who want to recruit suitable staff, save the business time and optimise resources. Following each step of the process through to selection will also lead to better retention rates and long-term hires.

Difference between recruitment and selection

What is the difference between recruitment and selection?

Recruitment refers to the process of finding potential applications for a role. If you’re working with a recruiter, this might be with an initial briefing to understand exactly what you’re looking for so that they might then write a job ad, search for candidates, and provide a shortlist. Once you’ve signed off on this, the next step would involve an interview process. Selection then follows, which is the route to hiring your preferred employee from those you’ve met.

In other words, selection is the process of choosing the right person for the job.

Recruitment and selection policy?

A comprehensive recruitment and selection policy ensures consistency in the process and helps to manage expectations for all parties. Such a policy serves as a guiding framework that outlines the organisation’s principles, procedures and best practices for attracting, assessing, and hiring potential candidates.

Firstly, a well-defined policy ensures consistency and fairness throughout the recruitment process. Establishing clear guidelines and criteria helps minimise any potential biases and ensures that all candidates are assessed on their merits and qualifications. Moreover, a recruitment and selection policy promotes transparency, both internally and externally. It provides employees with a clear understanding of the company’s hiring practices, ensuring a consistent approach and reducing ambiguity or confusion. Externally, it presents a professional and ethical image of the company, fostering trust between jobseekers and employers. Additionally, a robust policy helps mitigate legal risks and compliance issues by ensuring adherence to applicable laws and regulations. It outlines procedures for handling sensitive information, ensuring confidentiality and data protection.

Overall, a recruitment and selection policy is crucial for maintaining a fair, efficient and legally compliant recruitment process, ultimately leading to the identification and hiring of the most suitable candidates for the organisation’s needs.

Tiger’s recruitment and selection process

Let’s look at Tiger’s recruitment and selection process.

Attracting talent in the UAE

There are many elements to consider when attracting talent in the UAE. As the majority of the population are expatriates of working age (with only 11.48% of the population made up of UAE citizens), it’s important to consider what your ideal worker will be attracted to.

Expatriates

The UAE has long been attractive to expatriates, due to companies offering high salaries, zero income tax, relocation packages, school tuition and other benefits which aren’t offered in many other countries in the world. The lifestyle of living in the UAE is also attractive for some, with warm weather all year round and new developments offering many creature comforts. If you’re in a position to offer the above, that’s fantastic. However, employers can also attract expats by developing a positive, international employer brand and progression opportunities.

Emirati talent

For a long time, UAE citizens were attracted to working in the public sector, as they were able to access a larger number of annual leave days and shorter working hours. While the government has since worked on equalising the gap between the public and private sectors, some Emiratis may still perceive the public sector as a more desirable workplace. Therefore, an employer who offers great, individualised benefits is more likely to attract Emirati employees, like flexible working.

Attracting Emirati talent is now an essential consideration for many businesses due to Emiratisation. In the UAE, Article 14 of the UAE Labour Law mandates that Emirati candidates must be prioritised by employers in certain companies due to high unemployment levels among locals. As such, you will likely have to take this into account when selecting talent to work in your company.

There are benefits from hiring Emirati talent, as companies have the opportunity to save on Ministry of Human Resources and Emiratisation fees, among other discounts. If you’re looking for more information or are unfamiliar with the requirements, our guide to Emiratisation will help. 

Writing a job description

A job specification (job spec) or job description is a document created for candidates to understand the details of the job before they apply for it. It’s an easy way for them to understand what the job will entail and decide if it’s the right position for them.

Why is a job description important?

• It will convey the company’s expectations for the position in a transparent way
• It helps the business stay competitive in the market, as well as prove its investment in employees through details about benefits and company culture
• It will help distinguish between suitable candidates and those who don’t have essential skills or requirements
• It makes the recruitment process easier from the very start, as the job spec sets out expectations
• It gives the candidate a clear understanding of the role and what’s expected of them
• It can attract and entice candidates
• A good job spec comes across as professional and organised, helping to represent the employer brand in a positive light
• The more detailed the job spec, the easier it is for a recruiter to find the best possible person for the role

Format of a good job spec

If you’re looking for help in writing job descriptions and best practices around this, follow the format below:

• Information about the company
• Day-to-day duties
• Requirements/skills/experience needed (this can be separated into essential and desired categories)
• Personal attributes
• Benefits of the role

Writing a good job ad

If you’re not using a recruiter, likely, you will likely also write a job advertisement for the role in-house. The ultimate goal of a job ad is to attract the best talent, so it’s worth taking the time to write a fantastic ad.

While you want to attract the best talent, all role expectations must be communicated clearly and understood by the employee before any type of commitment is made. If a role includes a large amount of administration or irregular hours, mention it – otherwise, a discrepancy between what an employee expects and what you can deliver could arise.

Other elements to consider when writing a job ad include spelling and grammar, tone of voice, a clear heading, simple language and enthusiasm. Writing the best possible job ad will also reflect positively on your employer brand, which ensures your opportunity is considered by the right candidates.

There are also common mistakes that we see many employers make when writing their job ads. The following are some things to avoid:

• Exaggerating the position or company
• Ignoring company culture
• Being evasive about salary

What’s the difference between a job ad and a job description?

Remember, a job ad and a job description are different: a job description describes what a candidate does for you, whereas an ad should focus on what you can for them.

If using a recruiter, they will likely write the job ad for you once you’ve provided them with a thorough job description or spec.

Creative candidate attraction strategies

When looking to attract talented candidates, it’s useful to think outside the box (and the traditional job ad). It could be as elaborate as a creative job ad or as simple as setting up a strong referral process. Looking for inspiration to get you started? Head over to our blog on creative ways to attract the best talent.

Remember, by 2025, millennials will make up three-quarters of the workforce, so it’s incredibly important that you take them into account as part of your attraction strategy. You can do this by investing in your digital presence. They are the first generation to grow up surrounded by digital technologies, and as such, they will rely on the internet for information about your employer brand. Invest in building a digital presence that’s attractive to the best talent, with consistent messaging and experiences across all sites. Don’t be afraid to use social media for sourcing – LinkedIn, Facebook, Twitter, and Glassdoor can all be effective.

What to look for in a CV

When looking at candidates’ CVs, it’s important to know what to look out for with a quick scan of the document. Below, we outline what we look for in a great CV, along with common misconceptions we’ve heard along the way.

CV Layout

So, what should a CV look like? Look for:

• Consistent formatting
• Correct spelling/grammar
• No more than two to three pages in length
• Simple design and font use

Find a good example of a CV below:

Education

Education is important, but often employers will rule out candidates who don’t have a bachelor’s degree, even if they are intelligent (e.g. strong A-levels but have chosen not to go to university). We see this quite often when hiring personal assistants and office managers. Remember, if you do rule out a candidate based on their university qualifications, you’re at risk of narrowing your pool of candidates and potentially excluding your dream hire!

Interests/achievements/further information

These sections are a fantastic opportunity to learn more about a candidate on a personal level, behind the CV. This, in turn, gives you a better indication of their personality and if they are likely to be a good fit for your workplace. It’s also a good indication of the level of imagination and creativity a candidate possesses, as there isn’t a lot of room for individual expression on the rest of the CV. As recruiters, we use this information to help us do just that, so we would highly recommend more than a cursory glance at these sections.

Soft skills

It can be tempting to hire prospective employees based on specific skillsets, experience, and referrals. Personality type and soft skills like patience and enthusiasm, however, factor into workers’ success just as much (if not more) than their ability to carry out the role. Unlike industry experience and technical skills, soft skills often cannot be taught, though they can make or break a successful onboarding process.

While CVs may outline the soft skills of a candidate, it’s unlikely you’ll be able to completely understand the breadth of these from this alone. Therefore, you should always try to go into soft skills in more detail in the later stages of the process.

Movement on a CV

Several employers find a CV with little movement unusual or an indication that the candidate won’t stay in one role for long. While this may have been the case in the past, it’s now very normal for a candidate to ‘hop’ from one role to the next, particularly millennials.

When you review the CV of a job-hopper, consider the following points:

• The calibre of the companies they have worked for
• Why they might have left their previous roles (ask your recruiter for more information about this if you’re unsure)

Essentially, job hopping isn’t necessarily a negative thing, so never exclude a candidate based on this reason alone.

For more tips, read our blog on how to screen CVs.

How to conduct an interview – a manager’s interview guide

Effective interview techniques are essential to get the most out of the experience. If done well, you’ll better understand your employees’ motivations and be better equipped to nurture their desired career path for the benefit of your business.

As the interviewer, it’s your job to make the candidate feel at ease in the situation (as they are probably nervous) when conducting interviews. Remember: a calm, informative and honest interview will ensure the candidate performs at their best, allowing you to ultimately make the right decision. It’s also a good idea for hiring managers to prepare for an interview beforehand.

Set the scene for the interview

Effective interview techniques are essential to get the most out of the experience. If done well, you’ll better understand your employees’ motivations and be better equipped to nurture their desired career path for the benefit of your business.

As the interviewer, it’s your job to make the candidate feel at ease in the situation (as they are probably nervous) when conducting interviews. Remember: a calm, informative and honest interview will ensure the candidate performs at their best, allowing you to ultimately make the right decision. It’s also a good idea for hiring managers to prepare for an interview beforehand.

Make interviewees feel at ease

If the candidate feels at ease, you will get the best out of them in the interview and have a more accurate representation of their character/ skill set. If working with a recruiter, brief them on what the interview will entail so that they can prepare the candidate for what to expect.

This includes:

• Who will they be meeting?
• What is the interview type (i.e. panel, telephone interview, video)?
• Will there be a skills or psychometric test?

In the interview, you can make the candidate feel at ease by adopting friendly, open and warm body language. As mentioned above, start the interview by outlining what the candidate can expect. It’s also a good idea to give the candidate an overview of the company and the role, as this will allow them to settle in and calm their nerves before answering questions.

There are topics you should avoid venturing into during the interview, as they have no bearing on the candidate’s ability to perform the role successfully. These include those topics to do with protected characteristics (as mentioned above), but also questions about social media accounts and leading questions.

Structure of interview

In the beginning, reiterate what structure the interview will follow and give the candidate an overview of the company and role. This is an effective interviewing technique as it will make the candidate feel at ease and give them time to tailor their answers and choose the best examples.

Next, talk through a candidate’s CV and experience. This, alongside targeted questioning, will take up most of the interview. The goal here is to find out about the candidate, their previous experience and what they’re looking for in a new role. Questions to ask at this stage may include:

• Their reasons for leaving
• Why they want to work for the company
• What can they bring to the role

After your questions, give the interviewee a chance to ask their own. This allows them to show an interest in the role and company, as well as proves they’ve done background research into the company.

End the interview by explaining what the next steps might be and when the candidate can expect to hear feedback. Regardless of how well the interview went, always thank a candidate for their time and finish on a positive note.

How long does a job interview take?

The length of the interview depends on the role, the level of experience and the number of stages in the interview process. We recommend a minimum of 20 minutes for a first-stage interview (if there are several stages). A single interview could take up to 45 minutes, but try not to keep the candidate too long, especially if they are meeting different people.

Tailoring interview questions

While it’s important to tailor interview questions depending on the specific role the candidates are applying for, there are several general questions employers should always ask in an interview. Below, we break down the specific types of questions that can be asked when assessing a candidate.

Different types of interview questions

There are different types of questions that an employer can ask when conducting interviews. These include:

• Open and closed questions – closed questions have a ‘yes’ or ‘no’ response, whereas open interview questions are those which require further explanation from a candidate.
• Competency/behavioural questions – these are designed to test/ask questions about a candidate’s specific skills or behaviours
• Situational – focuses on a hypothetical circumstance and asks how the candidate would react in that situation
• Probing – often used to learn more about the candidate’s personal qualities, skills and experiences, based on their initial answers to questions

A combination of both competency and situational questions will provide you with a holistic view of a candidate’s thought process and problem-solving abilities. These are open questions and will, therefore require the candidate to tell you a bit of a story and paint a complete picture of their experience and approach to work. These should be defined ahead of the interview with the desired competencies in mind.

Closed questions can be useful, too. These are the ones that only need one-word answers. They have their place, especially in an interview environment where you might be asking prospective permanent staff technical questions to test their understanding. Equally, if you’re rushed for time, closed questions can be a speedy way of generating easy conversation at the start or end of a meeting.

Competency-based interviews are becoming increasingly popular, with companies opting to ask broad questions that reveal a candidate’s skills and personality behind their CV.

What is a competency-based question?

Competency-based questions typically lead a candidate towards describing a situation and/or task.

For example, you may start a question by saying:

• Tell me about a time when …
• Give an example of when …
• Describe a time when …
• Have you ever been in a situation where …

Competency-based interview questions always require an example of something a candidate has done in the past (to use as an example of their competency or behaviour in a certain situation).

Pros of competency-based interviews

Competency-based interviews allow you to use a set script or a score-based system for assessing candidates. This typically means that all candidates are asked the same questions, allowing there to be a fair interview process in place, where every candidate has an equal opportunity to shine. Competency questions force candidates to recall their personal experiences, which may then elaborate on.

Finally, these questions allow candidates to show they have all the experience and capabilities to do the job well.

Cons of competency-based interviews

As with every type of interview, there are cons associated with using competency-based questions. In some cases, candidates spend so much time preparing polished answers that they unintentionally give the impression that they have a robotic personality. Also, some may struggle with the open-ended nature of the questions and end up giving poorly constructed or unclear answers. Typically, these are the most challenging types of questions — some employers report that they find candidates will freeze if they feel they’re put on the spot with a competency-based question. Finally, if an interview focuses exclusively on competencies, a candidate might not get the opportunity to convey their emotions or motivations.

Examples of competency questions

Influencing or persuading others:

• Tell me about a time when you were able to change someone’s viewpoint significantly
• Tell me about a time when you were asked to do something that you disagreed with

Interpersonal and team skills:

• What experience have you had working with a team?
• Which skills and personal qualities have you contributed to the teams you have been a part of?
• Tell me about a time when you used tact and diplomacy
• Tell me about the last time you disagreed with someone
• Tell me about the most difficult person you have worked with
• What have you disliked in your past jobs?
• What kinds of people do you enjoy working with?
• What qualities do you admire most in others?

Communication skills:

• Tell me about a time when you were successful in getting crucial information from another person
• Tell me about a time when someone misunderstood what you were attempting to communicate to them

Personal adaptability, energy and resilience:

• Tell me about a time when you felt under pressure
• Tell me about a time when your work or ideas were criticised
• Tell me about a time when you felt frustrated by your work

Self-management, self-motivation and self-knowledge:

• Tell me about a time when you acted over and above the expectations of your role
• What have you done that shows initiative and willingness to work?
• What are three major accomplishments from your last role?
• What does ‘success’ mean to you?
• What does ‘failure’ mean to you?
• What motivates you at work?
• What are your interests outside work?
• Tell me about a major problem you have encountered and how you dealt with it.

Problem solving and decision making:

• Tell me about a difficult decision that you have made
• Tell me about an unpopular decision you have made
• What significant problems have you faced in the last year?
• How do you work under pressure?
• How would you motivate an employee who was performing poorly?

Conflict management and ethics:

• How did you resolve conflict in the groups or teams that you were a member of?
• How would you resolve a dispute?
• Tell me about a time when you bent the rules. When is it okay to do so?

Personal and career objectives:

• What are your short- and long-term goals?
• What are the most important things you are seeking in a career?
• Who do you admire most and why?
• Why do you want this position?

Knowledge of the organisation and role:

• Why did you apply for this position?
• What skills and personal qualities are essential for success in this role?
• What would you like to know about this organisation?
• What do you believe you can contribute to this organisation?
• What do you know about our organisation?
• Why are you interested in working for our organisation?
• In what kind of work environment are you most comfortable?
• What qualities should a successful manager possess?
• Describe the relationship that should exist between a supervisor and those reporting to him or her

Work experience:

• Tell me about the best job you’ve ever had
• What did you enjoy most or least about your last job?
• What extracurricular activities are you involved in?

Ability, competence and achievement:

• What two or three accomplishments have given you the most satisfaction? Why?
• What do you feel qualifies you for this position?

Stress questions:

• How do you react to criticism?
• Can you accept criticism for poor work?
• What causes you to lose your temper?
• Aren’t you overqualified for this role?
• How long would you expect to remain with this organisation?

Essentially, what you’re looking for is someone who can positively contribute to the business by using their pre-existing knowledge and any new skills they learn on the job. It’s important to establish that they possess the relevant skills for the advertised role, which can be conducted through a small skills-based task.

The offer process and securing a candidate

Congratulations! All your hard work throughout the interview process has paid off, and you’ve found your dream hire! Below, we outline the next steps to take to ensure you win over your chosen candidate as quickly as possible.

The pre-offer stage

The offer process is an integral part of securing your dream candidate. Essentially, strong communication and acting quickly are key.

This process begins before interviews start, as communicating timings and setting expectations around the interview process are essential. If working with a recruiter, talk to them to learn important information, such as where the candidates might be in recruitment processes for other positions and salary expectations.

Offer and acceptance

When making an offer to a candidate, this usually begins with a verbal conversation. During this talk, you may mention salary, benefits, an expected start date and reference requirements.

In some cases, there may be some negotiation and working around a counter-offer from the existing employer.

Once the candidate accepts, you will be able to get in contact with them directly (if you’ve been using a recruitment agency up to this point). At this stage, the contract and offer letter is sent to the candidate.

Elements to include in the contract/offer letter

There are a few key points to include in a contract or job offer letter. These include:

• The job title and key duties
• Compensation, benefits and terms, i.e. start date, working hours, notice period, and probation period
• The name of their direct line manager

You will also need to carry out any background and reference checks and talk to the candidate about when they will hand in notice with their current employer (if applicable).

Finally, communicate any final information pre-starting with the candidate. This could include the start date/time, who to ask for on arrival and how the onboarding process will go ahead.

Best-practice onboarding process

The hiring process doesn’t end at the candidate’s acceptance of the job. Without a smooth introduction to the organisation in the days following their acceptance, you are in danger of alienating your recruits and impacting their motivation and productivity.

Effective inductions are timely, organised and engaging. The aim is to inspire and excite new starters while giving a good first impression of the company. They should set out an organisation’s mission and vision for them, while educating them about the company’s history, culture and values.

Your employee onboarding process could take up to three months, depending on the level and scope of the role. HR staff, line managers or the office manager can help onboard new staff. We’ve outlined the best practices for onboarding below:

Planning the onboarding in advance

A successful onboarding process doesn’t begin from the new employee’s start date. As soon as the individual accepts the role, you should be managing your recruit’s perception of the organisation’s brand and the team they’re about to join.

How to structure a new starter’s first day

On a new starter’s first day:

• Welcome them in and show them around the office, all the facilities and their desk
• Introduce them to their line manager, colleagues and senior managers
• Put in place a well-planned timetable
• Make sure they’re aware of any soft benefits that they can take advantage of on a daily basis (casual Fridays, free lunches etc.)
• Tailor the induction to suit the new employee — for example, a graduate’s onboarding is likely to be different to a new employee who has extensive experience with other companies or someone returning to work after a long absence
• Provide them with a training manual that they can refer to, which includes all company procedures, including health and safety and company information

A new starter’s first weeks

It’s a good idea for HR to organise catch-ups with individual managers once they’ve started the role. Communicate to managers that this is an important step in the new starter’s onboarding process, as it will also help them to feel as though senior staff are taking a genuine interest in them and their skills.

The first few weeks are the most important time for any new starter. In this time, they’ll form an opinion of your company which will be hard to change if it isn’t a positive one.

Send around an email asking their colleagues to introduce themselves so that they have informal introductions over a few days. Introducing them to everyone at once will be overwhelming and the recruit is unlikely to remember any names. Organising a buddy who can take them for lunch and show them around the local area is also a good way to relax and orientate them.

Continue holding regular catch-ups and check-ins, and allow different team members to take part in the induction process to draw on their own skill sets and give them some responsibility when training the new starter.

Planning a new starter’s initial workload

Recognise that a new employee will take some time to be able to work at their full capacity. If you enforce deadlines too quickly, you could get the wrong impression of their capabilities, as they may be tempted to rush tasks to deliver them on time. Small mistakes are likely to be made while the recruit is taking in all this new information, so try to set them small tasks and evaluate their performance after each is completed, ensuring that you give constructive feedback.

Remote onboarding

If onboarding remotely, it’s important that:

• Any necessary hardware is sent to a new starter’s home office
• They have scheduled video calls with their team, their line manager and the person leading their induction
• They have a new starter guide which outlines all of the systems used for communication, e.g. Skype, Slack, Zoom
• They are provided an e-version of their induction schedule
• They are included in any virtual social events with the company
• Their buddy contacts them regularly about work or otherwise

Remember, the onboarding process can be overwhelming for a new starter. It’s important that everyone in the office reaches out and makes them feel welcome.

If you’d like any additional guidance on recruiting new staff, get in touch with us today and we’ll be able to guide you through the process. If you’d like to request the PDF version of our Interview and Selection guide, please email us at marketing@tiger-recruitment.co.uk.

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Whether you’re a small business experiencing growth or a large corporation needing to improve efficiency and compliance, choosing to hire a financial controller is a strategic step. They play a vital role in managing day-to-day accounting operations and ensuring financial accuracy. A skilled controller can also provide valuable insights, helping to drive your business forward.

In this guide, we’ll walk you through everything you need to know about hiring a financial controller. From understanding their role and responsibilities to identifying the signs it’s time to bring one on board, we’ve got you covered.

What Is a Financial Controller?

A financial controller is a senior financial executive who’s responsible for overseeing a company’s accounting operations. They ensure that the day-to-day accounting activities and reports are accurate and compliant. They can also offer valuable insights based on the accounting data to help with decision-making.

The Role of a Financial Controller

Whether you are running a major corporation or small business, a financial controller has an important role to play in your company. They ensure your accounting operations are accurate, compliant, and efficient.

Here are some of their key responsibilities:

• Overseeing all accounting operations.
• Ensuring the accuracy of financial reports.
• Ensuring compliance with financial regulations and internal policies.
• Preparing financial statements, including income statements and balance sheets.
• Conducting internal audits to prevent inaccuracies and fraud.
• Developing and monitoring budgets.
• Analysing financial data to identify trends and provide insights.
• Managing the accounting team and financial processes.
• Supporting strategic financial planning and decision-making.

How a Financial Controller Differs from Other Financial Roles

Financial controllers fill a unique role in your business. They are more than just accountants because they oversee the entire accounting process, ensuring compliance and accuracy. If you need someone to handle basic bookkeeping and daily transactions, you will hire an accountant, not a controller.

The controllers also differ from finance directors. While controllers focus on managing daily accounting operations and ensuring accurate financial reports, finance directors set the overall financial strategy and goals for the company. The controllers will manage the day-to-day, while the finance directors will manage the broader financial direction.

They also play a distinct role compared to finance business partners. Finance business partners are deeply integrated with different departments. They use their financial insights to guide strategic initiatives and ensure collaboration between finance and operational teams.

Signs Your Business Needs a Financial Controller

Knowing when to hire a financial controller is crucial. Here are some of the sure signs that your business needs to recruit a controller:

Rapid Business Growth

If your business is experiencing rapid growth, it can become challenging to manage finances effectively. A controller can help ensure that your accounting operations scale with your business. They provide the expertise needed to handle increased financial complexity and support sustainable growth.

Increased Regulatory Requirements

As your business grows, so do the regulatory requirements you must comply with. A controller ensures that all financial practices meet legal standards and internal policies, helping you avoid any costly penalties.

Inaccurate Financial Reporting

Frequent errors or inconsistencies in your accounting reports are clear signs that you are relying too heavily on your accountants. Financial controllers bring the necessary skills to improve accuracy and reliability in financial reporting, ensuring you have the precise data needed for making informed business decisions.

Qualifications and Skills to Look for in a Financial Controller

If it’s time for your business to hire a financial controller, you need to know what to look for in potential candidates. All candidates should have a strong background in accounting and finance, demonstrated by a relevant degree and professional certifications.

To suit this role, the candidate should also have strong analytical skills, proficiency in accounting software, and reporting capabilities. Candidates with experience in your industry will mean they are familiar with industry-specific financial challenges and regulations, making them a great fit.

How to Hire a Financial Controller

Using finance recruitment agencies can streamline the hiring process. These specialised agencies will quickly identify your specific needs and match you with the right candidates. They can also help you with creating the perfect job description, screening, and securing your ideal candidate, saving you time and effort.

If you want to do it yourself, follow our step-by-step process:

1. Identifying Your Needs

You first need to identify your business’s needs for this role. Consulting with your accountancy team can provide valuable insights into what is required. They can highlight areas where additional support is needed and identify specific skills that are crucial for the role.

You can then use this information to create a detailed job description. A well-crafted job description will attract candidates who are well-suited to meet your business’s specific requirements. Make sure to clearly outline the responsibilities, qualifications, and skills needed for the role.

2. Finding Potential Candidates

A finance recruitment agency is one of the best ways to find potential candidates. They have extensive networks and resources to connect you with highly qualified professionals. This can speed up the hiring process and ensure you find top talent.

You can also place the job description online on various job boards, network within your industry, and use LinkedIn to find suitable candidates. Attending industry events can help you meet professionals who might be looking for new opportunities. These methods can help you reach a broad audience and find the right fit for your business.

3. Evaluating Financial Controllers

Start by assessing candidates’ CVs and resumes to identify those with the right qualifications and experience. Look for relevant certifications, such as CPA, and experience in accounting management. Pay attention to the industries of their previous roles and any accomplishments to determine their suitability for your role.

Conducting interviews is the next crucial step in the evaluation process. You will need to prepare a set of questions that cover both technical skills and their problem-solving abilities. Make sure to ask about their experience with reporting, compliance, and how they have handled any financial challenges in the past.

You can also use assessments, such as practical tests or case studies, to gain insights into a candidate’s capabilities. These assessments help ensure you choose a candidate who can effectively manage your accounting operations.

4. Making the Decision

It’s now time to decide who you will bring into your business. Before making an offer, it’s always best to check the references and background of your potential candidate. This ensures the person you choose will be the best fit for your company’s culture and future success.

Once you have narrowed it down to one candidate, you can make them a formal job offer. This should clearly state the terms of employment, including salary, benefits, and any other relevant details. With a well-structured offer, you are set to secure the top candidate.

Check out our salary and benefits review to ensure you are making a competitive offer that will attract and retain your ideal candidate.

How a Financial Controller with Tiger Finance

At Tiger Finance, we’re ready to help you hire a financial controller. We have years of industry experience and access to an extensive network of both active and passive candidates, ensuring that we will always find the right fit for your role. Our team will support you throughout the hiring process, from sourcing candidates to aftercare.

Fill in the request form so that we can make your recruitment process easier and faster.

The post Hire a Financial Controller: A Comprehensive Guide appeared first on Tiger Recruitment.

Hiring a finance director is essential for any organisation looking to enhance its financial management and strategic planning. They will bring financial leadership, expert insights, and strategic vision to your business, ensuring you can handle any economic challenges and take any growth opportunities.

In this guide, we explain how to recruit a finance director, helping you secure the perfect candidate to drive your company’s financial success.

What is a Finance Director?

A finance director is a senior executive responsible for overseeing your company’s financial operations. They will typically hold a seat on the company board, working closely with other senior leaders to align financial goals with overall business objectives. Their role involves strategic planning, risk management, and ensuring the long-term financial stability of your business.

They are often confused with financial controllers. A financial controller handles the day-to-day financial operations, including accounting, reporting, and compliance. The director typically has a broader, more strategic outlook. Both roles are crucial, but it’s important to know what you need before looking into how to hire a financial controller or director.

Key Duties of a Finance Director

Before you hire a finance director, it’s important to understand their key duties. This ensures you’re hiring the right person for the role.

Their duties are extensive and can vary depending on the specific needs of your business. Here are their main responsibilities:

• Overseeing financial planning and analysis.
• Developing long-term financial strategies.
• Establishing and managing budgets and financial forecasts.
• Ensuring compliance with financial regulations.
• Supervising financial reporting and audits.
• Identifying and preventing financial risks.
• Advising on investments and financial decisions.
• Leading the finance team.
• Ensuring professional development within the finance team.

Essential Skills and Experience

To hire the best director for your business, you need to know what skills and qualifications to look for during the candidate screening process.

Experience Level

Experience is crucial when selecting a director. Look for candidates with at least five years of experience in financial management, ideally within your industry. They should also have a record of successfully leading financial teams and implementing strategic financial plans.

Expertise

Look for candidates who are skilled in financial modelling, budgeting, and forecasting. They should also be experts in financial software and have a deep understanding of regulatory compliance and risk management.

Soft skills are equally important in this role. Your director should have excellent leadership abilities to manage, motivate, and develop the finance team. Strong communication skills are crucial for conveying complex financial information clearly to stakeholders. Strategic thinking is also critical for ensuring your business is a success.

Importance of a Finance Director in an Organisation

You might already have a great team of accountants and financial analysts and wonder if you need a director. A finance director is an essential role as they bring valuable strategic insight and leadership that can take your financial operations to the next level.

Here are some key benefits that show why this is an important role to fill:

Strategic Financial Management

A director ensures your company’s financial health is monitored and managed strategically. They provide expert oversight of financial planning and analysis, helping you make informed business decisions. This financial insight keeps your organisation competitive and financially stable.

Risk Management

This role plays an important part in managing risks for your business. They identify potential financial risks and develop strategies to prevent them, such as credit or interest rate risks. This proactive approach protects your company from unexpected financial challenges.

Credibility and Compliance

A finance director enhances the credibility of your financial reports. Their expertise in compliance and reporting reassures investors, stakeholders, and regulatory bodies about the accuracy of the reports. They also ensure all reports are completed on time and meet regulatory standards, maintaining a positive reputation for your business.

Broad Impact

A finance director will manage the entire financial strategy of your organisation. Compared to a finance business partner, who focuses on specific departments, a director has a wider reach across all financial aspects of the business. Both roles are important, but a director has a broader strategic impact.

They also have a more complex role than an accountant. If you need tasks like bookkeeping and tax preparation done, you will hire an accountant. If you need strategic planning and financial leadership, a finance director is the right person for the job.

How to Recruit a Finance Director

The director you choose will play a crucial role in your business, making the recruitment process vital. Finance recruitment agencies are helpful because they have access to a broad talent pool and know how to find the right candidates. They can save you time and ensure you hire the best person for your business needs and culture.

If you prefer to handle the recruitment yourself, here are the steps to follow:

1. Crafting the Job Description

A clear job description is essential for attracting the right candidates to your role. It should outline the role’s responsibilities, required skills, and qualifications, helping potential candidates understand if they are a good fit. This will help save you time by ensuring only suitable applicants apply, reducing your screening process.

Here’s what to include in a job description for a finance director:

• Key responsibilities and duties
• Required qualifications and certifications
• Essential skills and experience
• Company background and culture
• Reporting structure and team details
• Expected performance metrics
• Salary range and benefits

A job description differs from a job advertisement. The job description provides detailed information about the role’s responsibilities and requirements. A job advertisement is a shorter, more engaging summary designed to attract candidates to apply.

2. Identifying Ideal Candidates

Once your job description is ready, you can post it on job boards or your company’s website. You can also send it to a finance recruitment agency, who will help find and screen potential candidates for you.

Alongside posting your job description, you can actively source ideal candidates to approach. This proactive strategy helps you find qualified professionals who may not be actively job hunting. Use professional networks, LinkedIn, and industry events to identify and reach out to these candidates.

3. Screening and Shortlisting Candidates

Once you have a list of candidates, the screening process can begin. This is when you will review each candidate’s CV and cover letter to assess their qualifications and experience. Look for red flags like missing qualifications, irrelevant experience, or poorly written resumes to quickly narrow down your list to the most promising candidates.

4. Conducting Effective Interviews

The next step in the recruitment process is conducting interviews. This is your chance to talk with each shortlisted candidate and get a deeper understanding of their qualifications, experience, skills, and how they present themselves.

For the interviews to be effective, you need to prepare the right questions to ask the candidate. There are questions you should always ask in an interview, but you will also need to create tailored questions that are relevant to the role and your business. For example, you might ask how they have managed financial risks in the past or how they approach financial planning.

You also need to use the interview to assess how well they would fit into your company culture. A good cultural fit is crucial for long-term success and job satisfaction, which can save you from having to repeat the hiring process. Ask about their leadership style and teamwork, paying close attention to their communication style.

5. Assessing Competencies and Aptitude

After the interviews, you can ask the remaining candidates to complete competency-based assessments. You might include assessments such as financial modelling exercises, case studies on risk management, or strategic planning tasks. These tests can provide insight into their analytical skills and capabilities so that you can confidently select a candidate who will excel in the role.

6. Checking References and Backgrounds

Before you make a final decision, you will need to check the candidate’s references and background. Reach out to former employers to verify the candidate’s work history and performance. Use this as an opportunity to ask specific questions about their strengths and areas for improvement.

It’s also best practice to ensure that the candidate has a clean financial and legal background. This helps maintain the integrity of your business’s financial operations and reputation.

7. Making the Job Offer

This is a critical stage of the recruitment process. You must make the best job offer so you can secure your ideal candidate.

To make the best job offer, include comprehensive details about the salary, benefits, and any additional perks. Clearly outline the job responsibilities, the reporting structure, and performance expectations. This transparency helps the candidate understand exactly what to expect and makes your offer more attractive.

It’s important to be open to negotiation during this stage. Your candidate may have specific requests or conditions that need to be met. Being flexible and willing to discuss these aspects can help you get the candidate you want.

8. Onboarding and Integration

After the candidate accepts the offer, focus on their onboarding and integration. Begin with a thorough orientation to introduce them to your company, their team, and their role. Make sure they have all the tools, resources, and training they need to get started.

Integration is key to helping your new finance director feel welcome and become productive quickly. Schedule regular check-ins and encourage open communication to address any questions or concerns. This support will help them adjust to your company culture and align with your goals.

Retaining Your Finance Director

Now that you know how to hire a finance director, it’s important to focus on retaining them. Losing a director can disrupt your business and lead to costly and time-consuming recruitment efforts.

Here are some tips to ensure your director stays long-term:

Competitive Compensation

You should regularly review and adjust their salary and benefits to ensure you are keeping up with industry standards. This will help keep your director satisfied and less likely to look for opportunities elsewhere.

Professional Development

Providing opportunities for professional development will benefit both the director and your business. You can encourage your director to attend conferences, pursue certifications, and stay updated with industry trends.

Positive Work Environment

Focus on creating a positive and supportive environment to help enhance their job satisfaction. You can do this by formally acknowledging any impressive contributions, providing constructive feedback, and promoting a culture of respect and collaboration.

How to Recruit a Finance Director with Tiger Finance

Tiger Finance specialises in recruiting top-tier finance professionals. Our team of experts, extensive network, and deep industry knowledge enable us to identify and attract the best candidates for your specific needs.

We handle every step of the finance director recruitment process, from crafting job descriptions to conducting interviews and reference checks. By partnering with us, you will find a director who is highly qualified and a perfect fit for your company’s culture and goals.

Ready to hire your next finance director? Fill in our request form today to start your search.

The post How To Recruit a Finance Director appeared first on Tiger Recruitment.

When hiring a executive assistant, PA or other administrative position, it is essential to get the interview right. The judgement you make at the end could have dramatic consequences for your team or your business. Therefore, before every meeting with a potential employee, it is worth taking the time to prepare, going through the questions you are going to ask and working out what you want to get out of the process

The nature of these questions will depend on your business, the role you are conducting interviews for and technical skills required. However, there are key questions employers should ask.

Interview questions to ask candidates

Experience

Why did you leave your last position, or why are you looking to leave your current job?

Whilst most candidates will have a perfectly acceptable reason for moving on, there are some whose reasons might not stand up to further questioning. Trust your gut instinct and if you are unhappy with the candidate’s response, then challenge them by asking the following question:

If the reason you left your position had not been an issue after all, would you have stayed?

This seems innocuous enough but you will be amazed how a candidate can open up to this probe. Repeat this question until you get to the real reason for leaving. This will help you form a more accurate opinion of the candidate.

What were the salaries and benefits for your last three roles?

Interviewers often enquire as to a candidate’s salary in their current/last role. However, employers should ask interviewees about their last three roles. This will tell you about a candidate’s progression and, if a candidate has been given a big pay rise in a job, their value as an employee. While you should always find out their starting and leaving salary, context is important – a lack of any visible salary increase doesn’t necessarily indicate a bad candidate, as market forces and a previous employer’s modus operandi might have prevented an increase. It’s also a good idea to find out their previous salaries as it will allow you to benchmark this against what you’re offering.

Benefits can also make a huge difference to an offer, so it is worth asking what benefits the candidate was enjoying at their previous company. This ensures full transparency and gives you an opportunity to discuss your own benefit packages.

Please explain the gap in your CV.

Many people have taken time out of their career; maybe to start a family, a sabbatical, or go travelling. However, it is common knowledge that every gap should be explained on a CV so there should be no discrepancies.

If dates don’t line up, it is reasonable to ask the candidate why – this could also trigger a conversation that reveals a little more about their life experiences and personality.

Personality

Many employers want to make sure that a candidate is going to fit in to the culture of the company, regardless of whether or not they have the technical skills to do the job. Here are a few questions that can help you in assessing a candidate’s fit.

Who are your referees and why have you chosen them?

This is a question that candidates don’t necessarily expect and therefore prepare for. The answer often gives a good insight into a candidate’s reasoning and their level of confidence in the opinions of their peers. The split between personal and business references can be particularly interesting.

Discuss your interests and achievements.

This perhaps gives the most accurate assessment as to a candidate’s personality and without delving too deep, you can quickly determine whether there is common ground between the interviewee and the people he/she will be working with. Candidates are advised to take this section of their CV seriously so should be able to talk animatedly about anything listed here.
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There are obviously many hiring manager interview questions, but the above are ones that can elicit a telling response and help you make the right hiring decisions quickly and efficiently. There are also some questions you definitely shouldn’t ask in interview.

If you’re ready to hire HR staff, get in touch today. If you’re looking for guidance on interviewing, read our selection guide for employers and HR staff. 

The post Questions to ask an interviewee – an employer guide appeared first on Tiger Recruitment.

If you’re looking to recruit in Saudi Arabia, you’ll likely be aiming to attract as many job seekers as possible. While candidates living in Saudi will be aware of the benefits of living and working in the country, it’s crucial to emphasise these to international candidates. If you’re working with a great PA recruitment agency in Saudi Arabia already, they will probably be making their candidates aware of these themselves. However, if you’re undertaking the hiring directly, consider what will attract candidates to the country and make sure you highlight these benefits in the hiring process!

Business is booming

While Dubai is the city that usually springs to mind when considering business centres in the region, we believe that Saudi Arabia will be a serious contender in 2020. We’ve seen an increase in business activity in the country, which in turn provides a perfect opportunity for international candidates’ future prospects and earning potential. When interviewing, emphasise any possibilities for progression and salary increases, as this will attract those who are looking to settle in the area on a long-term basis.

Laws are relaxing

International talent may be hesitant to move into the country as some consider former laws to be more conservative. This is now changing. For example, foreign women no longer need to wear abayas, which may make these candidates from overseas more comfortable. The Saudi government will continue to relax other laws in 2020 to appeal to foreigners, like the ability for unmarried couples to stay in hotels and the introduction of mixed-gender concerts.

Strong expat community

If your hire is moving from overseas, it’s worth mentioning the growing expat community in Riyadh – it’s arguably bigger than in Dubai! Therefore, someone moving to the city may find it easier to develop their social networks in Riyadh compared to other cities in the region. Building a social life will help your employees to develop that all-important support from outside their business and thrive in their new environment.

Salary packages

If you’re one of the many employers looking to hire international candidates, make sure the salary is clearly communicated on the job specification, job ads and throughout the interview process.  Whether you’re offering a competitive salary in conjunction with benefits like flight allowances, or you’re throwing in additional training once they’re in the role, these perks will all help to make the role more attractive to those moving from overseas.

If you’re looking for a great recruitment agency in Riyadh, Tiger Recruitment can help you find the perfect candidate for your role. Get in touch today!

The post Four ways to attract international talent in Saudi Arabia appeared first on Tiger Recruitment.

In modern Middle Eastern workplaces, attracting the right talent is more important than ever. The competition for great candidates continues to heat up, with the flame fanned by Dubai Expo 2020 on the horizon, reformed visa processes for expats and an emphasis on encouraging the Emirati talent pipeline.

As a result, companies are now going above and beyond to source and entice potential employees, looking beyond the traditional recruitment process and salary packages to make sure they secure the best person for the role. So, with so much competition, how do you stand out from the crowd? Here are four places to begin:

Flexible working

It’s official – the 9am-5pm working week is on its way out, with companies all over the Middle East embracing flexible working. A recent survey found that 60% of UAE employees work remotely at least once a week, while 52% don’t work from an office for half the week.¹ Therefore, businesses who refuse to budge from strict working hours are already starting at a disadvantage when it comes to recruitment. Candidates are much more likely to be interested in a role if there is an element of flexibility, so consider implementing a strategy that allows for this – perhaps you can start with time for a school run?

Professional development

Generally, successfully placed candidates are those looking for a challenge and career progression. Therefore, integrating professional development into a benefits package can be a big selling point for potential employees. This can range from encouraging time off to attend talks or workshops, to investing in formal study such as an MBA. Demonstrating a clear pathway to progression at interview stage can also be attractive for prospective candidates.

Don’t delay

While you want to make sure your preferred candidate is a great fit both professionally and personality-wise, there is only so much you are going to garner from the interviewing process. Businesses who undertake a recruitment process that spans more than four interviews run the risk of losing their top choice to competitors. To make sure you don’t miss out, consider refining your approach and streamlining your process to be three-four weeks from agency brief-in to offer. Make sure that you have all your paperwork in order so that should you want to offer, it can be done quickly and efficiently.

Re-assess company culture

It’s one thing to say you have a ‘fun’ working environment, but another thing completely to actually follow through. It’s very common for UK-based offices to offer team incentives for hitting targets, or company days out, so why not consider doing the same? This could prove the difference between an expat accepting your role over another company’s. Encouraging the uptake of your promised benefits once the employee has started will also go a long way in encouraging retention.

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Tiger can help you find the right talent, from PA recruitment to hiring for a private household. Get in touch today!

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It is now widely understood that job loyalty is a thing of the past, especially among millennials. Despite the effects of the pandemic, the latest Deloitte Millennial Survey revealed that 31% of millennials envision leaving their jobs within two years[1].

This approach to working represents a serious challenge to businesses’ employment strategies. It’s widely understood that millennials now make up 50% of the global workforce[2], so it’s absolutely a concern worth addressing. When most young professionals choose to work for organisations that share their personal values, these latest stats present great opportunities for an employer brand to engage with talented existing and prospective employees.

And the good news?

You don’t need a big budget (or ping pong tables) to make a positive impact on your employer branding strategy. Below, we list employer branding examples that will help you appeal to top talent.

Improving your employer brand

Tone of voice

Gone are the days of preachy language, a ceremonial ‘yours sincerely’ and formal communication practices. If you want to attract great talent, start speaking to them in a language they will appreciate and understand. Consider a tone of voice that’s approachable and genuine. Imagine the questions that jobseekers are likely to want to ask, and answer them head-on. Consider asking recent starters for their opinions on how your business communicates compared to others.

Social media

The existence and dominance of social media in our lives mean it’s never been easier to engage and interact with your existing and prospective employees. In a world where two-way conversations have become increasingly important and authenticity is key, social media provides brands a huge opportunity to positively engage with candidates. Depending on your business’s size, you may already have corporate business handles. If you don’t, create them and get communicating.

Your people

Your staff are your best brand ambassadors. Look after them, treat them well and they’ll tell the world about it. A proud employee who enjoys their work will share your business’s achievements with their friends, families and online. Those testimonials are priceless and are undoubtedly your most powerful marketing tool.

Have clear values

According to Deloitte’s 2020 Millennials at Work survey, just over half of millennials are attracted to employers because of their CSR values, and 56% would consider leaving an employer that didn’t have he values they expected[3].  Review and communicate your business’s carbon footprint, CSR programmes, and the ways in which you positively impact the lives of your consumers. These principles could potentially make or break the decision by a person looking to work for you.

What next? What’s the retention strategy?

If you’ve successfully attracted great talent, congrats! Now for the long-term retention. Your employees want to learn, and they’re looking for inspirational leaders. Most would prefer to work with subject matter experts who work as hard as they do. Employ the best, and put in place leadership programs or succession plans to ensure clear progression opportunities.

Be prepared to be flexible. Increasingly, emerging generations value their contribution to their employer not by the hours they put in, but by the quality of their output. Work-life balance has never been more important. Take cues from the likes of Amex, who have put in place a Bluework program that connects different work styles to workplaces (they’ve also saved millions on real estate).

The perception of your employer brand depends on much more than promotional advertising and bonus packages. Think about how the above points can be dovetailed into a long-term business strategy and you’ll undoubtedly reap the rewards of a talented and loyal workforce for years to come.

Looking to employ someone new? Get in touch today. Read our comprehensive interview guide for employers for more advice around hiring.

[1] https://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html

[2] http://www.marsdd.com/wp-content/uploads/2015/01/Insiders-Guide-Finding-Meaningful-Work-Attracting-Talent.pdf

[3] https://www.pwc.com/co/es/publicaciones/assets/millennials-at-work.pdf

The post Employer Brand: How You Can Set your Business Apart appeared first on Tiger Recruitment.

Even the most well-seasoned of hiring managers and HR specialists will occasionally confuse and use job ads and job descriptions interchangeably. It’s crucially important to differentiate between them though – they serve two very different purposes!

1. A job description describes what the candidate does for you; an ad should focus on what you can do for them

Let’s go back to basics quickly: an advertisement is ‘any public notice […] designed to sell goods’. [1]

It goes without saying then, that an ad should market your business and the position in a positive way; it functions as a sales and brand awareness tool. With this in mind, it makes sense that your job ad would be the place to really sell the benefits. Pique candidates’ interest by highlighting all the perks you can muster up: from complimentary gym memberships, subsidised meals and car allowances, to the great team, career progression and flexible working arrangements.

A job description, on the other hand, is generally given to those who have taken an interest in the position already, so you know that they’ve actively taken a second step towards finding out more about the business and the role. Here is where you’ll delve into deeper detail about their responsibilities, essential experience and skillsets required.

2. A job description describes the detail; an ad gives an overview

Because the advert needs to draw people in quickly, essays are not going to be effective here. Write your advert once, then edit, and edit again. It does not need to give much more than an overview of the role itself, along with a promise of the unique benefits afforded to them if they’re successful.

When applicants are at the stage that they want to find out more, they’ll read the job description: now feel free to increase your word count and elaborate on the detail. Outline the day-to-day responsibilities so that they can match their experience and assess their fit.

3. A job description is factual; an ad tells the story

A well-written job advert should be drafted with flair and imagination; draw your audience in with an interesting story that they can relate to. An exceptionally effective way of capturing their imagination is via multimedia in a creative job ad – if your budget can stretch to video or animation, do it!

A job description, by contrast, can be written with the minimum of ‘fluff’. Its purpose is to list the tasks of the role along with required experience. If you’re so inclined, you may add a list of benefits to the bottom too.

4. The job title and jargon may vary

The actual job title you’re recruiting for might be ‘Director of first impressions’, but when advertising, keep it to a simple ‘Receptionist’. Not only will it make the job ad easier to find when candidates are searching online, it will also receive higher click-throughs. Similarly, avoid any hard-to-understand jargon or acronyms in an ad. You’ll only intimidate readers and dissuade them from applying.

Feel free to include these in your job description, but we’d encourage you to explain them.

5. They’re read by different people, in different ways

An advert will usually be available for everyone to see. Any recruiter or hiring manager will want to maximise the reach of their job advert, sending it to the far corners of social media, job boards and beyond. As candidates are increasingly browsing on the move using their mobiles and tablets, make it easy for them: optimise your advert for all devices and post it in the places they’re likely to see it. Check for key words and searchable terms to ensure you’re maximising SEO.

A job description, by contrast, will be a longer document sent to engaged candidates, so feel free to distribute as a PDF or hard copy.

Looking for more hiring tips? Our guide will help you chose the right candidate for the job!

If you’re looking to hire your next star candidate and need some help, contact Tiger today.

[1] Collins English Dictionary

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2021 was busier than ever and we are expecting to see a surge in hiring activities at the beginning of 2022, reflecting greater business confidence and improvement in the job market. As we start the new year, we’d encourage clients to continue focusing their hiring efforts on retaining and attracting the best possible candidates. The war for talent is still alive and well, so maximise the value of your organisation by implementing these tips.

1. Strengthen employer branding

In 2021 we experienced a candidate-driven market and this was felt in conversations we had with clients who really struggled to find the right candidates. We’d encourage businesses to invest in strengthening their employer branding in 2022. By prioritising this as part of an HR strategy now, companies will reap the rewards later, from both passive and actively-seeking candidate audiences.

2. Encourage referrals

A truly successful employee referral program transforms your entire workforce into recruiters, which in turn paves the way for a speedier onboarding process and lower staff turnover. Beyond the employee referral program itself, you’ll of course secure those referrals in any case by creating a great place to work: Win-win! While employee referrals are a fantastic way to hire, do be aware that they often go hand in hand with reduced diversity.

3. Improve diversity

In 2022, it will be fundamental for businesses to support and encourage a multi-generational workforce, as well as recruit more diverse candidates. Why? It’s now a fact that diverse workforces perform better.

4. Offer additional perks and benefits

An ever-increasing number of businesses are improving staff retention by offering flexible working, perks to improve wellbeing, and valuable training opportunities. Candidates genuinely cherish these benefits and will be more inclined to repay your investment with their loyalty.

5. Reach out on social media

2022 will be the year employers really expand their hiring strategies across social media. Don’t lag behind and miss valuable engagement opportunities with potential candidates on Instagram, Facebook and Twitter. But remember, candidates will see straight through blatant recruitment advertising. Embrace two-way conversations and offer value-add with interesting and beneficial content.
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If you’d like to discuss your 2022 permanent or temporary recruitment needs with us, get in touch today.

The post New year, new team? appeared first on Tiger Recruitment.

October 20^th 2020 marks the launch of Expo2020, the largest event to ever take place in the UAE. Over the course of six months, the city will play host to an exposition of hundreds of pavilions – all themed to 190 different countries. Showcasing the best of each country through exhibitions, events, live entertainment, food and culture, the Expo will be held in District 2020, a 200,000 m² area situated in the south of the city. It’s the first world Expo to be held in the region, following on from Milan’s Expo in 2015.

As 25 million visitors are expected to visit over the course of the event, the Expo is bound to have an impact of all facets of life, including recruitment. The projected increase of GDP during the time of the Expo is AED112.6 billion – which will undoubtedly impact hiring and salaries. With just 12 months to go till the event, here’s what to look out for.

Candidate retention continues to be important  

In the past few years, we’ve seen a change in the type of salary and benefit packages offered by employers. A few years ago, it was common practice to provide a house, car, kids’ school fees and a free return flight home for expats. Nowadays, these benefits aren’t given out as freely, so we’re seeing some families move away from Dubai. This exodus, combined with the 275,000 jobs its hoped the Expo will create, will undoubtedly trigger increased turnover. Can you hold on to your staff through tailored benefits packages? Depending on the workers, offering school fees, training and development opportunities or private health insurance could be attractive benefits.

Economic change

According to Capital Economics[1], economic growth in the city is projected to rise to between 3.8% and 4.5% throughout the Expo and the following ten years. Hosting the Expo will increase Dubai’s GDP by 1.5%. While many businesses are growing (luxury five-star hotel The Dorchester is currently under construction), some corporations are choosing to move away from Dubai as there is uncertainty around how things will change in the area. Dubai went through an economic boom between the years 1995-2004, with a 17% GDP increase in the final year alone[2]. However, an oversupply of property was the primary cause for the crash in 2009[3]. In the 10 years following the crash, there has been slow but steady growth, but it is hoped that the Expo will speed up production and bring further prosperity to the city.

Dubai continues to be desirable in the region

Dubai is part of the UAE, the 2^nd most populous of the Gulf States. Within the region, there are business centres in Abu Dhabi, Qatar, Bahrain, and Saudi Arabia that also offer tax-free income. But it’s not just expats who choose to live and work here – according to the MENA Job Index[4], six out of 10 Dubai residents surveyed have said that they would choose Dubai above all other cities in the region to work. The consensus among workers throughout MENA is that Dubai has a ‘work hard, play hard’ culture, especially when compared to Abu Dhabi, which is seen by many to be a more laid-back city. We’re seeing stability in job numbers and salaries in the lead up to Expo2020, which is hoped to further attract those from both inside and outside the UAE.

The effects of the Expo will be felt long after 2020

Gulf News[5] reports that there will be a further AED62.2 billion injected into the economy from 2020 to 2030. Tourism is expected to contribute to this, as are new commercial opportunities. Following the Expo, 80% of the infrastructure in District2020 will be reincorporated into residential units, commercial buildings, a community centre, restaurants, green spaces and transport links to the airport. The area is expected to be home to a community of 90,000 people, with over two million m² of area available for third parties to develop. This will undoubtedly create opportunities for businesses, from start-ups to multi-national corporations, to expand into this new area. In turn, this development is hoped to attract new job openings and highly skilled candidates into the area.

Please get in touch with our expert consultants for further recruitment insights.

[1] https://www.capitaleconomics.com/publications/middle-east-north-africa-economics/middle-east-economics-update/how-is-dubais-economy-performing/
[2] http://www.arabnews.com/node/260522
[3] https://reuters.com/article/us-emirates-dubai-future/dubai-recipe-for-economic-success-looks-stale-as-markets-slump-idUSKBN1KCo8V
[4] https://www.bayt.com/en/blog/27009/the-bayt-com-middle-east-job-index-survey-february-2014/
[5] https://gulfbusiness.com/will-expo-2020-impact-uae-jobs-market/

The post How will Expo2020 affect Dubai’s recruitment sector? appeared first on Tiger Recruitment.

Recruiting is no walk in the park. Most hiring managers will know that a bad appointment could potentially cost their business threefold: the cost of searching, the cost of hiring, and the cost of training. So it’s all the more important to get it right first time. Having a structured hiring policy will play an important role in getting the best person for the job. Preparing properly, setting a timeline and applying a uniform approach for interviewing candidates will provide clarity in the decision-making process and ensure everyone is being considered on fair grounds.

That said, we also firmly believe in the importance of rapport-building in an interview, which will probably involve some small talk. This is especially true when hiring an EA, however in doing so you may find yourself in uncharted territory. If this happens, steer the conversation back to your prepared interview questions and continue. In the meantime, avoid the below interview topics too:

1. Any subject relating to religion, gender, age, race, marital status, sexual orientation, gender expression and disabilities

That list might appear to be overwhelming, but essentially the premise is the same. Simply avoid asking too many questions that could be interpreted to be bordering on too personal. For example, asking someone what they did on the weekend and receiving a response along the lines of: “I went to a picnic organised by the synagogue with my husband and children,” takes you way off course. Bring the conversation back to your set questions immediately, so as to avoid legal risk both to yourself and the business you’re hiring for.

2. Social media access

Asking for candidates’ social media account information is a no-go area as well. If you want to have a little hunt around to see how the candidate represents themselves publicly online, by all means do that. But if you can’t find them or believe they may have pseudonyms, don’t probe for more info.

3. Leading questions

Asking a question such as, “Your boss must have been pleased about your decision to organise the travel itinerary, mustn’t he?” leads the interviewee to feel uncomfortable about saying anything other than ‘yes’. Avoid leading questions so that the candidate can feel confident answering authentically.

4. Positive reinforcement

Keep the tone of the interview neutral. Expressing to them something along the lines of, “That is exactly the right response and one that we’d expect from someone working here,” gives them an indication of their performance – which is a strict no-no. Maintain a balance between being friendly and neutral in your responses.

5. Textbook questions

Finally, make a bit of an effort with the interview questions. Asking, “What is your biggest weakness?” is a question that the candidate will have probably prepared in advance. Try a couple of unusual questions for a more genuine dialogue.

Looking to hire your next recruit? Get in touch now. If you’re looking for more information on the selection process, read our comprehensive interview guide for employers.

The post Hiring managers, know which interview questions to avoid appeared first on Tiger Recruitment.

Flexible working defines the practice of working away from the office – by either working at home, or being able to start late / finish early to suit individual lifestyles. Flexible working practices have become increasingly common around the world, with almost 50% of full-time workers in the UK now working with flexible hours, according to Timewise[1]. Employers in Dubai are facing the same circumstances: according to the International Workplace Group (IWG) study, “60% of employees in the country work away from the office at least once a week” [2]. With more companies embracing flexible working, they are also reaping the rewards when looking to find new employees and attract talent in the Middle Eastern job market. Here are just some of the benefits of offering flexibility in your workplace.

Decreased stress

As Dubai is a global business hub, there are a high number of expats moving in and out of the city, and it takes time to adjust to a new time zone and culture. This, alongside the desire to work hard in order to keep up with the demands of world-wide trade, means that it’s no surprise that 80% of people in UAE live in a state of high stress.[3] Stress can lead to disengagement and demotivation in the workplace, making it a pressing issue for employers in the UAE to deal with. Flexible working gives your employees the option to negotiate some regular time to work in a different environment that functions better for them, like their home or a favourite coffee shop.

Improved productivity

The IWG study found that “85% of respondents confirm that productivity has increased in their business as a result of greater flexibility”[4]. This may be a result of the traditional office environment actually becoming an extremely distracting place. From colleagues popping around to ask a question to multiple meetings a day, phones ringing off the hook and general chatter in open-plan offices, the office is becoming less ideal for productivity. Flexible working allows individuals to choose their most productive unique working patterns, as well as the freedom to prioritise other areas in their lives such as fitness or families.

Attract and retain great staff

We’re seeing a change in benefits packages for employees in Dubai whereby it’s less likely that expats will have benefits such as a car or children’s school fees paid for as standard. If your company is no longer in a position to offer these packages, introducing flexible working hours could be a great benefit to help retain and find staff more successfully. If you’re looking to recruit a permanent employee and your preferred candidate is a young parent, for example, this will allow them time to be at home with their children during the working day. This will also positively affect retention, as flexible working will encourage employees to stay at your company, rather than looking around for something new.

Reduced recruitment costs

Your management team will be pleased to know that flexible working also offers a few indirect positives to your bottom line! With lower staff turnover, you’re reducing training costs as well as the cost to replace an employee. With fewer workers in the office, overheads will also decrease as less desk space is required. For reference, IWG forecasts that the US could see an annual economic boost of $4.5 trillion dollars through flexible working options[5]. This figure alone should be a reason to consider adopting flexible working options in your workplace.

Tiger can help with your office and PA recruitment needs and provide advice on the best employee benefits to attract the talent you need. Get in touch today!

[1] https://timewise.co.uk/wp-content/uploads/2018/05/Manifesto-for-change.pdf

[2] http://contact.regus.com/GBS18_Report_Download_Request

[3] https://whatson.ae/dubai/2019/02/5-things-we-learned-at-the-2019-world-government-summit/

[4] https://www.iwgplc.com/global-workspace-survey-2019

[5] http://assets.regus.com/pdfs/iwg-workplace-survey/iwg-workplace-survey-2019.pdf

The post Four benefits of adopting flexible working in Dubai appeared first on Tiger Recruitment.

To celebrate International Week of Happiness at Work, we’re shining a light on workplace morale! As an employer, there are a number of steps you can take in order to encourage a positive culture in the office. Not only will it benefit your current employees, but it can also help you attract fantastic candidates through a great employer brand. Don’t know where to start? We’ve put together a list of ideas to help!

Boost training and development

Encouraging your staff to develop their skills is crucial to employee engagement. This could take the form of weekly webinars, internal workshops, mentorships within the company or external seminars. Whichever route they take, knowing that you’re willing to invest time (and possibly money) in their personal development goes a long way to boosting their satisfaction at work.

Flexibility is key

More employers in Dubai are enjoying the benefits of flexible working (including improved productivity, enhanced attraction and retention of staff). As the world moves towards a flexible way of working, it’s become clear that we’re happiest when our work life supports our personal lifestyles. Flexibility can encompass anything from remote working to flexi-hours, so there’s plenty of scope for an arrangement that suits both employee and employer.

Employee feedback

Open communication between employees and their line managers is essential to creating a happier workplace, as it will soon reveal the areas for improvement. Regular 1:1 sessions with employees, suggestions boxes, and regular employee engagement surveys are all effective forums for comprehensive feedback. Furthermore, engaging employees with the implementation of their ideas will enhance their feelings of appreciation.

Team building to encourage friendships

If your employees are spending eight hours a day or more with their team, it stands to reason that they’ll work better if they’re friends! As a manager, you can foster friendships by organising team-building events. Why not set up a team lunch or a party for a team member’s birthday? Socialising outside work hours or at a team-away day provides a perfect setting for teams to get to know one another. Additionally, if you’ve just hired a new EA or other member of staff, an informal team lunch will go a long way to helping them get to know their new colleagues quickly, outside the confines of an office environment.

Reorganising the office
If your organisation has the scope to do this, think about reorganising the office space to encourage collaborative work away from the desk. In addition, a workplace with natural light and office plants can also encourage a more positive work environment. Our 2020 Salary And Benefits Review supports this, revealing that work environments were more important than salary when it came to candidate attraction!

Consider stress-relieving activities

Stress-relieving initiatives are a great way to break up the work day and show your employees you care about their mental health. The options here are limitless; some popular options include in-office massages, lunchtime yoga classes and bring-your-dog-to-work days!

If you’re looking to hire a PA or business support staff in the UAE, our expert consultants can help. Get in touch today!

The post How you can encourage happiness in your workplace appeared first on Tiger Recruitment.

In today’s market, it can be a tough gig convincing the most talented candidates to choose you over a competitor. While the power of your brand plays an important role, for the vast majority of employers, it’s an effective job ad that truly attracts applications from prospective candidates.

But how many of us actually get it right? You only have to look at a handful of job adverts online to see there are as many good ones as there are bad. So, how do you write an employment ad? Here are our top nine tips on how to attract the best talent through an effective job ad.

1. Spelling and grammar

Correct spelling and grammar is, without a doubt, one of the most important elements of any job ad. Just as you would shake your head upon seeing a typo in a CV, so will a candidate looking for a professional company with which to work. After all, if you can’t get the basics right, what confidence does this give the candidate? Therefore, it’s essential you write it, check it and then ask someone else to check it. Before you publish, check it one final time.

2. Tone of voice

The tone of voice in which you write your job ad will give prospective candidates some insight into the personality of your business and your company culture. Are you a corporate professional services firm looking for polished professional candidates? Make sure you reflect this in your language. Conversely, an advertising and media agency with a more laid-back approach might use informal language to give a more accurate impression of what it might be like to work there.

3. Avoid complex and lengthy headlines

The job headline should be the job title. After all, that’s what people will be looking for! If the job title doesn’t clearly describe the role, or requires further explanation, then use a strapline to do so. As an aside, if you realise you’re writing an ad for a job with an obscure job title that in no way conveys what the role’s purpose is, then consider changing the job title altogether.

If your business is well-known with a good reputation among your targeted candidates, then display the organisation or brand name prominently, either as a strapline or contained in the main heading alongside the job title, as well as incorporated in the body of the advert.

4. Keep it simple and clear 

A powerful advert is succinct and to the point. With four in five jobseekers using their phones to apply for jobs[1], it’s essential that you keep things short and sharp, making it very easy for candidates to review what the role is, what the successful candidate looks like, and why they should apply.

Therefore, keep sentences and paragraphs short and use bullet points to list key responsibilities or ideal requirements. After writing your first draft, find the commas and ‘and’s, and replace with full-stops.

It’s also worth avoiding jargon, elaborate design or multiple font styles.

5. Be excited

Do you want your candidates to be excited and enthusiastic about your unique opportunity? Ensure this is reflected in the writing of your advert. Take the following two extracts as an example:

a) The role has direct responsibility for all core operational departments, including sales, account management and administrative operations. Candidates will have P&L management experience and should be confident managing senior staff, each of which manage offices and teams.

b) Fully accountable for the operations and finances, we’ll look to you to maximise revenue opportunities, control costs and guarantee safe and healthy surroundings. We want our staff to love coming to work every day, and your role will make sure this is brought to life, through your fantastic interpersonal abilities.

While seemingly similar requirements are highlighted, which of the two would you rather apply for? If you’re needing some inspiration, check out 10 of the most creative job ads.

6. Why you?

All too often, we see ads that list a whole host of responsibilities and ideal requirements, with absolutely no incentive for the candidate to apply. It’s essential that you demonstrate why a candidate should leave their current position to come work for you. If you can’t sell the pros, one could assume there are none and therefore you don’t really care about your staff.

If you want motivated and ambitious candidates looking to make an investment in you, you should be prepared to do the same and give them some really good reasons as to why you are unique. Beware, however, if your advert is littered with ‘too-good-to-be-true’ empty promises. You may come across as less than credible and walk away with a damaged reputation.

7. What do they want to know?

The structure and content of an advert can of course vary from one business to the next, and from one sector to the other. Generally, you should always include the following pieces of information:

• Overview of the position
• Location
• What differentiates this role from another in the same sector?
• What makes your company so great to work for?
• What experience, skills and qualifications are required?
• How to apply/call to action

This last point would seem a bit of a no-brainer, but a simple instruction of what to do/what not to do is often missed, and obviously, quite important if you want them to get in touch!

8. Which job boards will your candidates be using?

There are a number of general job boards that the majority of jobseekers use but there are also many industry-specific ones (for example, within the creative industry), that you may want to consider advertising with. Similarly, your target candidates may not even be looking online, in which case you’ll need to think about the publications they will be most likely to read and when.

9. Let them know what to expect next

Before you post your advert, think about how every applicant will receive a response. It doesn’t have to be personal – though of course that’s always best. An auto-responder that thanks them for applying and says you will get back to them by a certain date is a whole lot better than no response at all.

Keeping prospective candidates engaged in the hiring process will also result in a positive process and increase your chances of winning them over.

Why is this important? Other than basic good manners, you just never know where they might pop up in the future.
–

Looking for more guidance on job ads? Our selection guide for employers and HR staff will help!

Are you looking to hire staff? Tiger’s consultants are experts in helping you find outstanding candidates for each role. Get in touch today to see how they can help.

[1] https://wearelanded.com/2019/03/29/four-in-five-use-smartphones-for-job-applications/

The post How to write a job advertisement (and attract the right candidates) appeared first on Tiger Recruitment.

2022 has arrived and it’s time to start thinking about your recruitment strategy for the year ahead.

Why is having an effective recruitment strategy important?

If you want to improve your success in talent acquisition and establish a sustainable hiring process to ensure you attract and retain the best talent next year, developing an effective recruitment strategy is critical.

As you carry out your end of year review, assess what worked well in 2021 and what needs to change for 2022. A new year is a fresh start, so it’s a great time to experiment with new strategies. If you’ve been struggling to attract talent, you need to flex your approach to hiring practices in the new year.

Our 2022 Salary Survey highlights the degree to which the priorities of candidates and their motivations for accepting a new role have changed in light of the pandemic. So, take some time to consider what will make your organisation an attractive employer in 2022. Will you offer competitive remuneration and benefits packages for example? Will you offer excellent career progression opportunities? Is your business environmentally and socially aware? Will you offer a pleasant working environment and encourage a healthy work life balance for your employees?

Why enlist the services of a recruitment agency?

As a savvy employer, you recognise the value of top talent, but you’re also aware that attracting and retaining top tier candidates is a time-consuming and costly process. And in a buoyant jobs market, where employers are competing with one another for the most skilled and experienced staff, this process becomes even more challenging.

Partnering with a professional staffing agency who can help by identifying and attracting the right candidates for your organisation can significantly reduce the pressure.

Here are 3 key benefits of using a professional staffing agency:

1. Speed up the hiring process

A well-established and experienced staffing agency can find top tier candidates faster than you can. In no time at all they can tap into a vast talent pool via their existing database, they have a broad network of connections to leverage and utilise powerful sourcing tools that make the process of finding the right job candidates much faster and more productive.

2. Access to the best candidates

Staffing agencies have access to a wide pool of talented jobseekers. Top candidates don’t have time to search job boards. Instead, they turn to a specialist recruiter who they can trust to find them the right role. This includes access to candidates who are actively seeking work as well as talent who are employed elsewhere. Professional recruiters also understand the logistics and marketing value behind each of the top job boards.

3. Market knowledge 

A businesses’ requirements can often be specific and difficult to find, this is where a recruiter’s industry expertise and market knowledge proves valuable. Once a relationship has been built, the agency will be aware of the qualities and attributes required for someone to be a good fit for your company, and all future hires will be easier and faster. Professional recruiters are industry specialists and can provide regular market insight to hiring teams. They can offer advice on attracting the best talent, salary and benefits, skills shortages, hiring complexities and retention strategies.

How can Tiger Recruitment help you meet your staffing needs in 2022?

We are lucky enough to attract the best quality candidates by being the leaders in our market. Established in 2001, our team is highly experienced in filling permanent and temporary positions with exceptional business support staff, in the fastest time possible. We tailor our approach to each individual requirement, ensuring the employers’ values are reflected in each candidate we put forward for a role. This is what makes Tiger Fiercely Distinctive.

A unique approach to recruitment

We take a thorough approach to business support recruitment. All of our candidates are rigorously screened and tested and once we take a detailed briefing from you we will search our database and send you a tailored shortlist of potential candidates we believe will suit the position and your unique requirements. We assess and select candidates based on several criteria. These include skills and professional experience as well as personality and attitude. We also take time to understand a candidate’s values to ensure the perfect alignment with your business.

We really take the time to understand your company, culture and its needs as we believe the right fit is essential. We pride ourselves on our client service to make the process as easy and seamless as possible for you. Our thorough, honest and transparent approach sets us apart from our competitors.

We do the hard work for you

We make hiring easy, it’s that simple. We save you time by carefully screening job applicants to ensure we are identifying the closest applicant-job-description matches. During the shortlisting process, we will consider the professional background of each candidate alongside their values, qualifications, experience, skill set and projected candidate-organisation fit. We meet every candidate (either face to face or on Video Call) and interview them thoroughly for each role before submitting them to you.

Specialists in permanent and temporary recruitment

Whether you’re looking for a temporary, contract or permanent member of staff, we can help. Our consultants are on hand to organise a variety of placements, from same-day cover to long-term contract positions. If you’re in need of some help immediately, our team can have an exceptional candidate in your office within a matter of hours.

If you’d like help developing your 2022 recruitment strategy, or if you’d like to discuss how we can help you meet your staffing needs in the new year, get in touch today.

The post Planning to hire in 2022? We can help! appeared first on Tiger Recruitment.

Regardless of whether you’re recruiting a PA role in professional services, financial services, the creative sector or oil and gas, there are a couple of standard best-practice guidelines that you should abide by when hiring personal assistants or EAs.

As seasoned PA and executive assistant recruiters, we do recognise that hiring a new team member can present a unique opportunity for a team and business. It’s a chance to change up the dynamics of a team, refresh the job responsibilities, or even improve your Emiratisation and diversity targets. Taking the time to plan for your PA recruitment properly is essential. Even if you’re in a rush to hire someone quickly, taking your time will reap rewards later.

PA recruitment, in Dubai or elsewhere, requires additional thought and consideration as the cultural fit will play a critical role in the success of your new permanent hire. A personal assistant or executive administrative assistant works so closely with their principal(s) that the personality fit needs to be spot on.

With this in mind, we’ve put together our top five tips to ensure you hire a personal assistant who lasts the distance!

1. Hire for fit

Hiring with cultural fit in mind is of exceptional importance when recruiting your next EA or PA. That said, when a candidate is in the hot seat of an interview, it can be tricky to determine what their personality type is actually like. Asking questions along the lines of ‘How would your former boss describe your personality?’ and ‘How do you like to relax after work?’ could help you gain better insight into your potential candidate’s personality.

Many employers make the mistake of hiring secretarial staff based uniquely on skillset or experience, which will undoubtedly result in a poor cultural alignment and increased turnover. If you’re unsure, our advice would be to go with your gut feel.

2. Ask competency-based questions

Previous experience is the best predictor of future behaviour. So, when you come to interview your EA or PA, ask them to paint a picture of their career to date. Once you have a clearer understanding of their experience, you’ll be in a good position to frame the competency questions. Good examples include questions like, ‘Tell me about a time when you had to make a difficult decision’, if you want to delve deeper into their capacity for decision-making.  ‘Can you elaborate on your time in that role, describing how you went about winning over that reluctant person?’, if you want to better understand their ability to motivate.

Additionally, understanding their reasons for leaving various positions will give you a much clearer idea about what they’re really looking for now.

3. Interview at least three candidates

If you’re working with a good PA recruitment agency, you should receive three-five strong CVs as part of your shortlist. Just as you would when you’re sourcing quotes for a home renovation, ensure you meet with at least three PAs to ensure that you are able to form a strong understanding of the current job market. It will also help to inform your priorities for the role itself, as you may meet with people whose skills and/or personality are more advantageous than you had previously thought!

4. Act fast

While the preparatory process is incredibly important, once you’re in the flow of the process and have strong candidates to meet, test or obtain references for, it’s important to act quickly to ensure you don’t lose your candidate to a competitor. Educating your internal hiring managers on the importance of making themselves available for interviews is critical here. If possible, try and secure their availability at the beginning of the process so that interview slots can be booked ahead of time. Similarly, being proactive and acting quickly will do wonders for your employer brand.

3. Partner with a PA recruitment expert

Engaging a specialist PA recruiter will give you a better overview of the candidate market, compared to if you were just recruiting for yourself. Tiger Recruitment, for example, has access to tens of thousands of candidates on our database, not to mention the hundreds more within our personal networks. We can also give you advice about the candidate market across the Middle East, provide guidance on salaries and even write the job description!

If you’re thinking about hiring a new permanent office support staff member, contact us today.

The post Tips on hiring a PA and permanent staff in Middle East appeared first on Tiger Recruitment.

In September 2019, Tiger Recruitment conducted a survey of 149 UAE employees to ask them about their salaries, favourite benefits, and overall satisfaction at work. While the results found that 54% of respondents are currently ‘satisfied’ or ‘very satisfied’, a significant 45% are planning to leave their role within a year. If you want to hold onto your valued employees, it might be worth examining what you can offer. Here are a few worth considering.

Competitive salary

It comes as no surprise that 26% of respondents left their last role because they wanted a salary increase as, in 2019, higher salaries were expected by many employees across the region[1] but weren’t delivered. If your organisation is looking to recruit a permanent employee and in a position to offer a competitive salary, it’s a sure fire way to attract your chosen candidate. It’s also worth keeping in mind that your current staff may expect a salary increase in 2020, as our survey found 73% of respondents do. If, for whatever reason, you’re not in a position to offer what they want, be up front with your employees in order to manage expectations.

Clear progression path

A lack of progression was found to be an important factor in 21% of respondents leaving their last role. If you need to clarify what progression means to them, it may be worth sitting down with your staff at appraisal time to discuss their goals. If they’re looking to climb the ladder, work out a realistic plan on how they can achieve that next step. This could be anything from taking on new project or mentoring someone in the team, but it pays to find out exactly what they want, as they may otherwise start looking elsewhere!

Flexible working

As one of the top PA recruitment agencies in Dubai, we know how much our candidates value flexible working options. Whether it be working from home, flexible hours around a core day or job sharing, flexible working comes in so many different forms, and has some fantastic benefits for both employees and employers. Despite this, only 43% of survey respondents are offered flexi-working options, and unsurprisingly, 22% aren’t happy about it. If you’re thinking of implementing flexible working in your workplace for the first time, it may be worth sending a company-wide feedback survey to gauge which options you should explore.

Great work environment

According to our survey, work environment ranked as one of the most important factors in attracting respondents to their current job. Work environment can mean both a great physical office and a positive culture. When it comes to the work space, the environment should be bright and airy, with breakout spaces for employees to work independently or enjoy a break. In Dubai, employees also value an office in a convenient location, as respondents ranked this at 3.73 out of five in terms of importance. There are a few great co-working spaces popping up around the city, so it may be worth investigating using of these if your current office isn’t up to scratch.

If you’d like to learn more the results of this survey, request your copy of our 2020 Salary and Benefits Review today!

[1] http://dubaiforum.me/nadia-globals-salary-survey-2019-predicts-3-5-per-cent-salary-increase/

The post What your employees are looking for in 2020 appeared first on Tiger Recruitment.

When hiring permanent staff, good open-ended interview questions can provide a perfect opportunity to break the ice with nervous candidates. They can help to paint a picture of prospective employees in a broader sense by allowing them the opportunity to tell their story in an unstructured way. Hopefully, these should prompt unrehearsed responses, resulting in more genuine and uninfluenced dialogue.

By asking the right open questions, candidates may well unknowingly reveal personal attitudes and opinions. In doing so, you’ll be able to read between the lines and learn much more about your prospective new hire. Here are some of our recommended open-ended interview questions that will see you getting the most out of your interviewee.

1. What do you like most about [name of profession]? What do you like least, and what do you find the most challenging?

By asking about likes and dislikes, you’ll be able to get a good overview of a candidate’s perception of their role. Reassure candidates that there’s no right or wrong answer here!

2. Tell me about a typical day in your current position.

A CV can only say so much. By asking interviewees to describe a typical day, alongside the question above, you’ll be able to quickly understand the bigger picture of their role and their key motivators for leaving.

3. What was your primary contribution or achievement in your last or current position?

This is a good alternative question to the traditional ‘what are your strengths’ as it allows them to give you a real-life example (as well as a barometer) of what they consider to be strong performance.

4. What was the best job you ever had? What was the worst? Why?

This question will shed light on what the candidate is really looking for moving forward. In describing the reasons for their likes and dislikes, you’ll gain a more honest assessment of what they’re really looking for moving forward.

5. What are your short- and long-term career goals?

By asking candidates to define both long- and short-term goals, you’ll be able to evaluate how your business might be able to accommodate their progression – if at all. If the candidate is particularly ambitious with notions of moving up the career ladder quite quickly, it’s possible they might not be the right fit for a permanent appointment if you can’t offer that.

6. What’s the best book you’ve read in the last year?

Tell me what you liked about it. Interviews are as much about discovering candidates’ personalities as they are about their skillsets. Their favourite book will offer a glimpse into their potential cultural alignment.

7. What is your interpretation of “success”?

You can set so many KPIs, goals, success measures as an employer, but it’s the candidate’s own yard stick that you’ll want to truly have a measure of. With insight into their personal drivers, you’ll be able to better manage them as employees and push them to exceed expectations.

We believe interviews should be organic conversations. While these questions serve as a guide, don’t be afraid to let the conversation run a natural course with a little prompting and direction from you at points. Rigid interview formats will not serve you or the candidate best in being able to show off your best selves.

Get in touch with us today to get the recruitment process started. If you’re looking for more guidance on the interviewing process, read our comprehensive interview guide for employers.

The post Hiring managers: What you’ll learn from these seven open-ended interview questions appeared first on Tiger Recruitment.

We remind our candidates daily, ‘Don’t forget to prepare!’. If they want the job, they need to show that they’ve completed their research by being able to talk intelligently about the role and business. It’s the same advice for you, hiring managers. If you’re looking to hire an executive assistant, for example, you’ll need to set up the hiring and interview process the right way. Doing so will pay dividends in ensuring a positive brand experience.

Prepare your interview questions ahead of time, craft these according to the key skills required of the role. In doing so, think carefully about both what you’re willing to train for and the skills you need to hire. Try and ask similar questions of all the interviewees so as to be able to compare responses.

If you’re a small business without an HR presence or formalised hiring policy and are looking for guidance on how to prepare to interview someone, our tips below may help you to have the right approach.

Make the candidate comfortable

To encourage the best possible candidate experience, try and make sure you’re meeting in as neutral and comfortable environment as possible. Rather than sitting on the other side of the desk or table, try sitting next to the candidate (if space permits!). This move, alongside open body language, will help set the tone of a meeting between equals. You’ll then be able to develop much more of a natural rapport which will give you a significantly more accurate steer on their potential to fit in culturally with the business and team. In a virtual interview, body language is still important – you don’t want to be fidgeting or looking away from the camera – this will unconsciously signal to the candidate that you’re not giving them your full attention.

Have the candidate meet with other staff

It’s important to know if the interviewee was rude to the receptionist. It’s equally important to consider everyone’s opinions to understand their responses to the candidate joining the team. It might well raise advantages or concerns you hadn’t previously considered. While you will want everyone to get on, be wary of hiring candidates with similar backgrounds and interests. A diverse team, after all, is more likely to produce fresh ideas, innovative approaches and ultimately, improved successes. When you ask yourself, what’s missing in this team, consider the possibilities a prospective employee might bring to the business rather than just filling a slot.

Money matters

Have your budget prepared and approved in advance to avoid wasting time negotiating and risk losing a star candidate. While many hiring managers still argue, “if they like us, they’ll take it for less”, it’s sadly a little unrealistic in today’s market to do so.

Representing the brand

Even if the candidate isn’t successful, a positive experience with you will mean that they’re more likely to speak highly of the business. To help this positive experience along, try the following:

• Leave your stresses and negativity at the door
• Don’t be late
• Allow enough time in the interview for the candidate to ask all the questions they need to
• Listen (really listen) and don’t interrupt

Check your biases

We all have them, though we might not want to admit it. Consider your biases and be aware of them beforehand. These could include judgements about personal appearance, comparing them to the previous incumbent in the role, or even where they went to school. To avoid this, bring an objective colleague to the meeting and assess their suitability together afterwards.

Can we help you recruit your next permanent or temporary role? Get in touch with one of our specialist consultants today, or read our comprehensive interview guide for employers to find out more about best practice hiring.

The post Hiring managers, do you know how to prepare to interview someone? appeared first on Tiger Recruitment.

20 years ago, most workers would leave school or university, find themselves a job and work their way up the ladder, staying within the same company for five, 10 or even 20 years. As such, the idea of ‘longevity’ on a CV stuck, as employers looked for employees who could demonstrate their loyalty.

The idea of longevity is now a thing of the past, thanks to a millennial sensibility that’s seen the average jobseeker spend less than two years in each position as they career hop. This is especially true of PA recruitment in Dubai.

So, what does this job jumping mean for employers examining CVs now?

The stats

Tiger’s 2021 UK Salary Review revealed that 40% of staff were planning on leaving within the next 12 months. Similarly, a survey by Gallup found that half of millennials show less willingness to stay in their current job [1]. The same survey revealed 60% of millennials say they are open to a different job opportunity.

This shift, led by the younger workforce and encouraged by the global recession in 2008, has seen the norm shift from a ‘job for life’ to workers who aren’t afraid to move on, search for new opportunities, a pay rise, better benefits, a sense of purpose or simply reaching the ceiling in their organisation. Even despite the financial uncertainty of the pandemic, many are willing to move on due to the way their organisation handled the crisis.

What does this mean for hiring managers?

With all of this in mind, the approach to job hoppers must now shift. The definition for ‘hoppy’ has now changed – a candidate changing jobs every two years is the new standard, provided that they can validate their reasons for leaving. Therefore, the baseline for loyalty must change – instead of judging on longevity, hiring managers need to examine the scope of work completed by the candidate in their role and the impact they were able to have on the business. Instead of wondering ‘when will this candidate leave?’, it is up to the hiring manager to harness their ambition and highlight what the business can do to encourage their growth and career progression. At the end of the day, which would you rather – a high-performing candidate that excels over 18 months before moving on, or a candidate that does what they’re meant to and nothing more for five years?

The benefits of job-hopping

There are many reasons that a candidate may change jobs more regularly than before, some of which will be outside their control. Post-2008, most support staff roles in the banking and financial services industries, for example, are based on two-year or 20-month contracts.

A candidate with numerous stints in a range of workplaces has usually experienced different working styles, personalities and processes, meaning they’ll be able to adapt to new procedures easily. Their depth of knowledge and skillset also tends to be wider, as they have encountered a variety of programmes and techniques.

Often, candidates who do move jobs within two years are doing so for progression, or for an opportunity for professional development. This demonstrates a drive for self-improvement and a desire to keep learning, which only bodes well for a business – an employee willing to upskill and develop their knowledge will bring this back into the business.

What to look for instead

When hiring a personal assistant or other support staff, it’s important to focus on the experiences they’ve had, rather than how long they’ve had them. An EA that’s worked in a fast-paced private equity firm may have experienced a much steeper learning curve and been exposed to much more than, say, a PA who has stayed in the same role for 18 months. Therefore, when looking at CVs, look for the skillset that you know your role needs. Should it be appointment-heavy, look for PAs and EAs who have dealt with multiple or ever-changing diaries. If the role requires knowledge of an office move, look for previous experience in this area.

It’s also worth discussing with your recruiter, or the candidate themselves, the reasons for a candidate’s jumpy CV. Understanding their reason for leaving can go a long way in understanding their career goals and the value they could bring to your business.

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Looking to hire? Tiger works with candidates from a range of industries and backgrounds. Get in touch to see how we can help, or read our comprehensive interview guide for employers. 

[1] https://www.gallup.com/workplace/231587/millennials-job-hopping-generation.aspx

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When it comes to onboarding new employees, the office manager’s job description isn’t just about setting up a new starter’s computer, phone and official documents. As you’re in the unique position of working across all departments, you can also play an integral role in the successful onboarding of new employees through more informal means. We recommend partnering with the HR department to ensure everyone understands their roles and that all aspects of the process are covered.

We’ve outlined three ways you can play a crucial role in settling in a new starter.

Talk to their team

One important thing to do before the onboarding process begins is to prepare the team for the new hire. You can do this by encouraging them to invite the new hire out to after-work drinks, organising a team lunch or setting up a team-building activity for the first few weeks they’ll be at the company. Depending on the role, HR may have organised a person to act as a mentor for them, or they may be receiving a hand over from their predecessor. Check this person has all of the materials and information they need to start this process. If the previous person wasn’t in the role and you hired a temp to fill the gap, ensure the temp has at least a few days’ handover with the new hire as well.

Talk to management

The new starter’s manager will be overseeing their workload. If they are experienced, they will know the best way to introduce information is slowly, with regular check-ins, to make sure their new hire is coping with their new role. But what about their interactions with other departments? Take the initiative and chat to each manager about a time they will be available to have a 1:1 introduction with the new starter. Once confirmed, make sure you remember to pop it in their dairies so they don’t let it fall to the wayside. This way, it’s guaranteed that the new employee will get some face time with the people they’ll have to work with, and it gives them an opportunity to find out how their role will interact with the rest of the office. This also encourages co-working and collaboration in the office, beneficial for productivity and ideas.

Talk to them

A new starter’s first day is daunting to say the least, so try to make your interactions with them as friendly as possible. It’s usually HR or the line manager’s role to go over company policies and make introductions, so sit back and wait until they have absorbed this information. Catch them within their first few days to reinforce anything they’re unsure with! Learn about them and make sure they’re aware of any benefits that may be of interest to them. This might be the company’s flexible working policies or social nights out. If you’re working remotely, it’s still important to set up a meeting a few days into their job so you can check in with them.

Above all, it’s important to work with the existing staff so this transition is as easy as possible for your newbie! You’re a natural conduit between HR, management and the new starter’s team; by ensuring everyone is aware of their responsibilities during this time, you’re proving yourself (yet again) to be an invaluable part of the business’ success.

Check out our other workplace insights to keep up with our latest tips and office trends, or read our comprehensive interview guide for employers. 

The post Three ways an office manager can help in the onboarding process appeared first on Tiger Recruitment.

In today’s recruitment market it can be pretty tricky to stand out from the crowd on a standard job board. When the listings start to fade into each other, the roles responsibilities all look alike and the benefits can’t be distinguished from one to the next, it can be tricky to get a feel for a company’s company culture. Or even their sense of humour! It’s this personal element that many businesses sometimes miss in their advertising of job roles, so we thought we’d highlight our pick of ten creative job ad examples we found around the internet.

The below ads manage to successfully convey a sense of their business’s identity without disclosing too much at all about the job itself. Most of them rely on intrigue… And it works! Be sure to let us know your favourites!

1. Hungry Designers Wanted – Tonic International

At first glance you’d be forgiven for assuming it’s another clever Apple ad, but it’s Tonic International inviting designers (who use Apple products as standard) to think about how hungry for success they really are. A smart way to simultaneously appeal to a designer’s creativity whilst leveraging from their favourite brand.

2. We’re Looking For Dishwashers – Restaurant Binnen

This Dutch restaurant needed dishwashers – arguably one of the lesser glamorous roles out there. But what better way to appeal to someone’s penchant for cleaning than to distract them with (fake) lipstick marks on their wine and beer glasses? It accompanied the simple phrase ‘we’re looking for dishwashers’. Apparently it took them just one week to hire someone.

3. New Tattoo Artists Wanted – Bergge Tattoo

A very creative ad that encourages immediate engagement from its applicants whilst at the same time tests their technical abilities! In this ad, applicants must carefully fill in the QR code so as to be able to scan and upload the application form. Smart.

4. Problem Solvers Wanted – Microsoft

The ad below shows how Microsoft embraces the inner geeks with their software engineer job adverts. Bold, effective, and a nifty way to test their skills before they even have the chance to apply!

5. Life’s Too Short For The Wrong Job – Jobs In Town

This German job search platform ran a whole series of similar ads to the below to entice more users to use their service. Funny, engaging and visually arresting, we’re sure this one had people uploading their CVs in no time.

6. If You’re A Medical Transcriptionist Who Doesn’t Mishear ‘Prednisone’ – Accolade

It’s not too often job adverts in the healthcare sector are afforded the opportunity to be too creative, so Accolade did well to introduce some humour into this advertising campaign. We can’t imagine this Indian medical transcription company would have had too many problems sourcing new recruits.

7. McMistake – McDonalds 

McDonalds decided to go simple for their ad campaign to hire students and those with little-to-no experience. To do so, they created a series of posters displaying the wrong menu item in their iconic packaging. The tagline was simple: everyone makes mistakes!

8. Big Shoes – Times Ascent

How do you get to fill those big shoes? By buying Times Ascent of course. This employment paper keeps it simple, manages to get a smile out of the reader and employs a subtle aspirational concept well.

9. This Agency Is Not A Sweatshop – Saatchi & Saatchi

It’s no secret that agency life can be challenging and we love how Saatchi and Saatchi play up to their reputation, even managing to crack a joke about it. This clever pun is likely to appeal to creatives in the know.

10. Don’t Mention The M – Burger King

It’s no secret that McDonalds and Burger King are arch rivals, so what better way to earn a giggle from potential applicants and show they know how to laugh at themselves? The concept implies a complicity that is as cheeky as it is entertaining.

If you’re looking for guidance on your hiring process, our comprehensive interview guide for employers will help!

The post Ten creative job ad examples appeared first on Tiger Recruitment.

Regardless of the market, finding the perfect candidate for the role can be tough. To ensure you win the affections of your chosen star, stick to these five rules:

1. Become an employer of choice

Becoming an employer of choice is as much about employer branding as it is about simply being a fantastic company to work for. Increasingly, younger generations are seeking to work for a business that aligns with their personal beliefs and sense of moral purpose. In addition, they’re looking for employers who will nurture their talent and provide exciting opportunities for professional growth.

To be an employer of choice, you must first act like an employer of choice.

If you’re already doing it, congrats! Just ensure that you’re communicating these positive messages to prospective candidates too.

2. Keep them engaged in the hiring process

In-demand candidates will be able to choose exactly where they want to work, so it’s important to keep them engaged throughout the process. Little things, such as returning calls promptly, responding to emails, and providing feedback – both positive and negative – will go a long way to setting yourself apart from the crowd. Effective interview follow-up will keep them engaged and deter them from backing out because they received another offer.

Acting speedily will set you apart from your competitors. There will be times when the timeframes change, but a simple message or phone call to communicate those changes goes a long way toward keeping candidates engaged. It shows that you value their time, and also gives you the opportunity to find out how their job search is going. If you find out that your preferred individual has another offer on the table, for example, you might expedite the interview process to get an offer out more quickly to win over the candidate.

3. Close your best candidates

In addition to keeping your preferred candidates engaged along the way, effective interview follow-up can also help you close them. The best candidates will be in high demand and may receive multiple offers. Even if you’re not ready to offer, your positive follow-up could dissuade them from accepting an offer elsewhere.

Staying in regular contact also gives you the opportunity to continue to sell the business to them, as well as reiterate the ways in which your position would be a strong fit for them. When you present your offer, share specific interview feedback so that they know exactly why you chose them. A more personalised candidate experience is more likely to impress and will help them to become excited about accepting the position.

4. Maintain your talent pipeline with candidates who do not receive offers

For every candidate you hire, there are likely to be many more high-quality candidates who weren’t successful. Effective interview follow up with these candidates can help maintain their interest for future opportunities. At the very least, notify every rejected candidate that the position has been filled, and encourage them to apply for future opportunities. If you can, offer personalised feedback to rejected candidates. LinkedIn* found that candidates were four times more likely to consider a job with a company in the future, if they were given constructive feedback, after being rejected from them the first time.

Gathering post-process insight from all your candidates will also inform any future improvements to your process next time.

5. Use a good recruiter

A good recruiter will work hard on your behalf to ensure your star candidates are engaged and more likely to accept an offer. A good recruiter that you have a long-standing relationship with will go the extra mile in proactively suggesting good candidates to you, making the recruitment process that much easier.

Get in touch with Tiger if you’d like a head start on finding your next great candidate. If you’re looking for more best practice advice about the hiring process, read our guide on choosing the right candidate for the job.

*https://business.linkedin.com/talent-solutions/resources/recruiting-tips/talent-trends-global

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When recruiting a new permanent role, it goes without saying that if you’re looking for the best, you’ll probably need to go above and beyond to find them, let alone secure their interest and employ them. It’s also likely they already have a job, so what can you do to stand out? Where can you reach candidates who aren’t actively looking for a role? How does your employer branding stand out from the crowd, without costing the earth in marketing or advertising fees?

We reveal our five picks of our favourite creative employee attraction strategies, and how looking beyond the realms of a traditional job ad might just pay off to attract the best candidates. So, if you’re wondering how to attract the best talent for your company, read on!

1. Use video

Rather than paying to develop recruitment videos, consider setting up an internal competition where employees compete to put together short, engaging films about why they love working for the business. It’s also quite likely you’ll see a number of surprising reasons as to why they enjoy working for you that you didn’t realise! Video can be an incredibly successful recruitment tool when used well. Post the best films on your own website and YouTube, and encourage your staff to share them on social media among their own networks.

2. Be honest

It pays to be transparent from the start. Test out some job ads that portray a genuine picture of what it’s like to work for you and, most importantly, what prospective employees will get out of working with you. Sir Ernest Shackleton made history when he led three British expeditions to the Antarctic. But he didn’t do it by promising candidates a great ride! By explaining honestly what was in store for his fellow explorers, he was able to successfully recruit candidates that were in it purely for the ‘honor and recognition in case of success’.

3. Ask for referrals immediately

If you have great people working with you already, there’s a high likelihood they also know great people. And there’s no better time to pique their interest with an incentivised referral scheme than at the start of their career with you. Ask new hires at the onboarding stage who they might know generally, as well as at their previous place of employment. Privilege Underwriters Reciprocal Exchange (PURE) is an insurance company that boasts sourcing between 40 – 60 % of its employees via referral. This incredible figure is down to them asking for referrals within 30 days of hiring.

4. Go the extra mile

Sometimes it can take a great deal of persistence to get the right person. This was the case for Australian company Atlassian who, when faced with a shortage of Australian engineers, launched a campaign to ‘steal European geeks’ and relocate 15 developers to Sydney. Accompanied by a decked out bus, they hosted meetings and interviews across Europe, engaging candidates by encouraging them to track the bus’s progress and apply for a chance to move to Australia’s ‘Silicon Beach’.

5. Engage candidates in a different way

The element of surprise can be incredibly effective. The Swedish Army, as an example, launched a ‘Who cares?’ campaign by streaming an unusual social experiment to raise awareness of their brand and hire new recruits.

They placed a mysterious container in central Stockholm and asked a person inside every hour through a controlled airlock. With just a solitary chair in the room and no other information, this person could only leave the box if a total stranger was willing to exchange places with them for another hour.

The campaign was streamed online and picked up by social media. The result? With an initial target of 4300 applicants for 1430 positions, they were overwhelmed with 9930 applications!

While for some, the creativity of your recruitment campaigns might be bound by the willingness of your management teams, we’d encourage you to be bold. Take the time to think creatively!

Looking to recruit a new role? Get in touch with Tiger today. If you’re looking for top tips for hiring, our guide on candidate selection will help!

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Onboarding staff is one of the most integral stages to the recruitment process. As you know, carrying out comprehensive and effective onboarding ensures that your employees will have the best possible chance of successfully integrating into their new role, team and company. Conversely, poor onboarding may impact turnover, staff morale and training, which can prove to be a costly exercise.

The recruitment and onboarding process has had to adapt to the growing phenomenon of remote workers, with some virtual employees working far from the company office, or even in another country. Onboarding new staff remotely is therefore a reality that every business should be prepared for.

So, how do employers onboard effectively without meeting new staff in person? These are our top remote onboarding tips.

A guide to onboarding remotely

The pandemic forced businesses around the world to transition to working from home – and  flexible working remain a popular benefit among employees. However, few employers are as well-prepared as they should be to go through the onboarding process remotely. The good news is that, with proper planning and guidance, it can be done well.

Throughout the remote onboarding process, it’s important to remember that new starters may feel an increased level of stress and anxiety.. With this in mind, regular check-ins and extra learning time are all the more important for them to learn the ropes.

If you’ve never onboarded remotely before

If, like many businesses, you’ve never onboarded a new starter remotely, there are a few things to prepare before you start. First, decide who’ll lead the onboarding process – typically this will either be a member of HR or the line manager. Whoever it is, they’ll need to be available to be quite hands-on throughout the first month as they’ll be busy facilitating regular video calls and training sessions. They should also create a realistic four-week agenda for the new starter to help structure the process.

Next, IT will need to facilitate the software or technology needed to onboard remotely (including training platforms, video or messaging technology) and the logistics of shipping laptops, computers and other hardware to the employee.

Finally, notify the wider business that you’ll be onboarding remotely and ask for their cooperation. It’s essential to include as many people as possible to the process as this will help create connections and improve your new starters’ integration within the wider team.

Before the new starter starts

Check in with your new starter before their start date to reassure them everything will go ahead as planned, as this will go a long way to alleviate any concerns.

We spoke to one of our personal assistant candidates, Jordan, who was recently onboarded remotely by a global management consultancy firm in London. Jordan explained that, “there’s so much anxiety coming into a new (virtual) workplace, so when HR called to reassure me everything was going ahead and I would have my hardware and agenda by a certain day, it really helped. They really put themselves in my shoes and answered every question that I thought of but was too afraid to ask.”

Sending a starter pack can also go a long way to making new employees feel excited and welcomed. This could include an agenda for the first month, a staff handbook, any applicable handover notes, HR policies, a personalised welcome letter from the owner/CEO/MD, company values and information on annual leave and benefits. If possible, try to be creative – you could include branded merchandise such as a notebook, pen, mug, USB stick and a small pot plant, for example. If you already have a starter pack in place, adapt it to include step-by-step instructions on using the systems and clear contact information for key members of staff.

Download this checklist to help ensure everything is organised before the start date.

First day of remote onboarding

The first day is one of the most important in the remote onboarding process. Start by sending around a company-wide email to introduce the new starter. Next, video call the new starter to run through the agenda for the week. If you’re in the HR team and have set up orientation video calls with the employee’s team and manager, offer to act as a friendly face by sitting in on these initial introductions. These calls should set out the training plan, set expectations and any short- and long-term goals around workload.

Lastly, organise an HR catch up for the first week, which will give them an opportunity to ask about company-specific information like the annual leave policy, benefits, the HR portal and essential contacts for IT and other team members.

First week of remote onboarding

For the rest of the first week, organise training sessions with members of their team. If you’ve organised a work buddy, ask them to talk the new starter through company culture and values (including what to expect when everyone returns to the office).

Later in the week, start introducing other managers/key staff in the company to explain what they do and how they’re likely to work with your new recruit. This will help them understand the structure of the company, especially when they can’t see it in-person at the office.

To help foster a sense of camaraderie while onboarding candidates remotely, set up 20-minute social calls with members of the team to learn about each other on a personal level. There’s only one rule – they can’t talk about work!

Finally, organise a debrief at the end of the first week. Go over the agenda to ensure everything has been completed and the new starter is happy with their progress.

Jordan found the main challenge of the first week to be “information overload”, as new employees are left to their “own devices to try and make sense of [new information]”. As such, the person responsible for onboarding should make themselves as available as possible to the new starter so they don’t feel overwhelmed.

It’s a good idea to break up video meetings with training sessions and social calls to prevent them from feeling inundated with information. There’s the possibility the onboarding process will take more time than it would normally in the office, so feel free to space out training sessions as necessary.

Download this sample calendar to help plan the first four weeks of a new starter’s agenda.

Best practice

The agenda for onboarding a candidate remotely will be different for every business. However, employers should always keep in mind the following best-practice tips to ensure a successful remote onboarding process.

Above all, ensure the new starter feels supported by the business by having access to HR, their manager or their work buddy at all times. In her new company, Jordan was assigned a buddy who called her regularly over the first two weeks. She said they “talked about things outside of work, like what we’re watching on Netflix. This was so important because you’ve lost the social interaction you’d normally have in an office.”

Put time aside to introduce the new starter to the company’s values and culture, as this is something they may not absorb by themselves at home. You can do this by encouraging socialising with virtual coffee dates and team building activities to improve collaboration within remote teams. Jordan explained that because “more people have reached out now I’m at home than if we were in the office, I feel a lot happier in my role.” As her company has taken time to include her in social activities like “Friday beers via Zoom and company-wide quizzes to meet people,” she’s been left with a positive impression of the workplace and its culture.

While setting out the agenda before the employee starts is essential, review it on a weekly basis via 1:1 check-ins. Listen to feedback and adapt if necessary. There’s no need to put an excessive amount of pressure on someone starting a new role, as this may foster negative feelings. Jordan reiterates that employers should “think in the shoes of the person who has come on remotely. It’s really, really overwhelming so you need to make time to check in!”

For longer-term performance and training/development goals, aim to review on a monthly and quarterly basis. This will reassure your new starter that you’re invested in their growth within the company.

Remote Onboarding Resources

If you’re onboarding remotely for the first time, you need to prepare the right tools. Below are a few resources that may help.

Essential check-in questions

When conducting regular check-ins, ask the right questions in case you need to adapt the process accordingly. Below are some example questions to ask when onboarding remotely:
How has the onboarding process been for you?
Are you happy in your role?
What’s your favourite part of the role?
What are you finding most challenging?
What do you think of the company culture?
Is there anything you want me to go over again with you?
Is there anything I can do to make this experience easier?
How do you feel about using the system/tech/software?

Virtual training tools

If your company isn’t familiar with virtual training, we’ve compiled a list of tools you can use to onboard the new starter. These include:

• Screen sharing/1:1 learning via video meeting software like Zoom or Skype
• Internal online courses/orientation videos
• External online courses via providers such as New Skills Academy
• Creating simple quizzes via Google forms or Survey Monkey

If you’re looking for additional hiring advice, read our complete interview and selection guide for employers.

If you’re looking for top talent for your roles, get in touch with your requirements!

The post A comprehensive guide to onboarding remotely for the first time appeared first on Tiger Recruitment.

Whether you’re a busy family or business owner, personal assistant recruitment offers numerous benefits. A skilled PA can handle administrative tasks, manage schedules, and support personal errands, freeing up your time to focus on more strategic activities.

Finding the right PA can come with its challenges. The process requires identifying a candidate who not only has the necessary skills but also fits well with your personality and work environment. It’s about striking the right balance between professional competencies and personal dynamics, which can be a time-consuming and difficult task.

We’ve put together our top five tips on how to hire a PA, plus how a professional recruiter can help.

How To Ensure PA Recruitment Success

Recruitment of any kind presents a fantastic opportunity to refresh a team, job function or business culture. That being said, it’s not uncommon to feel some trepidation at the start of your recruitment journey. The process can take time and in a candidate-short market, you may need to shortlist multiple times before securing a suitable candidate. This is where working with an experienced recruiter can help.

Personal Assistant recruitment, particularly, is unique as the values alignment plays such a significant role in ensuring a candidate’s success. A personal assistant works so closely with their managers and team that it’s crucial to get the personality mix right. This is crucially relevant to permanent recruitment, while hiring a temp PA can generally be recruited quickly to fulfil the short-term functional requirements of the role.

If you’re considering hiring using an AI-based software for certain steps, such as CV screening, we would ask you to consider a different approach. While there is a place for this type of technology, especially when it comes to advanced candidate testing such as gamification, the ultimate decision for a candidate’s fit for a business should remain with human recruiters.

With this in mind, we’ve put together our top six tips on how a recruiter can help to ensure you hire a personal assistant who lasts the distance.

Here are five PA recruitment tips to ensure a successful process:

1. Personality fit

Personality fit is crucial when hiring a personal assistant. A PA will work closely with you, often during stressful times or in personal spaces. A candidate whose personality complements yours can make the working relationship more enjoyable and productive.

You can ensure the right personality fit during the interview process by asking the right questions. These questions should encourage the candidate to share their values, work ethics, and how they handle stress and conflict. Observing how they interact with you and others during the interview can also provide insights into their personality and how well they might integrate into your personal and professional life.

A professional recruiter can help you source candidates with the right personality fit. They can pre-screen candidates, saving you time and ensuring that you meet only those who have already passed a preliminary fit assessment. For example, if a candidate communicates quietly and seems withdrawn in their body language, a good recruiter will never send them to a workplace where they will be supporting outspoken, straight-to-the-point management styles.

2. Consider Previous Experience

Previous experience is a critical factor in PA recruitment. Their track record can showcase how they will handle the demands of your role and reduce the risk of a mismatch. A candidate with experience in a similar industry or who has supported professionals with comparable responsibilities to yours might adapt more quickly to your requirements.

When interviewing a candidate, you should ask them to tell the story of their career to date, with a particular focus on how long they stayed at each job and why they left. If a candidate has previously jumped around from one role to the next, it generally does mean there’s a higher likelihood they’ll do the same again. Similarly, their reasons for leaving will often paint a more colourful picture of what they’re looking for now.

A recruiter can help you evaluate a candidate’s previous experience. They have the expertise to spot red flags or patterns of excellence that you might overlook. Recruiters also verify references and past employment details, ensuring that the information presented is accurate and relevant to your needs.

3. Trust Your Recruiter

When looking for a PA, it’s essential to secure a robust shortlist to get an accurate overview of the market and available candidates. A recruiter should send you a few strong, but different options, to ensure you have a range of choices. They might even suggest a candidate who seems to lack certain technical skills but has the right personality fit, adhering to the philosophy that specific skills can be learned, whereas the right cultural fit is priceless.

It is essential to trust your recruiter’s recommendations. Recruiters have a deep understanding of the job market and the qualities that make a candidate a good fit for a role. By relying on their recommendations, you can increase your chances of finding the right person for your PA position.

4. Identify Soft Skills

For a personal assistant, essential soft skills include effective communication, adaptability, problem-solving, and time management. A PA will also be savvy to the ways of the city, including the best transport, food, and gifting options: characteristics that are also important when supporting management. You would be surprised by how much these little details make a difference when working with your PA!

You can identify these essential soft skills by asking specific behavioural questions during the interview. For example, you can ask about a time they overcame a challenge or had to adapt quickly to a change. Their responses will give you insight into their problem-solving abilities and flexibility.

A personal assistant’s soft skills may not always be obvious from their CV. A recruiter will be able to gauge a PA’s transferable attributes, such as emotional intelligence, leadership traits, and communication style from an initial face-to-face registration. Recruiters can also interpret subtle cues in candidates’ responses and behaviours, ensuring you meet only the most suitable individuals who possess the soft skills essential for the role.

5. Manage Expectations and Be Responsive

Managing candidate expectations and being responsive is essential during the recruitment process. This includes keeping potential candidates informed about their application status, the recruitment process stages, and expected timelines for your decisions. In our current market, speed is of the essence, especially with recruiting for PAs and EAs. We have seen hundreds of employers miss fantastic candidates by being unavailable or inflexible to interview or delaying feedback.

Being unresponsive with your recruiter will be especially detrimental to you finding the best person for the job. Responsiveness enables a smooth and efficient search, allowing recruiters to quickly refine their selection based on your feedback. This collaboration ensures that the candidates presented match your requirements, saving you time and resources.

Expert PA Hiring with Tiger Recruitment

At Tiger Recruitment, we pride ourselves on our expertise in pairing top-tier personal assistants with professionals and business owners. We are committed to understanding your unique needs and preferences, enabling us to find the right candidates for your requirements. With our bespoke approach, you will receive support throughout the recruitment process.

If you are thinking about hiring a new permanent or temporary PA, contact us today.

FAQs

How do I recruit a personal assistant?

To recruit a personal assistant, start by creating a personal assistant job description that clearly defines the role, including the key responsibilities and desired skills. You can then advertise the available position on job boards or social media platforms to attract candidates. For a more effective and efficient search, you can use a professional PA recruitment agency. Recruiters will connect you with vetted candidates who match your specific needs and preferences.

What makes a brilliant PA?

A brilliant PA possesses a unique combination of skills and qualities. They are highly organised, capable of multitasking, and possess excellent time management skills. They also have strong communication skills and problem-solving abilities. A brilliant PA will make your life easier and more productive by proactively supporting you with your personal and professional tasks.

Learn more about the PA hiring process in our guide to PA recruitment.

The post Five PA recruitment tips appeared first on Tiger Recruitment.

In a world of increasingly sophisticated technology that threatens to replace them, personal assistants are standing strong. In fact, the PA role is thriving, present within more industries and organisations than ever before. While AI bots and virtual assistants such as Alexa and Siri flaunt their latest functions, they remain incapable of delivering the human touch of a great PA partnership.

The key to this resilience is the adaptability of the role. The clue is in the name – whatever the personal needs and working style of a manager, business owner or private individual, a PA role can be tailored to provide bespoke support.

But this very adaptability can make the PA hiring process complex. What responsibilities should a PA job description outline? What does their career progression look like? What skills and experience should you look for? How can the hiring process unpick the necessary character traits to support the specific demands of an individual or team?

In this guide we will delve into each of these questions in detail. Intended for anyone wondering how to hire a PA for either a business or private function, we hope to provide you with the basic frameworks from which to build out a bespoke hiring process – from job descriptions and interviews to employee onboarding and development programmes.

Contents

• What Is a Personal Assistant?
• Why Hire a Personal Assistant?
• Types of Personal Assistants
• How To Hire A PA
• Skills To Look For In A PA
• Writing a Personal Assistant Job Description
• Tips For Interviewing a PA
• Onboarding and integration
• Learning and Development for PAs
• PA career progression
• FAQs

What Is a Personal Assistant?

Before hiring a personal assistant, you should be clear in your understanding of a what a PA role entails, and whether it is the right call for you to hire one. It is a significant investment, so having a firm grasp on the different types of PA, what they can and can’t do for you, and the costs involved, will all help to streamline the process.

A personal assistant (PA) is someone employed to provide support to a senior manager, business owner, or private individual. They can be tasked with both business and personal administrative duties, and are found in every size of organisation, from startups to SMEs and large corporations.

What Does a Personal Assistant Do?

Due to its bespoke nature, no two PA roles are the same. Depending on the needs and preferences of a manager, the responsibilities of a PA can include:

• Manage schedules and calendars
• Handle correspondence (phone and email)
• Creating reports and documents
• Meeting minutes and agendas
• File organisation
• Maintaining office supplies
• Data entry and database management
• Travel arrangements
• Project assistance
• Expense management

Personal assistants possess a wide range of skills to accomplish their diverse tasks, but there are several responsibilities outside of their remit. Both a manager and PA should be aware of these.

• Specialised professional services
• Unauthorised financial transactions
• Personal tasks outside of scope
• Deep cleaning your home
• Cooking for your family
• Childcare services

Personal Assistant vs Executive Assistant

Personal assistant and executive assistant roles share similar responsibilities, but there are several important differences between PAs and EAs. While the PA role is a versatile position that can encompass supporting a team, senior staff, and private individuals, an EA works on a 1:1 basis with a high-level executive in a business. An executive assistant is typically considered a more senior position, and they act as a right-hand person to the executive, bearing more business-related responsibilities.

Why Hire a Personal Assistant?

Hiring a PA may not be the right decision for every business or individual, but if you are finding yourself overwhelmed by your workload, PAs can provide many benefits that justify the expense.

Effective Time Management

With a PA handling your business, travel, and calendar administration, you will free up time to devote to more critical work. This in turn will improve your productivity and the results of your work.

Increased Organisation

PAs will take on the filing and retrieval of your physical and digital documents and correspondence, reducing the risk of losing an important report, email, or tickets for travel and accommodation.

Efficient Communication

Having an assistant dedicated to monitoring all your correspondence can streamline your communications with clients and colleagues. A PA will ensure that all emails, phone calls, and letters are responded to within an allotted timeframe.

Personal Support

The demands of work can often mean your personal responsibilities take a backseat. PAs can help you stay on top of this side of life too, where appropriate. This could mean booking a restaurant, purchasing a gift, or arranging childcare.

Types of Personal Assistants

With this knowledge of typical PA responsibilities, you can start matching them to your requirements and build a picture of your ideal PA.

As well as determining the PA’s responsibilities, you should also consider the industry the PA will be working in, and the role of their Principal within the organisation. While they may have a similar skill set, prospective PAs will have a different working knowledge and expertise, so finding one with experience matching your sector and position will be crucial for success.

There are several different types of PA under the personal assistant umbrella, including:

Corporate PAs

Corporate PAs work at the senior management levels of businesses. They have a strong understanding of the inner workings and dynamics of complex organisations.

Team Assistants (TAs)

TAs specialise in providing admin support for multiple members of staff. Depending on the size of the business, this could be the full workforce, or one department-specific team.

Private PAs

Private PAs are employed directly by individuals to assist in their personal and/or business affairs. They are adept at supporting the needs of HNWI, business owners, celebrities, private families, and other high-profile individuals.

Family Office PAs

Family office PAs specialise in assisting senior executives or HNWI within family offices.

Business assistants

Business assistants support business owners, chief executives, or other staff in the most senior positions in an organisation. This is a more senior assistant role that typically requires several years of experience.

Virtual PAs

Virtual assistants (VAs) offer remote administrative support to senior managers, teams, or private individuals. They are often freelancers, and may work part-time for several employers.

How To Hire a Personal Assistant

Once you have a clear idea of the type of personal assistant best suited to your needs, you can begin the search. Whether or not you are working with a recruitment agency, there are some PA hiring best practices that should inform your personal assistant hiring process.

Personality fit

As you will work more closely with your PA than with any other colleague, finding someone with a complementary personality to yours should play a role in the decision-making. The best PAs will quickly synchronise with their manager’s work rhythms and communication style, and could grow into a great partner for brainstorming ideas.

Consider prior experience

A PA’s personality fit should be balanced with an appraisal of their work history. Experience in the same industry or for an employer in a similar position are good indicators that a candidate will gel with the wider team and type of business.

Trust Your Recruiter

PA recruitment agencies are experts when it comes to balancing skills, experience, and personality fit in the search for candidates. When you’re presented with a recruiter’s shortlist, it’s important to trust in their expertise and consider their selection. Sometimes, a candidate may not appear to be a good fit on paper, but if an experienced consultant believes they could thrive, it is probably worth a meeting.

Manage Expectations and Be Responsive

When recruiting prospective PAs, remember to keep them informed about how many stages are involved, their current application status, and when they can expect to hear your decision. Following their interview with you – whether they’re successful or not – they will appreciate transparent feedback that helps them to improve next time. Your communication will go a long way to demonstrating the authenticity of your employer brand, which in turn contributes to future candidate referrals and credibility.

Skills To Look For In a PA

While PA roles can vary widely in terms of responsibilities, there are a number of core PA skills and character traits that the best assistants share. Keep these in mind when considering candidates for your PA position:

Organisation

In order to juggle many varied tasks, regular deadlines, and constant change, PAs must have excellent organisational and time management skills.

Communication

As the gatekeeper for their Principal, PAs must be excellent written and verbal communicators, confident dealing with clients and colleagues of all seniorities.

Proactivity

With senior managers often unavailable due to meetings and travel, PAs must be able to take the initiative without direction.

Discretion

PAs are party to much private and sensitive information. They must be trustworthy and meticulously discrete.

Computer literacy

PAs will conduct a large portion of their work on computers so need to have a strong grasp of several key programmes. This includes email software, word processors, spreadsheet software, and organisational tools like calendars and project planners.

Resilience

EAs work in a high-pressure, fast-moving environment, requiring a thick skin and ability to remain professional in challenging situations.

Writing a Personal Assistant Job Description

With your criteria and hiring process now in place, you will need to create a detailed and bespoke job description for candidates. The more specific, the better, as it will help filter out inappropriate applicants, and target those with the right experience, and a genuine interest in the role.

The below is a general PA job description template, which can be adapted to your needs.

Personal Assistant Job Description Template

Key responsibilities:

• Efficient minute-taking in team and client meetings
• Extensive travel with the managing director to meetings and conferences, sometimes internationally
• Clear and accurate typing up of all letters, memos, reports and similar documents from shorthand notes
• Saving and archiving, where necessary, all documents in the company database
• Occasional transcribing of dictation and voice memos
• Implementing and maintaining an office filing system
• First point of contact for all incoming calls and visits
• Complex diary management, both business and personal, for the managing director and team
• Extensive and efficient email correspondence
• Answering telephone calls in a timely fashion, taking clear and detailed messages
• Organisation of meetings, including booking venues, ordering refreshments and minute-taking

Essential requirements:

• Graduate of secretarial college desirable, but not necessary
• At least three years’ experience in a similar role
• Excellent written and verbal communication skills
• Competent with Microsoft Office suite
• Polite telephone manner

Personality profile:

• Extremely organised
• Detail-orientated
• Focused and responsive
• Takes initiative
• An excellent multi-tasker

Benefits:

• Competitive salary and bonus
• Company phone
• 25 days annual leave per annum

You should also consider the typical PA salaries when building your job description.

Tips For Interviewing a PA

Getting your interview questions, style and structure right are key when considering how to hire a personal assistant. The interview stage is the chance to dig deeper and find the candidate who ticks all the right boxes to be your ideal personal assistant. It’s best practice to combine both broad and specific PA interview questions, as this will build a full, detailed picture of the candidate.

Your questions should be designed to tease out insights into their work background, achievements, communication, problem-solving skills, industry knowledge, personality, and interests.

General interview questions

• Tell me about yourself
• Why should we hire you as a personal assistant?
• What is your greatest strength and weakness?
• How do you prioritise tasks and manage your time effectively?
• Why do you want to work here?

Experience-related interview questions

• Can you tell me about your previous position?
• What do you think are important skills for a personal assistant?
• What is the biggest mistake you have made at work?
• Can you provide an example of when you went above and beyond your duties as a personal assistant?
• Can you provide an example of a challenging situation you encountered as a personal assistant and how you resolved it?
• Have you ever been responsible for managing travel arrangements?
• How do you handle working with confidential information?
• Have you organised an event or function?
• Is there any part of this job role that concerns you?

Onboarding and integration

With a successful interview process behind you and a new personal assistant raring to go, it’s vital not to let things stall. By having a robust PA onboarding process in place, you can ensure the partnership with your new PA lives up to, and exceeds, its potential.

Set expectations

At the first opportunity, you should clarify the roles and responsibilities detailed in the job description. Both parties need to agree on what is within the PA’s remit.

Create a schedule

You should ensure you both understand the days and hours of regular work, and expectations on communication and work outside of those times.

Use the latest technology

There are many tools for PAs available. Apps and online services are now available to streamline many PA tasks, including calendars, budgeting software, project planning programmes, and many communications channels.

Set KPIs

Key performance indicators (KPIs) will help you and your PA track their achievements and areas for improvement, ensuring the working relationship goes from strength to strength.

Set up a support base

Partnering your PA with a work mentor and introducing them to other assistants in the business will help them settle in and feel more confident in their work.

Learning & Development for PAs

As much thought and effort should be put into retaining a great personal assistant as is put into hiring one. Having a long-term PA can provide many business benefits, from improving efficiency, to maintaining strong client relationships, training new staff, and fostering camaraderie among the wider team.

While welcoming a new PA into the role during the onboarding phase, you should also show them how they can grow in the business. This could be through internal promotion, learning and development programmes, or external courses.

By actively investing in your PA’s professional growth, you can improve the quality of their work while also nurturing loyalty. Holding onto a member of staff who is both qualified and has a deep working knowledge of the business is crucial for success.

Organisations can offer both internal and external learning and development opportunities as part of their employee benefits package. Mentoring by more senior administration staff is one of the most effective ways to upskill existing personal assistants, and some businesses offer the chance for staff to diversify their skills with training run by other departments.

In terms of external training and qualifications, several organisations offer courses geared towards business and personal administration careers. Our pick of the best PA courses include:

London Business School (Dubai courses)

The prestigious London Business School runs a group of courses in Dubai, specialising in management and leadership. These are a fantastic choice for PAs looking to advance into positions of greater responsibility, such as Senior PA, OM, and EA.

Zabeel International Institute

Zabeel International Institute’s executive secretary training course is an excellent primer course for PAs, EAs, office managers, and secretaries. Their qualifications focus on administrative skills and employability, helping to produce graduates with the right mindset for a long and successful career.

Capital

Capital run an online executive secretary course for graduates looking to gain further qualifications for senior administrative positions. The Executive Secretary Diploma is approved by the Knowledge And Human Development Authority, making it a desirable employee benefit for career-minded personal assistants.

PA career progression

Having a thorough understanding of a personal assistant’s career path in different organisations will help you advise your PA on their potential internal progression. A typical path from entry-level to senior could look like:

PA Career Progression in SMEs

PA Career Progression in medium-sized businesses

PA Career Progression in Large Businesses

Looking To Hire a PA?

Now that you understand how to hire a personal assistant, it’s time to get the ball rolling! Let us know your requirements and a consultant will be in touch.

The post Ultimate Guide: How To Hire a Personal Assistant appeared first on Tiger Recruitment.

A personal assistant (PA) is a versatile professional who can enhance your productivity, reduce your stress, and improve your work-life balance. Whether you are looking to streamline your professional life, manage your personal affairs more efficiently, or provide support to your business team, there is a type of PA for you.

This guide explores the different types of personal assistants available, helping you hire the best professional for your needs.

Six Types of Personal Assistants

Before you start looking into how to hire a PA, you need to first decide what support you need. From corporate settings to private households, the scope of a PA’s responsibilities can vary widely. For the latest salary data, please request a copy of our latest Salary and Benefits Review.

Here are the six common types of personal assistants you can hire and their specialisms:

Corporate PAs

Corporate PAs provide administrative support to senior managers within a business. These PAs will typically support a team or a manager with highly demanding roles. Their main goal is to ensure their time is used efficiently. Their work environment is typically an office setting where they have access to the tools and technology needed to perform their duties.

A few of their key responsibilities include:

• Managing calendars and scheduling meetings
• Handling correspondence and emails
• Preparing reports and presentations
• Organising travel arrangements
• Acting as a liaison between senior managers and staff or clients

To perform successfully in their role, corporate PAs need strong organisational and communication skills. These skills ensure they can adequately support you in a fast-paced corporate environment.

The salary you will pay a corporate PA will depend heavily on your industry.

Team Assistants

Team assistants support entire teams or departments within an organisation, rather than individual managers. Usually considered as one echelon down from a PA, they handle a wide range of administrative tasks, allowing their team to focus on essential business activities or strategic projects. Team assistants will ensure the team has a collaborative and efficient working environment.

Key responsibilities of team assistants include:

• Coordinating meetings and managing schedules for the entire team
• Handling incoming calls and managing team correspondence
• Maintaining and organising digital and physical files for easy access
• Assisting in the preparation of reports and presentations for team projects
• Organising team-building activities and managing logistics for team events

To excel in their position, team assistants need to possess excellent time management and interpersonal skills. Their role requires them to be adept at multitasking, have strong organisational abilities, and be capable of communicating effectively with team members and other stakeholders.

The salary for team assistants can vary widely depending on the industry, the size of the company, and the location.

Private PAs

A private personal assistant manages the personal lives of one individual or family, helping to ensure your day-to-day runs smoothly and efficiently. They usually work from the family home or a private office to assist with personal tasks.

The main duties and responsibilities of a private PA include:

• Organising personal schedules and appointments
• Managing household staff and liaising with contractors
• Handling personal finances, including bill payments and budgeting
• Planning travel arrangements
• Planning and managing events

Alongside the typical personal assistant skills, a private PA must be discrete due to the personal and confidential nature of the position. They should also have great multitasking skills and problem-solving capabilities to succeed in a sometimes-unpredictable working role.

Private PAs can earn more than other types of personal assistants, depending on your specific needs. For example, if you need them to accompany you on extensive travel trips or be available 24/7, they will require a higher salary.

Family Office PAs

Family office PAs provide professional support and, in some cases, private support, for HNWI and family office senior executives. They will often work in both the family’s private offices and from your home to ensure all financial, administrative, and personal tasks are covered. They differ from private PAs in that they have a wider scope of corporate administrative responsibilities.

A family office PA will typically handle:

• Coordinating financial management tasks with accountants and financial advisors
• Managing property portfolios and overseeing household staff across various locations
• Organising family meetings and events
• Handling confidential documents and communications related to investments and estate planning
• Handling family travel arrangements

Family office PAs should be discrete and trustworthy, based on the sensitive information that they handle. It is also essential that they have a firm understanding of financial matters to offer sufficient support.

The cost of hiring a family office PA will depend on the size of your family office, the complexity of the role, and whether you need permanent or temporary assistance.

Business Assistants

Business assistants are like corporate PAs but will usually hold a more senior position. This means they often support the business owner with a wide range of administrative tasks to help drive the business forward.

Some of the main responsibilities of a business assistant are:

• Managing business correspondence and communications
• Assisting with marketing and sales efforts
• Organising business meetings and events
• Handling bookkeeping and financial administration
• Supporting project management and strategic planning

Hiring a business assistant can be a great decision as they will enhance the organisation and efficiency of your day-to-day, allowing you to focus on the growth of your business.

Virtual PAs

Virtual assistants (VAs) provide remote administrative support to businesses, entrepreneurs, and professionals. They will work from their home or a co-working space and manage all their duties online. They often work for multiple individuals, depending on the workload and your agreement.

VAs hold these key duties:

• Managing emails and scheduling appointments
• Providing customer support and managing online inquiries
• Handling social media management and content creation
• Performing basic bookkeeping and managing online files
• Conducting research and preparing reports

The virtual assistant you choose for the position should have strong communication and time-management skills. They should have experience working remotely to prove that they can work independently. Due to the remote nature of the role, they should also be confident using various online tools and platforms.

Hiring a virtual assistant can be a more cost-effective way to get the support you need.

Difference Between a PA and Executive Assistant

Understanding the difference between a personal assistant vs executive assistant is essential when making a hiring decision. PAs will manage the professional tasks, personal tasks, or a combination. They also support a wide range of individuals, from business owners to managers to families.

Executive assistants only provide administrative support for senior executives in a business setting. EAs often have a deeper involvement in the company’s strategy, handling more complex tasks and having greater responsibility for decision-making processes. They may also manage additional team members, ensuring the senior executive is fully supported.

How To Choose the Right PA

Finding the right PA means looking for someone whose skills, experience, and personality match the requirements of your role and your work style. This kind of match will ensure you get the support you need to be more productive and achieve your personal and professional goals.

Here are the key steps to take to ensure the best PA hire:

Define the Scope of Work

Start by clearly defining the tasks and responsibilities you expect the PA to handle. Understanding the specific type of support, you need will help you identify the right kind of PA for your situation, whether it is for personal, professional, or a mix of tasks.

Assess Experience and Expertise

Determine the level of experience and specific expertise a candidate must have for your needs. This is especially important if the role includes specialised tasks or if you operate within a niche industry where insider knowledge is essential.

Choose Between In-House and Virtual Support

Decide if your lifestyle or business support tasks need someone who can be physically present. If not, a virtual assistant would be more suitable.

Ready To Hire a PA?

Get the support you need when you hire a personal assistant with the assistance of Tiger Recruitment. Our team will guide you through the process, helping to identify the exact type of PA you need. We will provide you with a strong list of candidates that are perfectly matched to your requirements. Read our ultimate guide to PA recruitment for more information.

The post Different Types of Personal Assistants Explained appeared first on Tiger Recruitment.

Do you have an ever-growing list of tasks that leaves you with little time for anything else? The demands of a bustling work life alongside personal commitments can leave you feeling stretched too thin. If you’re in this situation, hiring a personal assistant can help you regain control and balance.

In this guide, we explain what a personal assistant is by exploring the different types of PAs, the common duties, and the advantages that come with hiring a PA.

What Is a Personal Assistant?

A personal assistant (PA) is an individual who supports a business owner, executive, individual, or family with their professional tasks and personal management. This support can range from managing schedules and handling correspondence to organising events and running personal errands. A PA’s role is versatile and tailored to your specific needs, making them essential to the smooth running of your personal and professional life.

Different Types of PAs

When you hire a personal assistant, there are various role types to consider and choose from. Each type of PA has their own set of skills and expertise to cater to various aspects of your professional and personal needs. Whether you need help managing your calendar, sorting through your emails, or running errands, there’s a personal assistant out there for you.

Here’s a brief overview of the various types of personal assistants:

Corporate PA:

A corporate PA provides administrative support to senior managers and / or C-suite executives in a corporate environment. This type of PA will assist with a wide range of daily tasks, including managing schedules, organising meetings, preparing reports, and handling correspondence.

Team Assistant:

Team assistants provide administrative support to a group rather than an individual in a business setting. Their duties can include scheduling meetings, coordinating project documents, and assisting with the team’s communication.

Family Office PA:

A family office PA works in a family office and helps management with their personal and / or work lives. They will likely complete similar tasks to a corporate PA, such as diary management, project management, and inbox management. Additionally, they may have some personal responsibilities, such as running personal errands, booking holidays and organising the family’s schedule to ensure that everything runs smoothly at home. It might also sometimes include estate management.

Private PA:

A private PA provides dedicated support to HNWI or families, often working within the employer’s home or private office. This role includes personal and household management that is tailored to your specific requirements. Typical duties include managing personal schedules, organising travel plans, and overseeing the smooth running of household tasks.

Virtual Assistant:

Virtual assistants provide administrative assistance from a remote location, typically from their home. They offer flexible, remote support across various tasks by using technology to maintain efficiency without being physically present. Key duties include managing emails, scheduling appointments, handling social media accounts, and performing other tasks that can be done online.

Business Assistant:

A business assistant is often the most senior assistant within a business. They provide crucial support to business owners, chairmen and entrepreneurs by managing budgets, running projects and ensuring operations/administrative staff are working cohesively.

Duties and Responsibilities of a Personal Assistant

Knowing what a personal assistant can do for you is essential to hiring with confidence. The duties of a personal assistant can vary widely depending on your specific needs. However, there are a few common responsibilities they perform to streamline your daily routine both inside and outside of work.

Administrative Support

Administrative support is the core of a personal assistant’s role. A great PA will ensure that your day-to-day responsibilities are organised and efficient, allowing you to focus your attention on more important tasks.

These are some of the administrative tasks a PA can help you with:

• Managing calendars and scheduling meetings
• Handling correspondence, including answering phone calls and emails
• Taking meeting minutes and distributing them
• Preparing reports and presentations
• Organising and maintaining files and records
• Making travel arrangements, including flights, accommodations, and itineraries
• Managing expense reports and processing invoices
• Planning events, including venue selection and catering arrangements
• Liaising with clients, suppliers, and other staff
• Overseeing the maintenance of office equipment and supplies

Personal Support

The role of a personal assistant can go beyond traditional office duties to also include personal support. This comprehensive approach ensures that every aspect of your life is managed with the same level of professionalism and care.

Typical personal support tasks include:

• Running personal errands such as shopping or picking up dry cleaning
• Managing personal appointments and schedules
• Planning family events, birthdays, and special occasions
• Handling household management tasks, including liaising with contractors and service providers
• Organising personal travel, such as family holidays.
• Managing personal finances, including bill payments and budgeting
• Assisting with personal correspondence
• Overseeing pet care, including vet appointments and grooming
• Managing personal projects and hobbies
• Handling charitable contributions and managing philanthropic activities

While a personal assistant can significantly ease your to-do list, there are limitations to their support. They cannot provide professional medical, legal, or financial advice unless they hold specific qualifications in these areas.

Who Can Hire a PA?

You can hire a personal assistant if you’re feeling overwhelmed with the administrative side of your business, struggling to keep on top of your personal commitments, or just looking to free up more of your time. Whether you’re a business owner, executive, celebrity, or someone who needs an extra pair of hands around the house, a personal assistant can make a huge difference. Hiring a PA means you can delegate time-consuming tasks that take you away from focusing on what’s truly important to you, both professionally and personally.

You can also choose to hire either a permanent or a temporary PA. A permanent PA will become a steadfast part of your daily life, learning your preferences and adapting their support to best suit your needs. A temporary PA can provide support during particularly busy periods or for specific projects, offering a flexible solution without the commitment of a permanent hire.

Advantages of Hiring a PA

Hiring a personal assistant offers numerous benefits that can enhance both your professional and personal life.

Personalised Support

One of the main reasons why you should hire a personal assistant is for the personalised support. A personal assistant will get to know your specific preferences, working style, and needs intimately. This deep understanding allows them to tailor their assistance to make your life easier and more efficient.

Consider a scenario where your week is packed with meetings, travel, and personal commitments. Your personal assistant, knowing all your preferences, has scheduled your meetings at your ideal times and locations, arranged the travel plans with your favourite airline, and bought the gift for your friend’s housewarming. They then went a step above and coordinated your family’s schedule to ensure you have quality time together. This level of personalised support ensures that your days run smoothly, allowing you to focus on your work and personal well-being without the stress of managing every little detail yourself.

Enhanced Productivity

Your PA will handle all your routine administrative tasks, leaving you more time and energy to focus on high-value activities. A personal assistant can also handle tasks in your personal life, enabling a comprehensive approach to enhancing your productivity.

Here are just a few of the ways that a PA can help boost your productivity:

• Minimise Distractions: A PA can manage communications and handle questions, allowing you to concentrate on your work with fewer distractions.
• Prepare for Meetings: Your PA can gather materials, conduct research, and prepare briefs for upcoming meetings, ensuring you’re well-prepared and can engage more effectively.
• Complete Tasks Faster: With a PA handling your administrative tasks, you can complete your projects faster and meet deadlines more consistently.
• Maintain a Productive Environment: By organising your workspace, managing files, and ensuring you have the necessary supplies, a PA helps create a productive work environment.

Increased Organisation

One of the essential skills of any type of PA is organisation. They will help bring order and structure to every aspect of your professional and personal life, from your appointment schedule to your office files. This enhanced organisation makes your daily life more manageable.

Better Time Management

A PA will streamline your schedule to help you manage your time more effectively. This leads to less time wasted on low-priority activities and more free time for you to enjoy.

Improved Well-being

Hiring a personal assistant has been shown to reduce stress and improve well-being. This stems from the ability to delegate administrative and personal tasks to your PA, freeing up more time for relaxation, quality family time, or hobbies. By enhancing your work-life balance, you can reap benefits beyond just improving your productivity or time management.

Costs of Hiring a Personal Assistant

The costs of hiring a personal assistant in the UK can depend on their experience, the scope of their responsibilities, the location of their work, and whether they are full-time or part-time.

A personal assistant salary is also heavily dependent on the industry of your business or the type of PA you have hired. For example, PAs in the creative industry can expect a salary between AED15,000 and AED20,000 p.m., while a private PA can expect a salary between AED25,000 and AED40,000 p.m.

While their salary will be your largest expense, there are other costs to consider when hiring a personal assistant. These include any employment taxes, expense reimbursements, travel-related expenses, and the costs of any benefits you offer.

Ready To Hire a PA?

Tiger Recruitment is here to assist. We specialise in matching individuals and businesses with the perfect PA to meet your unique needs. Our team is here to guide you through the process, ensuring you find the right fit for your lifestyle and business. For more insights into PA recruitment, read our ultimate guide to hiring a personal assistant.

The post What Is a Personal Assistant (PA)? appeared first on Tiger Recruitment.

If you’re looking to hire a PA or you have PAs within your employment, it’s helpful to have a full understanding of a personal assistant’s career path. This includes the roles that lead to a PA and the potential positions it can lead to.

Why is it important? By having this overview, hiring managers can zero in on candidates best qualified to step into a PA role, and show prospective talent the opportunities they will have to grow professionally. This will make the role more desirable to exceptional PAs and help foster a sense of loyalty once they are in the job.

What is a Personal Assistant (PA)?

A personal assistant provides administrative support to one or more members of staff at a business, typically those in senior management. PAs can also be hired by private individuals to assist in personal matters, such as diary management and household management.

Key Responsibilities of a Personal Assistant

Personal assistants’ tasks and responsibilities can cover a wide range of requirements which will differ depending on the manager’s preferences. However, there are several tasks that almost all PAs will be expected to carry out. The main responsibilities of a PA generally include:

• Diary management
• Booking meetings
• Booking travel and accommodation
• Budget and expenses management
• Creating reports and presentations
• Minute-taking

Skills and Competencies of Successful Personal Assistants

In order to carry out their varied duties successfully, there are some key skills that personal assistants possess. Some of these may include character traits, while other skills will have been developed in a PA’s early career, for example when they might have been an administration assistant or receptionist. Some of the essential skills and competencies include:

• Written and verbal communication
• Organisation
• Timekeeping
• MS office literacy
• Sociability

These skills are invaluable to a personal assistant throughout their career, whether they move on to become an executive assistant, business assistant, or chief of staff. Therefore, it’s crucial to build on these learning and development opportunities so that PAs can continue to hone their abilities and progress.

Career Progression Paths for Personal Assistants

Various junior and entry-level business support roles can progress into personal assistant positions , and the PA role can likewise branch out into an equally varied pool of senior role titles. The breadth of opportunities for PAs is often dependent on the size of a business, with smaller companies naturally having less specialised roles at each stage of the career journey.

PA Career Progression in SMEs

PA Career Progression in medium-sized businesses

PA Career Progression in Large Corporations

Job descriptions

Having a detailed job description template on file for all your administrative positions, from receptionist through to team assistant, PA, EA and business assistant will help to streamline the recruitment process. Significantly, it also helps to demonstrate the career journey and highlight the key competencies required to progress into each role. Having a visual road map will help both the employer and employee to plan a PA’s career progression.

We have compiled general job descriptions, from entry-level assistant roles to more senior positions, ready for you to adapt to your needs.

Receptionist

Responsibilities:

• Meeting and greeting clients and visitors
• Answering phone calls, taking messages and relaying to appropriate staff
• Logging, sending and distributing all incoming and outgoing mail, couriers and faxes
• Arranging delivery of outgoing mail
• Booking, preparing and tidying meeting rooms

Requirements:

• Excellent written and verbal communication
• Clear and confident telephone manner
• Computer skills, including Word and Outlook

Office administrator

Responsibilities

• Assisting the office manager
• Manage general office maintenance and health & safety
• Arrange desk space and office access for new employees
• Extensive email correspondence, occasionally covering colleagues’ mailboxes
• Invoice and expenses management
• Arrange catering for meeting rooms
• Manage office and kitchen supplies
• Organise and file documents (physical and digital)
• Occasional receptionist duties

Requirements

• Educated to A-level or equivalent
• Experience handling confidential and sensitive information
• Computer skills, including Word, Excel and Outlook

Team Assistant / Junior PA

Responsibilities

• Manage team diaries
• Book business travel and accommodation
• Organise and host internal team meetings
• Greet guests and clients
• Book and prepare meeting rooms
• Prepare documentation ahead of meetings and presentations
• Take minutes of meetings and prepare reports
• Manage team budget
• Liaison for facilities management and IT supplier
• Team invoice and expenses management

Requirements

• Educated to A-level or equivalent
• Computer skills across Microsoft Office Suite
• 2+ years’ prior secretarial or administrative experience

PA

Responsibilities

• Manage Principal’s diary
• Manage email inbox and phone calls
• Book business and personal travel and accommodation
• Book and prepare meeting rooms
• Book and prepare meeting rooms
• Take minutes of meetings and prepare reports
• Manage expenses budget
• Ad hoc personal tasks
• CRM database management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous, but is by no means essential
• Experience in a similar role and/or industry
• Excellent written and verbal communication skills
• Strong computer skills across Microsoft Office Suite and CRM systems
• Flexibility on hours

PA / Office Manager / Operations

Responsibilities

• Oversee office management and operational function of the business
• Manage office social calendar and organise events
• Liaison for facilities management and IT supplier
• Managing staff onboarding and leaving processes
• Supplier contract management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous, but is by no means essential
• Extensive staff management experience
• Demonstrable experience at senior level in a similar role and industry
• Extremely competent with Microsoft Office and CRM systems
• Exceptional time management skills

EA 1:1

Responsibilities

• Act as the first point of contact for senior manager
• Extensive business and personal diary management
• Manage high volumes of emails and phone calls
• Arrange meetings with colleagues and clients, book and prepare meeting rooms
• Book complex travel and accommodation
• Organise and file principal’s documents
• Keep meeting minutes
• Produce reports
• Project management support
• Work closely with other EAs to coordinate diaries
• Overseeing expenses
• CRM database management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous, but is by no means essential
• Prior experience in a PA or EA role
• Excellent written and verbal communication skills
• Extremely competent with Microsoft Office and CRM systems

EA Operations

• General EA tasks
• Liaising with office suppliers
• Liaising with landlord and/or building maintenance
• Working with managing director to plan and monitor budget

EA Manager

Responsibilities

• General work and personal admin for senior staff
• Act on behalf of executive when necessary
• Manage other executive and personal assistants
• Coordinate EAs’ and PAs’ diaries
• Train and appraise team of EAs and PAs

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous, but is by no means essential
• Extensive experience in a PA or EA role
• Excellent written and verbal communication skills
• Extremely competent with Microsoft Office and CRM systems
• Excellent people management skills

Business Assistant

Responsibilities

• Acting as first point of contact to the Director
• General EA tasks
• Assist and advise on projects and business decisions of executive team
• Manage relationships with clients and business partners
• Manage other EAs and PAs

Requirements

• Educated to degree level
• 5+ years experience in a similar position
• Previous team management experience
• An in-depth knowledge of the industry
• Excellent written and verbal communication skills
• Competent with Microsoft Office packages, particularly Word and Outlook

Business manager / Chief of Staff

Responsibilities

• Assisting and advising senior management across finance, HR, and operations
• Devise and manage internal projects
• Oversee all administration across business
• Manage full administrative team
• Act as liaison between CEO, senior management, and staff
• Hire new staff, manage appraisals and promotions

Requirements

• Educated to degree level. A masters-level qualification would be advantageous, but is by no means essential
• 8+ years experience in a similar position
• Excellent people management skills
• Strong business strategy skills

For more insights into finding the perfect personal assistant, read our ultimate guide to hiring a PA.

The post Understanding the Personal Assistant Career Progression appeared first on Tiger Recruitment.

Our 2024 Salary and Benefits Review is the perfect tool to optimise your employment offering and inform your talent acquisition strategies.

What’s included in the report?

It includes insights from 1,433 surveyed professionals across the MENA region and detailed salary benchmarking for the business support, private, HR, digital, finance and accounting, executive and legal industries. In addition, Tiger’s Recruitment’s expertise in recruitment for the MENA region has helped to craft this report that is ideal for hiring managers and companies based in the region.

How the report can benefit your business

Having a thorough understanding of the motivators for jobseekers and employees is invaluable in helping you craft competitive packages to attract and retain your existing employees and to boost your chances of securing the top talent on the market.

Discover the most popular benefits for jobseekers and employees, the most recent attitudes towards hybrid working and data-driven ideas on how to improve your current offering.

Highlights of this year’s salary survey

• 34% of employees would like to see employers offer a more tailored benefits package
• Health insurance or private medical cover is the most offered benefit by MENA employers (52%) and over 20 days’ paid annual leave, excluding public holidays, came next offered by 31% of employers
• 79% of jobseekers agreed that Salary is highest priority when looking for a new role
• 39% of respondents stated salary is also the main priority for employees in their current, closely followed by 37% agreeing they need a challenging roles or project and 13% asking for sustainability credentials.

Request your copy of the Salary and Benefits Review here.

We hope you find the document useful. Should you have any questions, please don’t hesitate to get in touch.

The post Salary and Benefits Review 2024 appeared first on Tiger Recruitment.

Table of Contents

• Introduction
• Tackling limiting attitudes to gender
• Combatting burnout
• Addressing the pay gap
• Supporting return-to-work mothers
• Women in STEM
• Promoting women in leadership
• Women’s health
• Summary

The post Embracing Gender Equity At Work appeared first on Tiger Recruitment.

As organisations around the world commemorate International Women’s Day 2024, the conversation around gender inclusivity in leadership has never been more pertinent. This article explores the benefits of gender inclusive leadership, the barriers that exist, and strategies for nurturing and retaining female leaders. We also feature insights from Tiger’s very own female leadership team: Rebecca Siciliano, Angela Lopes, Zahra Clark, and Jane Leese.

Evolving Leadership

Over the past few years, the workplace has changed monumentally. The pandemic accelerated the flexible work movement, while George Floyd’s death unleashed a tidal wave of corporate support to diversity, equity and inclusion (DEI). The makeup of leadership teams, despite being slower to change, has also undergone a gradual shift in the past decade, with many evolving from “profit-driven organizations focused on “what” and productivity”, to “purpose-driven cultures focused on ‘why’ and their people”. The likes of B Corp are supporting the drive to inclusivity, having certified over 6,000 companies in more than 80 countries.

When it comes to female representation in leadership teams, where do we now stand? In the last ten years, women in chief executive positions in the FTSE 100 has risen from 3% to 9.3%; women in non-executive roles in FTSE 100 companies grew from 24.8% to 47.4%; and female representation in executive roles almost tripled, rising from 10.5% to 29.8%. Progress has been made, but there is still much to be done.

Benefits of Gender-Inclusive Leadership

Time and again, it has been proven that companies with diverse leadership teams outperform their counterparts, driving innovation and bolstering financial performance. Research from the Council on Foreign Relations emphasises the economic potential of women’s participation in the workforce, amounting to billions of dollars for the global economy. Additionally, organisations with at least 30% women in leadership roles are 12 times more likely to be in the top 20% for financial performance.

The benefits aren’t merely financial, though. Our article, Inclusive Workplaces: a Guide for HR teams, points to diverse organisations being ‘87% better at making decisions’, while inclusive companies are ‘1.7 times more innovative’ than those that aren’t inclusive. In other words, diversity in leadership pays off in a multitude of ways.

Gender-inclusive leadership can also help to inspire the next generation of female leaders. Rebecca Siciliano, Tiger’s Managing Director, explains: “Women have been given more role models in leadership, which means that more women will aspire to be in a role like that because there’s someone they can relate to. No longer do they need to have the same traits as men.” In sum, organisations with inclusive cultures are better positioned to attract and retain top talent, and raise future female leaders.

Barriers to Gender Inclusivity

One barrier to gender-inclusive leadership refers to the ‘broken rung’ phenomenon, where “women remain acutely underrepresented in the middle management”. Additionally, women tend to be appointed to people-led positions, “where they hold less influence, have lower salaries and are less likely to be on track to C-Suite roles”.

Fortunately, in 2024, employers are striving to cultivate environments of inclusivity where diverse voices are heard. Male leaders are increasingly recognising the importance of allyship and advocacy in driving gender equity initiatives. A Harvard Business Review article pinpoints that “male leaders — and men more broadly — are increasingly expected to pursue gender inclusion and equity through deliberate allyship with women.” This could include “collaborative personal relationships, public acts of sponsorship, and advocacy intended to drive systemic improvements in workplace culture.” For some male leaders, these acts may seem of less strategic importance, but HR should continue to encourage this, where possible.

Finally, the ‘motherhood penalty’ still plays a significant role in blocking women’s career progression, with mothers experiencing a 60% drop in earnings compared to fathers in the decade following the birth of a first child. Angela Lopes, Tiger Recruitment Director, reflects on her return from maternity leave: “When I left for maternity leave, around 12 years ago, I felt like there weren’t as many opportunities for me when I returned compared to those who did not have children”. Experiences like these highlight the need for organisations to address the challenges faced by parents returning to work.

Incorporating inclusive practices

Understanding and acknowledging diverse gender identities – male, female, transgender, non-binary, and agender – is paramount for organisations to create inclusive environments. It extends beyond policies to encompass everyday practices, such as language usage and communication norms, that acknowledge and respect the richness of these identities. In doing so, companies can create environments where every individual feels seen, valued, and empowered to thrive.

Implementing inclusive language and greetings sets the tone for creating a welcoming atmosphere where all individuals feel valued and respected. These can be small yet impactful changes, such as replacing ‘Hey guys’, with inclusive alternatives like ‘Hello everyone’. Additionally, fostering a workplace culture that celebrates diversity and promotes allyship can instil a sense of belonging among all employees, regardless of gender identity.

It’s also vital for leaders to display transparency in their communication, particularly around initiatives aimed at closing gender disparities, such as pay equity, flexible working policies and parental leave. This will build trust and accountability among current and prospective employees.

Nurturing Female Leaders

HR professionals and management teams play a crucial role in cultivating environments where women can thrive. Investing in targeted training programmes, coaching opportunities, and leadership development initiatives tailored to the unique needs of female employees can foster professional growth and career advancement. Moreover, establishing mentorship networks and affinity groups that provide support and networking opportunities can enhance retention and promote a sense of community.

Empowering female leaders is essential for diverse and resilient organisations. Here are some actionable ways that employers can use to create pathways for women’s advancement and retention.

Promote representation

Importantly, organisations should actively promote female representation and role models in leadership positions through targeted recruitment and succession planning efforts, and by encouraging women to pursue leadership opportunities. This is crucial to encouraging a pipeline of female talent that can be developed into leaders. Further, by identifying and addressing barriers that impede women’s career progression, such as biased hiring practices, employers can ensure they are both developing and attracting top female talent to their organisation. Jane Leese, Head of Tiger Zurich GmbH, advocates starting with the shortlist, highlighting how employers can work towards increasing female representation by ensuring that all shortlisted applicants for open roles are gender-diverse.

Read our guide on best practice DEI initiatives in recruitment.

Foster inclusion

Open dialogue and feedback are key to fostering workplace inclusivity, along with the creation of safe spaces where employees feel empowered to voice their experiences. Further, employers can establish metrics to track progress towards gender-inclusivity goals, with HR regularly assessing and evaluating the effectiveness of DEI initiatives, adjusting as needed to drive meaningful change.

McKinsey’s Women in the Workplace Report 2023 highlights the gains made for women in senior roles, and the significance of flexible working in paving the way for their progression.  Following the pandemic, a fifth of women say flexibility helped them stay in their job or avoid reducing their hours. Working remotely or in a hybrid arrangement also contributed to less burnout and fatigue, and most women reported having more focused time to be more productive. Flexible working is undoubtedly key to fostering diversity at all levels of business.

Develop female leaders

Sadly, women are 12% more likely than men to experience burnout at work – but mentoring programmes can help to alleviate this, in addition to facilitating knowledge transfer and improving career advancement.

By implementing tailored training and mentorship programmes that equip female leaders with the skills and resources they need to thrive, they provide opportunities for networking and professional growth. This will facilitate connections with mentors and peers across the organisation, which can be done through workshops, seminars, and executive education programmes. This is particularly useful in organisations with a clear female minority in the leadership team, where female leaders can greatly benefit from the opportunity to network with peers.

By providing opportunities for women to develop leadership skills and expand their professional networks, employers can help nurture their next cohort of female leaders. However, sometimes, the onus is also on the individual to seize opportunities. Zahra Clark, Head of Tiger MENA, emphasises: “Go for it, be confident and take every opportunity that you’re given.”

The post Gender Inclusivity in Leadership appeared first on Tiger Recruitment.

Table of Contents

• Introduction
• Overcoming barriers to DEI
• Representation in management teams
• DEI strategies for HR teams
• Creating inclusive workplaces
• Recruiting diverse talent
• Evidence-based strategies
• Summary

The post Inclusive Workplaces: A Guide For HR Teams appeared first on Tiger Recruitment.

Introduction to Virtual Assistants

Providing exceptional support that is tailored to a business’s unique needs, virtual assistants can play a pivotal role in the success of entrepreneurs and industry leaders alike.

With remote work increasing in popularity, VAs can now offer a broad range of services.

So, how can you go about for your company? These are our top tips.

Understanding the Role of Virtual Assistants

A virtual assistant’s role usually echoes the responsibilities of a personal assistant, with the difference being that they work remotely. They may simply work in another city, or on the other side of the world, and can assist with anything from diary management to bookkeeping, to copywriting and social media management.

A VA’s responsibilities will depend on the nature of their employer’s requirements. The most common tasks include phone handling and email management, scheduling meetings, arranging travel, providing customer support and basic IT assistance.

Virtual assistants provide support in a range of areas. Many act as a remote PA and carry out administrative tasks, while others specialise in areas such as finance, customer service, marketing, technology or creative support. While some VAs offer temporary support, others commit to permanent roles on either a part-time or full-time basis.

Benefits of Hiring a Virtual Assistant

A great VA can be an invaluable resource for a company, able to work unusual hours and provide support across a broad range of ongoing or ad-hoc tasks. It is common for SMEs and entrepreneurs to favour hiring VAs, as their versatility suits the fluid nature of new and smaller businesses.

Hiring a virtual assistant can save a business time and money. This is mainly because their role can entirely be designed to suit your business’ unique needs. Whether you need someone for the length of a specific project or to permanently provide customer support at unusual hours, there will undoubtedly exist a VA whose expertise and availability can fit your requirements.

Working to an hourly rate and generally managing their own overheads, a VA can be more cost-effective than other types of staff. In addition, VAs tend to be specialised experts, which can minimize hiring costs associated with bringing on a new employee.

Where to Look for Virtual Assistants

Virtual Assistant Agencies

Virtual assistant agencies such as Tiger Recruitment specialise in matching exceptional VAs with employers. Agencies can quickly tap into their network and database of VAs to find the perfect shortlist of professionals for a role. Agencies will generally handle the initial screening and reference checking to ensure they are a good fit for your requirements.

At Tiger, we can also handle the payroll administration if required.

If you’re wondering where to find a virtual assistant, get in touch with us today to begin the process.

Networking and Referrals

Utilising your own professional network can be a valuable tool in sourcing top VAs. Ask around for suggestions of top VAs who could fit your needs. It might also be worth posting on LinkedIn or other social channels to extend your reach of recommended candidates.

Key Considerations When Hiring a Virtual Assistant

Defining Your Virtual Assistant’s Role

A clear project brief or job specification is the first step to success when looking at how to how to hire a VA.

Make a detailed outline of all the tasks your VA will be taking on and the associated skills and experience required. Do you need someone who can work unusual hours or is an expert with excel? This will ensure that everyone involved in the process knows what to ask about and check in the interviewing process. If you’re working with an agency, this detailed outline will also ensure that your recruiter only sends the most appropriate candidates to you.

Assessing Skills and Experience

Once you have clearly defined your VA’s role, you will have a clear outline of what skills and experience should be required. If you’re recruiting through an agency, this is something that they will consider when shortlisting jobseekers for you.

Soft skills are particularly important when hiring a VA, as communication, organisation and work ethic are all the more important in a remote working environment.

Communication and Language Proficiency

Communication is paramount in making remote working successful. Both employer and VA must be on the same page and able to communicate clearly and effectively. Pay attention to how well you communicate with an individual throughout the interviewing process, as this will be a good indication of how things will be moving forward.

Language proficiency is also something to consider if hiring an international VA who will be working in their second language.

Time Zone and Availability

Time zone and availability are important logistical factors to address early on. You don’t want to get to the end of an interview process only to realise that your prospective VA isn’t available when you need them!

Working across different time zones works well for global businesses, but some might find it too challenging. Consider how much back and forth will be involved in this role, and whether this will dictate the location of the person you hire. Some VAs will be willing to work unusual hours to match your working day to help with this.

Interviewing and Onboarding Virtual Assistants

Conducting Virtual Interviews

Most VA interviews will be conducted online. When recruiting VAs, we recommend following your business’ established interview process. For larger businesses, this could look involve multiple stages of online interviews with key stakeholders.

Creating a Smooth Onboarding Process

As with all new hires, a smooth onboarding process can be the cornerstone of success. Even though your new hire is working remotely, it is still important to introduce them to the team and to make them feel welcome.

Putting extra resources into ensuring an effective remote onboarding process to clearly establish communication and expectations will save you time in the long run, so try not to rush things here.

Managing and Optimising Virtual Assistant Relationships

Establishing Clear Communication Channels

Managing remote staff can be challenging. Whether your VA will be taking on secretarial duties, administrative tasks, or content creation, establishing clear communication channels is key. Make sure it is clear when it is appropriate to email, message, and call, and how to do so.

Having regular video calls is important to maintaining a healthy working relationship with a remote staff member. Your VA won’t be around to socialise or have chats around the watercooler, so ensure you take the time to get to know them on these calls.

Setting Expectations and Deliverables

When you’re unable to walk to a colleague’s desk for quick clarifications, things can quickly unravel. Before starting your new VA on their projects, run through their list of deliverables together, ensuring a shared understanding of each. It is also important to discuss expectations for things such as deadlines, feedback, and processes.

Monitoring Performance and Providing Feedback

Establishing how you will monitor the performance of your new VA is one of the final things to set you up for success. Work with your VA to develop a process for providing feedback that will be effective for both of you. Make sure that they know when and where to expect feedback, and what actions they should take in response. With a new VA, daily check-ins are often useful for providing regular feedback. As they settle in, these can sit within your weekly catch-up calls.

The post Where to Find a Virtual Assistant: A Comprehensive Guide appeared first on Tiger Recruitment.

For a company to remain competitive, they need a steady flow of diverse people to bring new ideas and inspire innovation. As the most digitally native generation in an overwhelmingly digital world, Gen Z employees (those born between 1997 and 2012) are a vital component of any company’s workforce. However, their distinct attitudes towards work are creating stumbling blocks for many line managers, who are struggling to figure out what makes this youngest generation tick.

We spoke to two hiring experts to understand how businesses can attract, hire and retain Gen Z staff: Charlotte Steggall, Global Employer Brand Manager – Early Careers at WTW and Corey Bainerman, Vice President – People and Culture at Orangutech.

What does Gen Z want?

For your job offers to appeal to this generation, it’s important to first understand their mindset. As Charlotte Steggall says, “Gen Z don’t have any different needs to other generations, they just vocalise their needs better.” They are not shy about asking more of their employers: more flexibility in hours and places of work, more diversity in the workforce, and more social responsibility from the company. And they’re not shy about quitting, with 25% planning to move jobs in the next 6 months.

For a successful relationship, then, managers need to talk openly and clearly to Gen Z workers about their wants and needs. The cohort now makes up 25% of the UK workforce, so their attitudes are no longer a minority that hiring managers can afford to ignore. Understanding also needs to lead to action, with this LinkedIn article noting that “Gen Z’s demand for authenticity and transparency is compelling organizations to bridge the gap between what they claim and what they actually do.”

Why does Gen Z have different needs to other generations?

Several factors have shaped this generation’s attitude to work.

Millennial burnout

When Gen Z were at school, they could watch the rise-and-grind culture from a distance, alongside its negative effects. Their closest generation, millennials, were burning out at a high rate, overworking themselves for little reward. Gen Z’s reaction to this has been to switch their focus to a healthier work-life balance and higher salaries, rather than holding out on promises of career progress to come.

Pandemic disruption

The pandemic played a role in exacerbating worker burnout and hit just at the time Gen Z was entering the workforce. Not only was the pandemic an eye-opener for Gen Z on how businesses should not treat their employees, it was also a watershed moment that revealed alternative ways businesses could work.

Before Gen Z were fully assimilated into the decades-old status quo, they were living the reality of a viable alternative to 9-to-5 office work.

Entrepreneurial spirit

Gen Z is the master of the side hustle. They grew up in an era of self-made online success, when anyone could earn money as a content creator on YouTube or TikTok, selling arts and crafts on Instagram, or, as Charlotte has observed, “going to charity shops to find things to resell on Depop and Vinted.” This business-minded, tech-savvy confidence is the reason why they think little of leaving a job that isn’t serving them: “they know their own worth and have a strong sense of what they’re able to offer an organisation.”

How to attract Gen Z

Value alignment

Alongside their desire for better mental health, Gen Z are well-known advocates of inclusivity and accountability. This means they will actively seek out, or avoid, businesses based on their corporate social responsibility (CSR). By updating DEI guidelines to follow current best practices, businesses can show Gen Z workers that they share their values. This is vital in attracting Gen Z talent, who matured in the shadow of the Covid pandemic: “Holistic wellbeing, social and environmental activism, and personal fulfilment top their list of values driving workplace engagement”, according to an article by We Forum.

Indeed, Gen Z place a significant emphasis on the purpose and impact of the employer within their community. Corey Bainerman highlights the importance of alignment between the company’s ethos and Gen Z’s personal values as a crucial requirement in attraction. Corey also underscores the importance of this value alignment coming from the top. Gen Z values an organisation that places equal effort and focus on culture and the employee experience, and the CEO should actively champion this culture-oriented approach. “This is most true of the CEO, as many people will follow their behaviour.” Building cohesive values in an organisation, showcasing them on the company website and throughout the hiring process, will help to tick boxes that Gen Z talent are looking for in a new role.

Benefits

Because many members of Gen Z are going into their first jobs, benefits packages could be a completely new concept to them. For Charlotte, the most important thing for hiring managers to do is educate Gen Z about the potential of different benefits: “Someone leaving education may not know the great benefit of having private healthcare or a dental plan, and research has shown that Gen Z are the most likely to opt out of their insurance plans as they don’t know the benefit.” It’s thus important to build this education into the hiring and onboarding process. By giving new Gen Z employees a full understanding of how they can best use their benefits, a business empowers them, inspires trust and loyalty. Loyalty is particularly important in talent retention of Gen Z.

Hybrid working continues to be a key priority for a generation that have largely only worked this way. An article in the Financial Times notes a 2022 survey of 647 Oxford University students, where “Good work/life balance” was the most important attribute of a job. Employers that choose to reduce the number of remote working days do so at the risk of alienating Gen Z staff and losing them to their competitors.

While benefits packages are increasing in importance, salary is still a key priority to Gen Z. Given the rising cost of living and the fact that many Gen Z employees occupy more junior, lower-paid roles, younger workers look for pay transparency in the hiring process. They tend to be assertive and know their value, and won’t waste time in a hiring process if they believe that the salary won’t match their ambitions.

Talent Retention of Gen Z

Investment

While earlier generations’ loyalty to a company could be earned with the promise of secure income and steady career progress, this commitment in the process has been eroding since the financial crisis of 2008. Winning Gen Z’s loyalty is much more about value alignment and demonstrating investment. As Charlotte puts it, “it’s about the commitment to the employee. When they see investment and long-term planning with themselves, they are more likely to think long term about the employer.” Part of this is down to management style. Charlotte goes on to note: “emotional intelligence is the biggest skill managers need to have in 2023″;

“the old school style of cold, directive management doesn’t fit with the needs of today’s young workers.”

In fact, Gen Z talent expect significant investment in their professional and personal development. Businesses should leverage their desire to grow and develop in their careers and provide ample learning opportunities. As a LinkedIn article states, “By enabling Gen Z employees to pursue their passions and personal interests within the context of their professional journey, L&D teams tap into their natural curiosity and foster future leaders.” According to Deloitte, robust training and leadership programmes with a “real and tangible focus on diversity” form a golden egg for companies looking to nurture and retain Gen Z.

Whilst investing in employees is key, the direction of this investment must be influenced by workers. Corey emphasises the need for an intentional strategy around listening to employees, incorporating stay interviews, focus groups, and engagement surveys. “Nothing frustrates people more than being asked to answer surveys, only to see that no changes happen,” he warns.

Training and opportunities

One of the most important ways to invest in any employee is through training and development. Gen Z want these opportunities for personal and professional development as much as other generations but, as Charlotte describes, a one-size-fits-all approach is not always enough: “it’s about having conversations about their aspirations and helping them towards those goals.” Working with a Gen Z employee to build a more bespoke, personalised progression plan is a highly effective way to draw them deeper into a team and company. Managers should set aside time to help employees work out “exactly what skills they need to improve and signpost them, so the accountability is on them.”

Corey also emphasises the importance of transparency and career progression in retaining Gen Z workers, and the need for employers to provide clear, tangible career progression paths. This can be achieved through the development and publicising of career frameworks, outlining the requirements and associated salary bands for each department. He adds, “What is true is that most companies fail to clearly share the requirements to move to a new role in the company, and to show what kind of pay changes are associated with those new roles.” This sentiment is echoed in an article by We Forum, stating that Gen Z workers “want more control over a variety of career paths and the option to speed up and slow down”, and to “give people more stretch opportunities and training to progress faster if they want to — with pay structures that reflect the extra initiative.”

____

Understanding the unique priorities, benefits, and engagement initiatives of Generation Z is crucial for HR professionals and hiring managers. Charlotte Steggall and Corey Bainerman’s expert insights shed light on how to create a workplace that not only attracts but retains Gen Z talent. By implementing these strategies, organisations can position themselves as forward-thinking employers in the eyes of the generation that are shaping the future workforce.

The post Attracting and retaining Gen Z appeared first on Tiger Recruitment.

A company is only as good as its people. From the person who greets your customers on the reception desk, to the executives sat on the board, every employee represents a facet of your organisation to your customers and shareholders.

The consequences of poor recruitment and selection can include dips in employee productivity and morale, problems in workplace culture and impacted customer care. Appointing an ill-suited employee is a time-consuming and costly mistake for businesses and could negatively impact reputation and employer branding.

Hiring the right people, however, will help businesses to build a stellar reputation, drive growth and reduce staff turnover.

To ensure business success, it’s critical that hiring teams know how to identify the right candidates and understand the process of best-practice candidate selection. One of the most effective strategies for doing so is robust reference checking.

Why is reference checking important?

Due diligence in the recruitment process helps to ensure that the candidate in question possesses the qualifications and skills required for the role being filled. Reference checking can be extremely valuable in the hiring process as it helps hiring managers to leverage an opinion about a candidate’s capabilities from someone other than the candidate, which in turn helps them to gain a well-rounded picture of the individual, thus increasing the likelihood of a value alignment between the candidate and employer.

It may be difficult to believe that anyone, let alone a top tier candidate you have expertly sourced, would lie on their CV, but international surveys have shown that many have! The majority were dishonest about the duration of previous employment, gaps in employment or about their previous salary.

Using background checks to verify employment history and credentials can help hiring managers to spot dishonest candidates.

How good reference checking helps to improve hiring decisions:

• Gain an unvarnished opinion about a candidate’s strengths and weaknesses
• Learn about the work habits, attitude, capability and skills of a desired candidate by talking to someone who has first-hand experience of working with them
• Form a realistic and objective opinion of the individual
• Verify whether a candidate’s claims about qualifications, experience and previous positions are true
• Understand how the candidate’s aspirations fit with the role in question
• Gain crucial insight into how the candidate performs on the job

Eight tips for conducting effective reference checks

Ensure that checks include the candidate’s most recent work references

It’s important to seek references from the person’s current or former managers and supervisors, and/or educational supervisors. If their current or former manager is not available, other alternatives could be an indirect manager with whom the individual worked, a co-worker or team member.

Check their criminal history

Reduce the chances of hiring an employee with a troubling criminal past and exposing your business to potential liability by conducting criminal record verifications. By establishing if a potential employee poses any threat to the business, you are protecting your customers, employees, and vendors.

Consider taking references over the phone

This gives you, as the hiring manager, the opportunity to ask questions on the fly and to check factual evidence about the candidate in question. It can also be very useful for detecting the level of enthusiasm, or lack thereof, in the tone of their voice.

Look up potential candidates on LinkedIn

To ensure they are who they say are, use LinkedIn to help you in the screening process. LinkedIn can be used to verify information on an applicant’s CV at any stage of the application process. Carefully review the applicant’s profile, recommendations and employment history.

Ask the referee open-ended questions

It’s imperative to ask open-ended and behavioural-based questions to obtain objective information about the individual’s work performance and achievements, technical and soft skills, work habits, attitude, strengths and areas of improvement.

Example reference checking questions:

• What is your relationship to the candidate?
• What roles did the candidate perform while at your company?
• For how long did they work with you?
• What were their main responsibilities?
• How did the candidate deal with the most challenging aspects of their role?
• What are the candidate’s professional strengths?
• What skills do you think this individual can develop further?
• Tell me about a time when x had to deliver a project within x timeframe
• What type of management style did this person work best under?
• What type of working environment did this person excel in?
• Describe a specific problem this person encountered in their role, and how they went about resolving it

Whilst not an open-ended question, it’s always a good idea to ask the referee if they would have the candidate work with them again, as well as paying attention to what the referee doesn’t say about the candidate.

Obtain a minimum of three references

It’s best to avoid seeking personal references as it’s unlikely a personal referee would have worked with the candidate. Their opinion is also likely to be biased and the best they would be able to provide is a character reference rather than a work reference.

Map out your reference-checking process carefully

To ensure consistency, it’s important to develop a process for stringent reference checking. Compose a list of carefully thought through questions that you would like to ask the referee, ensuring that these have been approved by the management team.

Take time to evaluate reference checks on completion

This is particularly important if you are seeking reference checks for multiple applicants. Consider if the information provided confirms or contradicts the impression you have of the candidate, and/or if they raise any concerns that need to be addressed. If you don’t feel satisfied with the information received from the referees, consider asking for additional references, or inviting the candidate for a further conversation to clarify anything you are unsure of.

The bottom line is, never make a hire without having first conducted a robust reference check. Even though the task elongates the hiring process, if you end up hiring the wrong person it will cost you more time, money and headaches further down the road.

If you’d like some help with implementing an effective reference checking process to ensure you are achieving candidate-organisation fit with every hire, please get in touch today.

If you’re looking for more top tips for hiring, our complete interview and selection guide for employers will help!

The post Tiger Recruitment’s guide to reference checking appeared first on Tiger Recruitment.

Engaging, motivating, and training employees are considered core goals for HR teams. Likewise, distinguishing and engaging candidates to reveal the best talent is an ongoing objective for talent acquisition teams. Gamification can help with all these and more, to deliver results, create momentum, and drive engagement and learning in both existing and prospective employees.

We’ve consulted four gamification experts: Helen Routledge, CEO of Totem Learning Limited; An Coppens, Founder of Gamification Nation; Emanuela Corazziari, Gamification Trainer at SAP; and Michiel Van Eunen, Experience Designer at Living Story, to understand the potential of gamification in HR and talent acquisition.

Gamification in practice

In simple terms, gamification involves the integration of game mechanics and design principles into non-game contexts. Gabe Zicherman and Christopher Cunningham define it as “using the way of thinking and the game rules in the game to engage the user and solve problems.” Gamification has been gaining popularity in business over the past few decades, with companies successfully using it to tap into the human psyche to engage employees and attract talent.

HR Trend Institute outlines the wide-reaching uses of gamification and how it can be applied to different areas of a business. Cisco, for example, successfully used gamification to build the social media and sales outreach skills of their employees, while also utilising a certification system and team challenges to incentivise employees. Similarly, HR Cloud analysed Ford Motor Company, “who launched a game that trained the staff about new vehicles models, configurations, and financial details, [and] saw a 417% increase in learning engagement.” Humans are naturally drawn to games and friendly competition. Introducing gamified elements to training, if done well, can invigorate the learning process and improve desired outcomes. In other words, as PwC’s Chief Learning Officer Leah Houde remarks, “business outcomes are tied to how well employees are engaged”.

Avoiding pitfalls

For gamification to succeed, HR should clarify its purpose in the first instance. Helen Routledge explains how gamification “leverages the principles that make games captivating to transform how individuals interact with learning, training, and work processes.” Further, “True gamification is not just giving someone a badge for showing up to a website, it is the understanding of human engagement, motivation, desire, and mastery.” This understanding is vital for utilising gamification effectively in HR.

Michiel Van Eunen also warns against overlooking the potential downsides of technology-enabled gamification, such as feelings of surveillance. He advises HR professionals to carefully select gamification tools that align with their goals and employee preferences. While the promise of gamification is compelling, Emanuela Corazziari acknowledges the need for strategic implementation. She highlights the importance of recognising that not all gamification approaches fit every organisation. Companies should always test and learn, and find the right blend of gamification techniques and traditional methods in their HR and talent acquisition practices.

Improved onboarding

Gamification can also make a significant impact on employee onboarding, with a key strength being “instant feedback”. This allows the onboarding process to happen remotely, or before a new hire starts, and in a stimulating way. It is also efficient, with less supervision required from managers in a gamified training setting, reducing the amount of resources required in the onboarding.

According to research by Glassdoor, “a strong onboarding process improves retention rates by 82% and productivity rates by 70%.” In addition, TalentLMS found that “83% of those who receive gamified training feel motivated, while 61% of those who receive non-gamified training feel bored and unproductive”. Gamification can help employees identify with a company early on, thereby increasing their motivation and ability to retain information in the onboarding process. Given that the onboarding process is key to improving retention rates, gamification can help businesses save money and integrate new hires faster and more efficiently.

Gamification can be particularly effective with younger workers, with research by Business News Daily demonstrating that “gamification is especially effective when onboarding a digitally native workforce.” As companies compete to stand out and retain a new generation of workers, it’s clear that gamified onboarding can help Gen Z employees acclimatise to an organisation extremely effectively.

Employee engagement

When it comes to motivating employees, gamification “can increase employee engagement in an organization and can keep up employees’ efforts to continuously improve upon existing work.” The benefits of an engaging learning environment cannot be understated, and regular gamified training can motivate employees to self-develop and apply their learning. This is reinforced by An Coppens, who highlights that gamification “taps into what motivates people, offering them a sense of achievement and reward.” This is particularly effective with a younger workforce, who are accustomed to interactive and technology-driven experiences.

HR teams should ensure that the progress is being tracked, and anonymous surveys or feedback forms can be used to gauge how useful employees are finding it.

Gamification can be applied in many ways, and elements can be utilised by both large corporations with big training budgets, and smaller companies searching for cheap productivity boosts. Examples include “real-life work scenarios, microlearning-based games, and leaderboards”, which can be mixed and matched to form bespoke training programmes that suit individual organisations, teams, and budgets. With any employee engagement initiative, HR teams should ensure that the progress is being tracked, and anonymous surveys or feedback forms can be used to gauge how useful employees are finding it.

Micro-learning, where training is split into short sessions, is often linked with gamification, and Vardarlier looks at how “the use of gamification elements can encourage learning in small steps to improve their competence by identifying employees’ ways of learning and giving feedback on their progress.” Business News Daily describes how “gamification tactics, such as interactive visuals and infographics, can help people retain up to three times as much information as they would otherwise.”

Gamification in hiring

By incorporating gamified tasks in a hiring process, talent acquisition teams can create role-based scenarios to better assess a candidate’s suitability for the position. This also contributes to minimising any bias that might come from CV assessment alone. By levelling the playing field, more introverted candidates may also showcase their abilities that might otherwise be suppressed in a traditional interview setting. Overall, gamification can help employers recruit more diverse candidates and ensures that they hire the ‘best person for the job’. Routledge states, “A game doesn’t care who you are… it just wants to know can you do the job.” This equitable approach to assessment can help companies modernise their hiring practices.

To Gen Z workers, who place immense importance on work-life balance and company values, a gamified hiring process can reflect positively on an employer’s brand.

Corazziari agrees and points out that gamification allows candidates to showcase their “actual competencies and agility.” In the context of talent acquisition, this aspect is particularly valuable for candidates who are transitioning to new industries or career paths. While traditional assessments might overlook transferable skills, gamified scenarios can provide a platform for candidates to demonstrate their adaptability and relevant skills, leading to a fairer evaluation process.

To Gen Z workers, who place immense importance on work-life balance and company values, a gamified hiring process can reflect positively on an employer’s brand. Embracing ‘fun as a strategy’, as described by Vardarlier, provides an edge in the competition to attract top Gen Z talent. This is mirrored by Van Eunen, who emphasises that gamification introduces “a sense of competition and instant feedback.” This competitive element can translate seamlessly into talent acquisition, where candidates are more likely to invest time and effort into a recruitment process that resembles a game. By leveraging gamification in recruitment, employers gain a competitive edge in attracting top talent who are drawn to interactive and engaging experiences.

Employee bonding and collaboration

An article by Forbes showcases how “successful gamification can empower employees to perform their best, foster collaboration and celebrate and recognise employee achievement. Beyond these benefits, gamification can help create the all-important bond between company and employee.” When part of their regular training programme, employees work in a fun and collaborative way, for example by implementing games, challenges, quizzes, and spin-to-wins. Adding prizes can further increase the motivation and friendly competitiveness that is being sparked by gamification.

The Research Journal of Business and Management notes that the “effect of gamification is also reflected in the social lives of employees, and employees’ ability to establish communication and social relationships increases.” This is echoed by Coppens, who emphasises playfulness and its role in fostering positive work culture. Coppens notes, “Through play or playful experiences… we are tapping into a very primal instinct.” By incorporating playful elements, teams can build stronger connections, elevate morale, and reveal authentic selves.

________________________

HR and talent acquisition continue to evolve, but what is clear is that gamification has the potential to reshape work culture, streamline hiring processes, and foster team unity. With a strategic and inclusive approach to gamification, organisations can harness its potential to shape HR practices – leading to engaged employees, more effective learning outcomes, and an improved position in attracting and retaining talent.

The post Gamification in HR appeared first on Tiger Recruitment.

How to Hire a VA

Regardless of whether you’re engaging a recruitment agency or going through the process yourself, knowing how to hire a virtual assistant (VA) is key to successful virtual assistant recruitment. Before you start, follow the steps outlined below to ensure you’re fully prepared.

1. Document Tasks For Virtual Assistant To Take On

If you’re looking to hire a VA prior to writing the job description, it’s important to list down all the important tasks you’d expect your virtual assistant to take on.

Clearly candidate selection is the first step in understanding VA hiring. Define the specific tasks you will want your virtual assistant to manage such as administrative work, customer support or social media management. Managing these expectations early on can help support the longevity of your virtual assistant and help you to understand exactly the type of virtual assistant you are looking for.

2. Create Job Description

 It is essential to create a compelling and detailed job spec in your steps to understanding virtual assistant recruitment. After listing down your expectations, start by clearly outlining the primary responsibilities and tasks expected from the virtual assistant, such as managing emails, scheduling appointments, conducting research, and providing administrative support. Specify any required skills or qualifications, such as proficiency in specific software languages, and indicate the desired level of experience.

At this point, you can also provide information about the company, including its mission, benefits, values and work environment. This will give prospective employees a sense of the organisation. Finally, note down the hours and any opportunities for growth and development.

Next, establish your budget and what you’d like to pay your new VA. You’re now in a great position to put together a comprehensive job description.

You’re now in a great position to hire a qualified virtual assistant candidate and find the right fit for your organisation.

3. Post Virtual Assistant Jobs Online

After finalising your job description, you can send it across to your recruiter to create a job advert to post online, unless you’re recruiting directly. A detailed and enticing job ad will give you the best possible chance of attracting talented candidates who are eager to contribute their skills as a virtual assistant.

4. Review Applications & Schedule Interviews

When reviewing applications to schedule interviews, consider the applicants’ experience, communication skills and compatibility with your work culture. When you have narrowed down your options you can then reach out to your top choices and schedule interviews or trial periods to assess their suitability further – unless you’re using a recruiter. In this case, they’ll reach out to the candidates to give feedback and schedule interviews.

5. Choose Candidates for Trials

Asking candidates to complete trials can be a good way to ‘try before you buy’. If you’d like to engage someone in a trial before committing on a long-term basis, review the candidate’s qualifications, experience and skill set in the first instance. Look for an individual who possesses effective communication skills, organisational abilities and a good understanding of technology and virtual assistant tasks. Additionally, consider their availability and flexibility to accommodate your specific needs. If you’re using a recruiter, they can communicate this to the candidate for you.

When conducting interviews or assessments, make sure you create tasks to evaluate their problem-solving abilities, diligence, and ability to adapt to new situations. It is crucial at this stage to gauge their responsiveness, professionalism, and overall attitude during the trial period. Look for candidates who take initiative, are reliable, and can work independently while following instructions.

Lastly, once the trial session has ended, gather feedback from other team members who interact with the candidate during the trial. Their perspective can provide valuable insights into the candidate’s collaboration skills and overall fit to the organisation.

6: Hire A Virtual Assistant

As part of the trial, if other members of the team met the candidate you can ask for their feedback. Once the feedback has been received and you’ve assessed every candidate thoroughly you can begin to draft up your job offer to share with them. If you’re using a recruiter, the consultant can offer the job directly to your chosen candidate.

Benefits of Hiring Virtual Staff

Hiring a virtual assistant offers numerous benefits that can enhance productivity and streamline business operations. A virtual assistant provides flexible support, allowing you to delegate tasks without the need for physical presence. This means you can focus on core business activities while the virtual assistant manages time-consuming administrative duties, such as scheduling appointments, managing emails, and organising documents.

Additionally, virtual assistants can offer round-the-clock availability, ensuring your business operates smoothly across different time zones. By delegating non-essential tasks to a VA, you can prioritise important strategic decisions and dedicate more time to business growth. Finally, by having the option of sourcing virtual staff from around the globe, you’ll have access to a richer, wider talent pool of candidates compared to those who you require to work onsite.

Types of Virtual Assistants

 Virtual assistants can specialise in a number of different areas, each offering a unique skill set to cater to specific business needs.

Administrative virtual assistants

Administrative virtual assistants support tasks such as managing calendars, scheduling appointments, organizing data, and handling correspondence. They are proficient in using productivity tools and possess excellent organisational abilities.

Marketing virtual assistants

Marketing virtual assistants focus on digital marketing strategies, social media management, content creation and SEO optimisation. They have a deeper understanding of online platforms and trends, allowing businesses to enhance their online presence effectively.

Technical virtual assistants

Technical virtual assistants specialise in IT support, website development, software troubleshooting, and database management. Their expertise ensures a smooth operation and resolves technical issues promptly.

Creative virtual assistants

Creative virtual assistants possess skills in graphic design, video editing, copywriting, and content creation. They bring artistic flair to branding, marketing materials and multimedia content.

Customer service virtual assistants

Customer service virtual assistants are adept at handling customer enquiries, managing live chats and providing exceptional customer support. Their verbal and written communication will be second to none, with the aim of providing an exceptional experience to your customers or clients.

How to Manage Virtual Assistants

Effectively managing virtual assistants is crucial for maximising their productivity and ensuring a smooth working relationship. To start with, you will need to familiarise virtual assistants with your business by providing comprehensive onboarding and training. Create detailed standard operating procedures (SOPs) to outline tasks and workflows. This not only helps virtual assistants to understand their roles but also enables seamless knowledge transfer if a new assistant joins the team.

First, establish clear communication channels and expectations from the outset. Use project management tools like Trello or Asana, instant messaging platforms like Teams or Slack, and regular video calls to maintain contact and provide feedback.

Clearly define tasks, deadlines, and deliverables to avoid misunderstandings. Trust and delegate responsibilities, empowering virtual assistants to make decisions within their expertise.

Lastly, regularly evaluating the workload and performance of virtual assistants ensures that they are not overwhelmed. Adjust tasks and responsibilities as needed to maintain a healthy work life-balance. By implementing these management strategies, businesses can effectively manage virtual assistants and optimise their productivity and contribution to the organization.

Hire Virtual Assistant

If you are looking to hire a virtual assistant, we can help. Our team has extensive experience in how to hire a virtual assistant. All our candidates are rigorously screened, tested and reference checked.

Our consultants regularly meet virtual assistants with a variety of diverse skills and experience. During the shortlisting process we will consider their professional backgrounds alongside their values, ensuring you are fully informed before the interview stage.

Frequently Asked Questions

Find a few of our most frequently asked questions below. If you have further questions about the Business Support staff hiring process, get in touch today!

The post How to hire a virtual assistant appeared first on Tiger Recruitment.

Your new job advert has only been live on job listings sites for a few days and it already received a hundred applications, and growing. With numbers like that, how can you sift through CVs to find the gems?

In this guide, we’ll talk through how to screen CVs effectively, breaking down large volumes of applications into manageable shortlists of the most promising candidates.

Once you’ve mastered the CV screening process, check out our Complete Interview and Selection Guide.

The Importance of Effective CV Screening in the Hiring Process

Learning how to screen CVs of applicants promises huge benefits for yourself as the hiring manager, and for your business. Cutting a longlist of candidates down to only the best fits will save time in the interview process, not to mention save money that might otherwise be wasted on a poorly-chosen employee.

Understanding the Basics of CV Screening: What to Look for and Common Mistakes to Avoid

Screening a CV can be broken down into five key steps:

• Understanding the job description
• Categorising candidates
• Evaluating key skills
• Identifying red flags
• Scoring the CV

By following this plan, you will be able to filter out inappropriate, unqualified candidates, and keep hold of those with the perfect skillset and values. You will also be able to identify those who may not be perfect on paper, but show promise in unexpected ways.

Familiarise Yourself With The Job Description

The first step in analysing an applicant’s suitability for a job is to improve your own knowledge of the job. The job description will lay out all the tasks, alongside expected skills and experience of a successful applicant, so this should be your first port of call. Becoming completely familiar with every aspect of the role will help you quickly spot CVs that tick every box, those that are lacking, and those that have enough transferable skills to catch your attention.

Categorise Candidates

Once your job advert is live, you may well have a flood of applications in a short time. This can be overwhelming, so it’s helpful to have a plan to keep on top of everything. You can cut out much time and effort by categorising applications after a first quick review:

• Qualified – these candidates meet all the criteria of your job. Applications in this category will receive a more in-depth review, and likely an interview
• Possibly qualified – candidates who may not meet all the criteria, but show promising signs. These will be given consideration, and several will secure an interview
• Unqualified – for candidates who do not demonstrate the required criteria. This is the ‘no’ pile, and will greatly speed up the screening process

Evaluate CV For Key Skills

With your applications categorised, you can begin taking a closer look at the CVs to find those with the strongest and most relevant skill set. Pay attention to any desirable qualifications, training, on-the-job experience, and transferable skills that could benefit the role in question. The latter skills are always worth evaluating, as they bring a new approach to the work that could identify areas for improvement.

Identify Red Flags

A red flag on a job applicant’s CV could be an unexplained gap in their employment, a series of short stints with different companies, or unusual career changes. Everyone’s career path is different, and some are very varied and interesting, but these signs could point to someone who isn’t as engaged as they will need to be for the role you are hoping to fill.

If these candidates secure an interview, it’s important to question them on these aspects of their career and determine whether they are enthusiastic about this potential role and committed to the long term.

Score CVs

When you have categorised and evaluated the CVs, give each a score. It could be a grade, a mark out of 10, 100 – score it however you like, but try to do so in the most neutral way, based on the evidence they’ve given for their suitability.

It’s important to strive for neutrality in the hiring process as a way of tackling unconscious bias. Despite our best intentions, there is always a risk of unconscious bias based on gender, sexuality, race, or religion playing a part in our choices. A scoring system can help cut down this risk, and improve a company’s diversity, equity and inclusion hiring, which has many benefits.

For example, you could create a checklist of the most desirable skills or qualifications you are looking for, each gaining one point for the candidate. This way you can build an unbiased list of the top candidates to take to the next stage of the hiring .

How Tiger Recruitment Can Help

Our consultants see hundreds of CVs week after week and are experts at sorting the wheat from the chaff. They will work with you to cut down applications into manageable shortlists, to which you can then apply your own critical eye.

If you’re ready to find top talent in a more efficient and effective way, reach out today with your requirements.

The post How to screen CVs: a comprehensive guide appeared first on Tiger Recruitment.

Often a freelancer or contractor, virtual assistants (VAs) can take repetitive or time-consuming admin tasks off your hands, freeing up vital time for your top-level priorities. VAs are particularly effective as support for project work, as they can be brought in for short term projects at short notice, reducing the costs associated with onboarding.

Thanks to high-performing communication technology, VAs offer a cost-effective alternative to the traditional PA role, providing much of the same assistance, but without the need for an extra desk or the expenses of a full-time employee.

How a Virtual PA could be the ideal solution for you

Personal assistants are a life saver for executives and managers the world over, but not every business is lucky enough to be able to accommodate them. Perhaps you’ve downsized your office and don’t have room, or you’re an entrepreneur without the budget for an in-house PA.

Regardless of the size of your operation, there is often a need for assistance across a range of admin tasks – this is where a VA can be invaluable.

What does a virtual assistant do?

If you were to write a virtual assistant job description, it would share many of the same tasks as one for a personal assistant. Many VAs come from a PA background, and so are already very skilled in similar duties, such as:

• Travel booking
• Diary management
• Database management
• Expenses
• Preparing briefs and presentations

But that’s not all. The technology that allows VAs to work remotely is constantly evolving and improving, to the point where there are very few tasks they couldn’t do effectively. So the answer to ‘what does a virtual assistant do’ is changing all the time, and is limited only by the software they can access.

Differences between a VA and a PA

Having said that, there remain some distinct differences between virtual assistants and personal assistants.

Having an assistant with you in person and in the office allows them to take care of the inevitable physical paperwork any business produces. A PA will typically be involved in incoming and outgoing deliveries, filing documents, preparing meeting rooms, and the occasional personal errand (ever needed a last-minute gift for a forgotten birthday?)

A virtual assistant can’t be expected to cover these tasks, but they do have heightened expertise in other areas. Working remotely and without quick access to IT support requires serious tech know-how from a VA. Their computer and software literacy can be a valuable leg up for their manager and the wider team, who perhaps won’t know of certain online tools that could help boost performance.

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Virtual employees, as a staffing solution, are growing in popularity thanks to the flexible working model, and the option is well worth exploring if your business has limited office space, or needs short-term support. Whatever the situation, our consultants are available to help, so be sure to get in touch with your requirements.

If you’ve hired your first virtual staff member, be sure to read our advice on onboarding remotely, as well as our tips on how to manage a remote team.

Looking for a virtual job, or in need of some virtual assistance? Register with us today to see how Tiger Virtual can help!

The post What is a virtual assistant? appeared first on Tiger Recruitment.

The COVID-19 pandemic will have a long-lasting impact on working lives, with many employees having to navigate new ways of working or downshift their careers, as well as adapt to changing circumstances in their personal lives.

As businesses strive to meet the challenges posed by a global pandemic and a serious economic crisis, employee wellness has never been more important to address. If you want to improve retention, lower rates of absenteeism, increase performance and create a collaborative and rewarding working environment, you must prioritise the health and wellbeing of your workforce.

Here are some of the key benefits of cultivating a wellbeing culture:

• Create a happy workplace in which people thrive
• Boost motivation, productivity, and engagement
• Attract and retain the best talent
• Reduce absenteeism
• Reduce work-related stress and enhance wellbeing
• Increase job satisfaction
• Build and sustain high employee morale
• Create sustainable success for your organisation

A quality employee wellness programme could include:

• Health benefits such as access to wellbeing apps, counselling, gym membership, health insurance and personal wellbeing days
• Leisure benefits such as travel insurance, access to event season tickets and paid flights
• Financial benefits such as an annual work from home stipend, corporate retail discounts, financial bonuses, and referral schemes
• Flexible working
• Social activities such as team building events, book clubs and sports

If you are interested in learning more about the innovative benefits organisations are currently offering, order a copy of our 2023 salary and benefits review here.

Click here to view the UAE organisations that are driving wellbeing in the workplace.

How to build an effective employee wellness programme

To drive your mental health and wellbeing strategy forward, there are several steps you need to take:

• Seek approval from the executive/management team and ensure they are willing to participate and actively promote the initiative within the organisation
• Be clear about the company-wide objectives of implementing the programme and communicate these to company leaders and employees
• Set definable goals
• Adapt an employee-centric view of workplace wellness by surveying staff to gain actionable insights and determine which initiatives will be most popular
• Regularly review your wellness policy and adapt it to reflect the evolving needs of your workforce

In building an effective employee wellness programme, you are demonstrating your company’s commitment to taking care of its people, and if you take care of your people, your business will thrive. We hope that this post will help you to jump-start your employee wellness initiative and ensure your employees stay healthy, happy, and productive.

If you’re interested in talking to our team about how we could help you develop a winning employee wellness strategy, or how we could help you meet your staffing needs this year, we’d love to hear from you. Contact us here.

The post Why your organisation needs to prioritise employee wellness now more than ever appeared first on Tiger Recruitment.

Every year, Tiger Recruitment releases a Salary and Benefits Review. This year we collated the data from a survey of 1084 employees, cross-referenced with the candidates we met with the previous year.

What’s included in the report?

Within the report, you’ll find guidance on salary ranges and trends for roles within the business support, private, hospitality and HR sectors. Alongside this, we’ve outlined the benefits offered to employees this year and shared how employee priorities have changed following the pandemic. It also includes commentary from our management team.

How the report can benefit your business

A high quality, independent salary survey is a key component in your compensation strategy and will help you stay on target to attract and retain the best talent in your industry.

Having access to a comprehensive data set ensures that your HR team stay abreast of changes in the employment market and has a thorough understanding of pay rates and trends, helping you to maintain your competitive position.

The report provides valuable statistical insights into the markets in which your business competes for talent and serves as a benchmarking tool enabling your business to make informed remuneration decisions.

Referring to credible survey data can also help to increase employee motivation as it will be clear that diligent decisions have been made around compensation.

Highlights of this year’s survey

The results of this year’s survey highlight what employees and jobseekers want and to what extent they feel their expectations are being met. This year, we surveyed 1084 employees, 80% of whom were based in the UK. These results were reinforced by the data gathered from interviewed candidates we met with in 2021 and are reflective of the impact that COVID-19 has had on our lives.

A selection of the major findings in this year’s review include:

• Employees are feeling optimistic about the future: 63% are expecting a pay rise in the year ahead (up from 49% last year) and of those, most are expecting a rise of 5% or more
• We are still seeing a lot of movement in the jobs market with 40% of employees planning to leave their role within the year
• More than half of employees (54%) say their employer hasn’t adapted their benefits in light of Covid. This is a slight improvement on last year (60% hadn’t adapted their benefits at that stage) but arguably not enough when you consider that almost half of people (47%) are working a hybrid model
• Salaries stayed the same for 49% of permanent staff in 2021 (down from 51%), while nearly 40% received a bonus (up 8% points from 2020)
• Post-pandemic hiring is up with a 92% increase in placed permanent roles compared to 2020
• Less than a third of people surveyed (30%) say their employer had made permanent changes to its remote working policy
• A third (33%) said their employers could do more to support their mental health and employers could better communicate

Request your copy of the Salary and Benefits Review here.

We hope you find the document useful. Should you have any questions, please don’t hesitate to get in touch.

The post Tiger Recruitment’s Salary Survey 2022 has arrived! appeared first on Tiger Recruitment.

Onboarding can make or break an employee’s experience when starting a new role. Research by Gallup found that only 12% of “employees strongly agree their workplace does a great job of onboarding new employees.” [1]

Considering a great onboarding experience can improve employee retention rates by 82%, neglecting this process can be both costly and time consuming in the long run. [2]

This is especially relevant when hiring for graduate jobs in Dubai, as they often have little experience in corporate environments. Graduate recruitment in Dubai is a competitive market, so you don’t want to be losing your new employees just a few days in because of onboarding issues.

Here are four things to consider when welcoming graduates to your team:

1. Preparation is key
No new employee wants to arrive on their first day to no desk and a colleague that’s flustered at their arrival. It’s essential you take the time to get organised a few days before they begin, printing off or filling out paperwork, installing all software and hardware, setting up entry passes and computer logins and anything else that’s required. While notice periods are part and parcel of recruitment, it’s worth moving quickly – leaving too much time between accepting an offer and starting a new role opens you up for potential problems. If onboarding remotely, ensure hardware has been sent to the employee’s house well in advance, and they have been in touch with IT to support them through the setup.

2. Invest in video
Millennials are the video generation, with the average personal watching 1.5 hours of video a day [3]. So, when conducting graduate onboarding, invest in creating an orientation video, covering your company’s history, current structure and culture, as well as office instructions and tips and tricks for their first few weeks – maybe a suggestion of where to grab lunch? This means you won’t have to repeat yourself with every new starter and it ensures the messaging is consistent. It also allows graduates to take notes in their own time, pausing where needed, and frees you up to focus on other things.

3. Show them the way
The top drivers of engagement for millennials are career opportunities, clear management of performance and organisational reputation.⁴ Therefore, the onboarding process should also include a clear directive on where graduates can expect to be in three, six and twelve months’ time. Objectives should be clearly established and training avenues should be actively promoted and acted upon in order to encourage growth. This way, those taking on UAE graduate jobs (or elsewhere) can see just how they’ll be using their hard-earned knowledge.

4. Implement a mentoring programme
Starting a new role is daunting at the best of times, but for graduates, it can be even more so. Providing a mentor for those first few months can go a long way in helping new grads settle into the workplace, giving them a person that can answer ‘dumb questions’ that they might not be comfortable asking their direct manager.
Mentorship can also encourage a sense of community, helping to welcome new members to the team. A familiar face can go a long way in making a work environment more comfortable.

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Tiger is one of Dubai’s leading graduate recruitment agencies. If you’re looking to hire a graduate or looking at jobs for graduates in the UAE, we can help! Get in touch today. If you’re looking for more hiring advice, read our guide on candidate selection.

1.https://www.gallup.com/workplace/238085/state-american-workplace-report-2017.aspx
2. https://b2b-assets.glassdoor.com/the-true-cost-of-a-bad-hire.pdf
3. https://www.rev.com/blog/how-gen-z-and-millennials-consume-video-content-what-that-means-for-production-teams
4. http://diversitybydesign.co.uk/wp-content/uploads/2014/10/Diverse-Voices-final.pdf

The post Four things you should be including in your graduate onboarding process appeared first on Tiger Recruitment.

We’d probably all agree that your employer brand is crucial to the successful recruitment and retention of talent for your business. And while branding is of course comprised of your external marketing and communications strategies, it’s also impacted by the ways in which your employees are talking about you outside the office.

Your staff are one of your most important brand assets. They’re walking and talking business ambassadors who have existing relationships with like-minded and skilled talent that you probably don’t have access to. You can count on them sharing all the gory details of what it’s really like to work for you, revealing all the benefits and, of course, the failings too.

So imagine the impact of online employee reviews.

Companies like Glassdoor have revolutionised the permanent recruitment process in that your current and former employees can go online and rate your recruitment process, describe the pros and cons, and even review your CEO. The website has quickly established itself as the go-to resource for job seekers and recruiters to gain honest and valuable insights into your business. And if your company hasn’t yet been reviewed, don’t worry: it will come!

Embrace transparency

It’s not a stretch to imagine the potential damage incriminating reviews might have on your company’s brand. But before you run for cover at the potential damage, consider the scope this transparency could afford you as an employer. If the vast majority of us trust peer reviews and use social media, this is a fantastic opportunity for you to step up and win some incredible branding points, producing an ROI that marketers can only dream about.

Cutting to the chase, if your business is big enough to have a review on a site like Glassdoor, then it’s also big enough to start investing in brand management and monitoring the ways it can be improved upon. Get your staff on board in the following ways:

• C-suite management can optimise their own social media accounts to promote and strengthen the brand

• Human resources can monitor employee satisfaction and identify areas for improvement

• Marketing’s creative skillset can be tapped into to attract new talent

• IT will be maintaining careers pages and blogs through which candidates can find out what it’s like to work for you. Is your website communicating in the right way?

• Freelancers might need to be called upon to create engaging content for the above if your staff are busy with existing workloads

• The team: Conduct a survey and ask your staff what they’d like to see more of at work. You might be surprised by their ideas.

Improve employee satisfaction without spending more

Contrary to popular belief, it needn’t cost the earth to look after your staff; most employees would agree that it takes more than salaries and bonuses to keep them engaged and happy. Easy wins could be the implementation of mentoring programs, making work-life balance a priority and simply ensuring good work is recognised. Above all, show your employees you care and in no time you’ll start to see those 5* ratings, followed by a long orderly queue of star candidates.

Want to know more? Get in touch to discuss how your business can become an employer of choice.

The post What are your employees saying about you online? appeared first on Tiger Recruitment.

For many business owners and managers, there may come a time in their career when they’re forced to consider making someone redundant. It’s never a decision to make lightly, however, in times of changing markets, some businesses may find themselves speeding through the redundancy process. This is usually because they want to turn their finances around as quickly as possible.

While this is understandable, it’s important not to lose sight of the need to restructure correctly. When planning how to make someone redundant in the way that causes the least pain and uncertainty, there are three key areas to consider:

• Process — this relates to the procedure you’ll follow, project timelines, the scope of the consultation and your legal obligations.
• Operational aspects — this is the delivery of the programme and includes carrying out the consultations, identifying roles for redundancy and notifying the post-holders, setting up mail forwarding for closed offices and paying off/closing down accounts.
• Managing human aspects — behind each role is a human being with feelings and financial commitments, who may well be feeling anxious about the future.

Of these, the third is the one that has the most potential to go wrong (and has the biggest impact when it does), yet is very often overlooked or considered as an afterthought. When we fail to manage the emotional journey of our employees, we risk the workforce being overtaken by fear, doubt and disillusionment.

When that happens, productivity can take a hit and you could even lose talented employees who aren’t part of the redundancy programme. Further, this could damage your brand if the stories of mismanaged redundancies make it out into the public domain.

We’ve identified three potential pitfalls that come up time and again for organisations planning redundancies — rushing the process, putting process before people and getting the communications wrong. So, here’s our best advice on avoiding these mistakes when making someone redundant, ensuring a smooth change for your employees and business.

Three pitfalls of the redundancy process

Don’t rush

Once the decision has been made, it can be tempting to just crack on — ending people’s uncertainty has to be a good thing, right? Well, not necessarily — being too keen to announce or letting process dictate the pace can lead people to rush the process, which is how mistakes happen. It can also give the impression that you haven’t properly planned things, or that the business is in trouble. While it’s likely you’re making redundancies in a post-COVID world because it’s essential for the future success of the business, this hasty action can lead those people you wanted to retain to start looking for jobs elsewhere.

To avoid these kinds of issues:

• Take the time to prepare properly. Printing out key details five minutes before a meeting looks disrespectful and sets a poor tone for conversations with people. Instead, devise a plan well in advance and stick to it.
• Look for creative ways to save time instead of rushing. For instance, it’s a common misconception that you need lots of time for consultations, but with the right conversations and effective planning, you can do things pretty quickly.

Put people before process

It’s not uncommon to put emotions aside when striving to reach challenging business goals. In fact, sometimes, it can be a good thing to take an objective approach. When planning to make someone redundant, however, this can lead to difficulties and complications that could have been avoided.

For example, not everyone will want to stay with your organisation, so having the right conversations with those individuals can help them to leave with good grace and reduce the number of compulsory redundancies you need to make. If those conversations don’t happen, or don’t go well, those people may dig their heels in and cause complications.

To get it right:

• Think about the outcome, rather than the process. Although we advocate as much advanced planning as possible, you need to be able to tweak it as you go along to accommodate people’s needs. As long as you keep the ultimate business goal in sight, this shouldn’t be a problem.
• Tailor the support you give to people’s individual needs. Who do you need to reassure? Who do you want to support into another role somewhere else? For people transitioning out of the company, consider offering outplacement support[1] to help ease the journey and make their next step the right one.

Be prepared to have difficult conversations. To provide genuine leadership at times of change, you need to be present and willing to face challenges with your team. This is definitely not a time to sit back and let a process run its course.

Fine-tune your redundancy and change management communications

If you allow the process to take over, resulting in putting people’s lives second, you risk generating resentment and defensive behaviour amongst your employees. If the restructuring is due to COVID-19’s effects, steer clear of blaming employees (either consciously or subconsciously) for poor sales or decreased profits. That can be hugely damaging and make an already bad situation worse.

To avoid communication issues and misunderstandings:

• Remember you’re talking to people — know your people and demonstrate emotional intelligence. Sometimes just acknowledging how bad a situation is will go a long way and help demonstrate empathy.
• Think about your messaging. It’s worth giving this as much thought as you would if you were planning a marketing campaign. Planning your messaging in advance can help make sure everyone is on the same page, avoid bad feelings and protect your employer brand.
• Plan what you want to communicate and when. It’s admirable to want to keep everyone in the loop, but too much information too soon can cause upset and worry. On the other hand, taking too long risks the circulation of leaks and misinformation.

There is no ‘right’ answer to the question, “how do I make someone redundant?” This process needs to be planned just as carefully as any other business project, with a view to achieving maximum efficiency and value for money, as well as meeting legal/regulatory obligations.

However, it will be more important than ever that your change management plans address human factors and that the people delivering them are emotionally intelligent. Get it right and your restructuring programme could be a win for your business and employees — even the ones who are leaving.

Author bio: Tom Griffiths is a Head of Organisational Change, Internal HR and Business Partnering in the UK based outplacement company Connor[2]. His role is to design the technical solution and resource plan to meet clients’ outplacement requirements.

[1] https://connor.co.uk/outplacement/outplacement-for-your-organisation/
[2] https://connor.co.uk/outplacement/

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