“Tiger really understands what we’re looking for, so I don’t have to explain everything each time. The candidates are always well researched and a good fit. They only send through the right number of CVs, which makes the whole process far easier and gives us confidence in every hire.”

Company Details

Industry: Investment management

Role: Various

Headcount: 60+

Division: Business support & finance

The Challenge

As the business grew, the operations director faced increasing pressure to scale support functions efficiently while maintaining quality and consistency at the senior level. Historically, the company had worked with other recruitment agencies, but as expansion accelerated, the need for reliable, long-term assistant support became more critical.

Speed, candidate quality and confidence in the hiring process were key challenges. With limited internal bandwidth and high expectations from senior stakeholders, there was little room for error. The business needed a recruitment partner that genuinely understood their environment and could deliver strong candidates without lengthy briefing or excessive resumes.

The Solution

The business began working with Tiger in 2021 to support assistant hires. The recruiter invested time in understanding the organization’s culture, working style and stakeholder expectations. This allowed the team to work with minimal direction, consistently delivering a small number of highly relevant candidates rather than relying on volume.

Through thorough research and careful screening, Tiger ensured candidates not only met the technical requirements of each role but were also well-suited to the business long-term. This trusted, consultative approach reduced the need for repeated explanations and significantly streamlined the hiring process.

The Impact

Over time, the business hired several assistants through Tiger. Three assistants currently in the organization were placed by the recruiter, while two others remained in their roles for around two years, providing stability and continuity during periods of growth.

The consistency and reliability of the service reduced pressure on the operations director and gave senior stakeholders confidence that the right people were being introduced to the business. Knowing that Tiger could manage the process end-to-end allowed internal teams to focus on their core responsibilities.

Looking Ahead

We continue to support the business with assistant hires as they evolve. With a strong understanding of the organization and a trusted partnership in place, Tiger remains a key recruitment partner for business support roles as the company continues to grow.

The post Case Studies: Complete Confidence in Every Hire appeared first on Tiger Recruitment.

Company details

Industry: Strategic Advisory and Intelligence Firm
Headcount: ~200 globally
First placement made: 2021
Division: Business Support (Executive Assistants, Administrative Temps, HR)
Number of placements: 15

The Challenge

For many years, the client relied on a single recruitment agency to hire PAs (now EAs). That relationship worked well until standards began to slip, leaving the business without a trusted partner.

With hiring needs growing as the company expanded from 45 employees to around 200, the client needed a recruitment agency that could take the time to understand the firm’s values, find the right calibre of candidates, and build a lasting relationship. They preferred to work with one recruiter who “just gets us,” rather than having to repeat requirements to multiple agencies.

After testing several firms, including both boutique and high-volume recruiters, the client engaged Tiger Recruitment.

The Solution

From the outset, Tiger Recruitment stood out by focusing on relationship-building and cultural understanding. Working closely with the hiring manager, our consultant quickly grasped the types of profiles that would thrive in the business, while also ensuring diversity of thought and background rather than providing “carbon copies.”

The client described Tiger’s approach as one where their consultant “just nailed it” – consistently presenting candidates who not only had the skills required but also fit seamlessly into the team dynamic.

Tiger’s long-standing partnership with The Oxford Media & Business School (OMBS) was also highlighted as a differentiator, giving the client confidence in the calibre of entry-level candidates. Alongside this, Tiger maintained transparency when the market was challenging, setting realistic expectations.

Over time, the relationship has become one of familiarity and trust: “It’s easy, it’s familiar. We don’t use anyone else now.”

The Impact

Tiger Recruitment has had a measurable impact on the client’s recruitment strategy:

• Efficiency in hiring: fewer unsuitable CVs, saving managers’ time.
• High-quality hires: many of the firm’s EAs have come through Tiger, creating instant recognition and shared standards within the team.
• Trusted relationships: strong rapport with individual consultants ensures continuity and confidence in the recruitment process.
• Added value beyond recruitment: regular attendance at Tiger’s seminars and use of resources such as DEI and neurodiversity reports has enriched the client’s HR and leadership teams.

Client Feedback

• “She just gets us – the profile, the culture, and the diversity we need.”
• “Tiger makes our recruitment processes more efficient because we’re not wasting time with rubbish candidates.”
• “We don’t use other agents in London anymore – it’s easy, it’s familiar.”

Looking Ahead

While the firm doesn’t anticipate major expansion in the immediate future, Tiger Recruitment remains the first call for EA and administrative hires. The client continues to recommend Tiger to peers and values the partnership as a cornerstone of their recruitment strategy.

Disclaimer: This case study is based on the experience of a real client. For confidentiality reasons, their identity has been withheld. If you would like to speak directly with one of our clients about their experience working with us, please contact us and we will be happy to arrange an introduction.

The post Case Study: Beyond Carbon Copies – Recruiting for Company Values and Diversity appeared first on Tiger Recruitment.

Company details

Industry: Global Private Equity Investment Firm
Headcount: 600+
Division: Business Support
Number of placements: 7

The Challenge

When our client stepped into their current role, they inherited a large business support function comprising approximately 25 staff members. With so many direct reports to oversee, they required a recruitment partner who could deliver high-calibre candidates who would complement the existing team and bring long-term value.

While they had known Tiger Recruitment for years, initially as a candidate themselves, the choice of agency came down to quality. Other agencies often submitted numerous CVs without proper screening, leaving the hiring manager to request additional CVs. The challenge was finding a partner who understood both the demands of the role and the nuances of team culture, ensuring every introduction was worthwhile.

The Solution

Tiger Recruitment built a strong working relationship with the client by investing time in understanding their needs. Through regular feedback sessions and ongoing communication, the agency developed a deep understanding of the client’s management style and the types of personalities that would thrive in their team.

By carefully screening candidates before submission and prioritising quality over quantity, Tiger ensured that every CV sent to the client was relevant and well-matched. This approach saved time while increasing the likelihood of long-term success.

This method led to several successful placements, including a new receptionist and team assistant who are “absolutely smashing it,” as well as a calm, steady EA whose personality perfectly complements the existing team. Tiger Recruitment’s approach ensures hires not only meet the skill requirements but also add diversity and balance to the team dynamic.

The Impact

Tiger Recruitment’s partnership has had a transformative effect on the client’s business support team. The impact includes:

• High-performing hires who have quickly added value and shown strong long-term potential.
• A stronger team dynamic, with complementary personalities enhancing collaboration.
• A trusted recruitment process, removing the frustration of reviewing unsuitable CVs.
• A boutique, high-standard service, aligning with the client’s view of Tiger as a “quality” brand within the recruitment market.

Client Feedback

• “Tiger Recruitment just gets it. They absolutely smash it out of the park.”
• “I don’t get 10 CVs for the sake of it – it’s quality over quantity, which I appreciate.”
• “I’m not sure what I’d do without them. They have oodles of patience and flexibility.”
• “It feels boutique, elite – Tiger is well known now, and the quality is super high.”

Looking Ahead

The client continues to work with several agencies, but Tiger Recruitment remains firmly in their top three and often their first choice. They regularly recommend Tiger to peers, confident in both the speed of response and the quality of delivery.

Disclaimer: This case study is based on the experience of a real client. For confidentiality reasons, their identity has been withheld. If you would like to speak directly with one of our clients about their experience working with us, please contact us and we will be happy to arrange an introduction.

The post Case Study: Less CVs, Better Fits – How Tiger Recruitment Saves Time appeared first on Tiger Recruitment.

Company Details

Company industry: Renewable Energy

Company headcount:25-30

First placement made: 2018

Division: Business Support (Receptionists)

Number of placements: 13

The Challenge

In 2018, our client began looking for a recruitment partner to support them with administrative hires. At the time, they were seeking a receptionist to ease the pressure on existing staff and wanted a candidate who could grow with the company. Having not worked with other agencies previously, they turned to Tiger Recruitment to provide the right solution.

The Solution

We quickly introduced a strong candidate who matched not only the immediate need for reception support but also had the potential to progress into more senior responsibilities. This hire proved highly successful, remaining with the business and advancing within the organisation, where they continue to be a valued member of the team today.

Since then, we have continued to partner with the client exclusively for administrative recruitment. Each receptionist placed has gone on to take on more senior responsibilities, creating a clear progression pathway within their team. Our approach of understanding the role requirements and providing high-calibre candidates has ensured a seamless recruitment process every time.

The Impact

The client notes that our service has consistently made them “look good” to their team and leadership, thanks to the calibre of candidates delivered. They value the efficiency of our consultants, the speed of response, and the assurance that submitted CVs always align closely with the job description.

By continuing to use our temp-to-perm offering, the client has been able to secure exceptional talent who not only meet their immediate requirements but also contribute to their longer-term growth.

Client Feedback

• “The calibre of people who come through is fantastic, I know I won’t be sent someone who isn’t right for the role.”
• “Tiger are really efficient, responsive, and always deliver quickly, even in emergencies.”

Looking Ahead

Our relationship with this client continues to strengthen, with introductions being made to other organisations through their professional networks. The trust built over years of successful placements has established Tiger Recruitment as their go-to partner for administrative roles.

Disclaimer: This case study is based on the experience of a real client. For confidentiality reasons, their identity has been withheld. If you would like to speak directly with one of our clients about their experience working with us, please contact us and we will be happy to arrange an introduction.

The post Case Study: How One Reception Hire Sparked a Long-Term Partnership appeared first on Tiger Recruitment.

Inclusive hiring has always been at the forefront of my mind throughout my career. Prior to becoming a recruiter, my interest stemmed from my own lived experience, from reflecting on inequalities during maternity leave and supporting my neurodivergent daughter to witnessing the wider impact of movements like Black Lives Matter. When I stepped up into a leadership role, my experiences evolved into responsibility, I now had an obligation to use my position to drive meaningful change.

I’ve worked with professionals across a number of industries but one area I’ve seen a consistent need for change is neurodiversity in hiring. For most employers, the confidence to act on their desire to change is often lacking. HR leaders have such a crucial role in closing this gap.

So what can HR leaders do to build confidence around Neurodiversity in Hiring?

Be vulnerable

A couple of years ago, I shared a LinkedIn post about neurodiversity in hiring, and by doing so I was unexpectedly inundated with messages from individuals who I had encouraged to share their own experiences. A senior candidate who had applied for a role I was advertising reached out to say the post had given them the courage to disclose their neurodivergence to the employer, which was something they hadn’t spoken about since she was in school. With reasonable adjustments made to the recruitment process they were able to display their suitability for the role and as a result, were offered the job. I saw the impact of simply being transparent and learnt how valuable it is to share your own experience, because it might encourage someone else to do the same.

Don’t be afraid to ask questions

Most employers are eager to support neurodiverse candidates, but often aren’t sure how. Some say the terminology is daunting, or are afraid they might say or do something to offend. Others just aren’t sure what accommodations might look like in practice and worry it might just cause confusion. Encouragingly, this is beginning to change. More businesses are educating employees on bias in job adverts and including positive action statements explicitly welcoming neurodiverse applicants. But it’s not just about what you say that will have the most impact, but how you act. HR leaders should feel empowered to ask questions, seek guidance and work together to create a process that works for everyone.

Challenge the status quo

A huge part of a recruiter’s role is constructively challenging hiring processes that inadvertently exclude talent. I recently supported a neurodivergent candidate who asked for the interview questions in advance. At first, the employer felt this might give her an unfair advantage, but I suggested the questions should be shared with all applicants. Although their resistance resulted in the candidate withdrawing from the process, the next time I partnered with them, they implemented this change from the outset. I worked with them to prepare the questions further in advance, to allow them to be distributed. As a result, the interviews were more structured and insightful, and the panel was better prepared.

Similarly, I worked with a leading non-profit to rework their recruitment process for a director of people role. Instead of submitting their CV, applicants were given the opportunity to answer three questions, in a written or spoken format. Candidates also experienced inclusive language, an adapted format and received job packs. They were given clear fixed timelines for each stage of the recruitment process and were provided with financial support for travel and additional childcare costs required to attend the interview. Most importantly, the interview process featured structured questions with clear criteria, levelling the playing field for each of the applicants. As a result, the successful candidate was neurodivergent and they have since played a pivotal role in applying the same changes across the organisation.

Consider the working environment

Candidates who successfully navigate an inclusive recruitment process, don’t necessarily thrive in the workplace. More often than not, employers place so much importance on the accommodations made during the interview that there’s not much support once they start their job. As a result, a new hire feels let down and may struggle to perform to the best of their ability. On a basic level, employers should consider the working environment, offer flexible working arrangements, provide clear onboarding documentation and regularly check in on what’s working and what isn’t.

Start Small

Businesses often fear making adjustments for candidates because they think it’s expensive and time-consuming. However, it’s possible to make simple changes to the recruitment process that cost nothing. Employers can create a psychologically safe environment by merely asking the question, “Are there any reasonable adjustments required?” This will make them more comfortable disclosing their neurodivergence, even if it’s at a later stage in the recruitment process. Other examples include providing interview questions in advance, offering extra time for tasks or providing clear, structured communication.

I’ve seen firsthand how transformative inclusive hiring can be, for both the candidate and employer. A candidate I worked with has since launched a neurodiversity committee at their organisation, another helped reshape an entire onboarding process. As HR leaders, we don’t need to have all the answers but we must be willing to listen and learn. As a result, we create workplaces where everyone has the opportunity to thrive, which is beneficial for all.

The post How HR Leaders Can Build Confidence Around Neurodiversity in Hiring appeared first on Tiger Recruitment.

The introduction of AI to our lives has disrupted the way we all work, whether that’s positive or negative depends on who you ask, but when it comes to job applications, we advise steering away from the temptation of using it.

As AI becomes more accessible, professionals are resorting to using it in many areas of their jobs. AI tools like ChatGPT have over 5.19 billion visits a month, whilst sitting at number 5 of the most visited sites in April 2025.

Although there is an argument that AI streamlines the work we are doing day-to-day, it should be avoided in your job search. David Morel, Tiger’s CEO reports that he’s seen “a significant increase in employers pushing back on applicants who submit resume’s generated by AI”. Simply speaking, by using AI in your job search, you’re putting yourself at a huge disadvantage behind those who don’t.

We see this all the time with candidates at all levels of seniority, and they wonder how something so useful can place you at a disadvantage. There are several reasons why this is the case.

1. AI doesn’t know you

It’s important to keep in mind that AI doesn’t know you. It doesn’t understand your work experience, motivations for applying for a role, and what makes you tick. You can feed the tool your resume and give it the information about a role you’re applying for. But we all know a resume merely touches the surface of the achievements you’ve had over your working life.

When it comes to placing someone in a new role, companies, of course, look for experience and knowledge, but they also place importance on value alignment.  An AI-generated resume isn’t something that can demonstrate your personality and how you’d fit within a team. Hiring managers want to understand who you are, not just what you’ve done.

2. AI doesn’t replace human touch

We’ve all seen those LinkedIn posts outlining how to spot AI-generated content, with a particular spotlight on the “em dash”, but what many people don’t realize is that there is so much more that gives away that a resume has been created using AI. It loses a human touch and authenticity; it’s almost crafted too perfectly and robotically. That doesn’t mean to say you should generate an AI resume and add a few mistakes to make it seem like you’ve created it. It’s more about losing the robotic tone.

3. Don’t even think about using it for interviews

The issue with using AI for interviews is that you’re going to end up with answers the same as any other candidate in the process, which isn’t going to do much for you when you’re trying to stand out. Moreover, when you’re asked skill-based interview questions, which are incredibly common in an interview, AI doesn’t understand your experience or know every example of where you have shown a certain skill. Only you can give a genuine answer about your experience.

Thinking of using AI to feed your answers during a live interview? Don’t do it. Interviewers can tell, and it instantly raises red flags. Your preparation ahead of the interview should give you enough confidence to go into the room and show the value you’d bring to a team. However, if you’re presented with a question that you’re unsure of how to answer, you can always ask for it to be rephrased in another way or explain that it’s a knowledge gap, but you’re eager to learn more.

Employers don’t want perfection when it comes to interviews, which is what AI has led us to believe. But the truth is, not many of us can keep that level of perfection up. Hiring managers want to see someone who’s passionate and eager to learn. Giving robotic answers that are fed to you during an interview isn’t going to match that brief.

4. What can AI help me with?

If you’re looking to use AI, you can explore software that offers speech feedback, which will analyze your tone and speaking voice to make sure what you’re saying is coming across as you planned. However, no analytical tool can prepare you for the natural pivots that happen in an interview, so it’s important to be mindful that this will only help you to a certain extent.

Taking all these points into consideration, it’s important to remember the value you can bring to a role and understand this isn’t something that can be described for you. If you’re struggling to convey this yourself, reach out to a recruitment agency that can support you and help you put your best foot forward.

AI can be a valuable tool at times, but your personality, potential and passion are what truly set you apart in job applications.

Explore our latest roles or submit your resume today.

The post Why AI Won’t Get You Job Interviews 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 HR 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 wellbeing, 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 rise 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 organization 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 bonus.
• 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 prioritize 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 program 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 capitalize 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

Prioritize 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 regards 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 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 then recoup energy bills.

Being inclusive of new starters has continued to be a struggle in the remote landscape. Some employers have emphasized 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 that 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 labor 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 to hybrid working. Flexibility should be judged on a team-by-team basis, allowing managers to decide what works best for their 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 individualized 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 the 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 of making a less intimidating work environment.

Relationships at work

According to m3, half of 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 publicizing and promoting the company culture should form a key part of the recruitment process, yet businesses are failing to effectively capitalize 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 prioritizing 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 to 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 upon year. With this in mind, we advise employers to recognize 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 prioritizing employee wellbeing. Organized 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 organizing 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 socialize 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, recognize 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 wellbeing 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.

Exceptional, innovative, industry-leading employees won’t simply walk through your company’s front door, no matter how impressive the reception. Competition is too high at the moment to be complacent or passive when it comes to hiring talent acquisition staff. To adapt an old saying, good things come to those with… a strong talent acquisition team – and building that strong team means knowing what to look for in a candidate.

But what is talent acquisition? It’s not simply a matter of recruiting to fill existing roles – it encompasses elements of HR, business strategy, marketing and trend forecasting, and thus calls for people with several strings to their bow.

Five key attributes of talent acquisition specialists

A good judge of character

It may seem overly simple, but an essential starting point for any talent acquisition professional is a strong intuition about who is the right fit for the role in question. This goes beyond gut instinct; a top talent acquisition specialist will train this perception by being deeply immersed in the ins and outs of their company, its industry, and the wider culture.

Within this context they will need to weigh the prospect’s personality, skillset and experience against the company’s needs, the dynamic of the team already in place, and the challenges in the future. The latter point leads us to another important trait.

Future-conscious

Time waits for no company, so staying ahead of the curve requires constant attention. The ways we do business have changed drastically even in the last 10 years, often leaving skills gaps within your workforce that must be plugged swiftly.

Your TA team should be in the vanguard, looking for potential challenges and opportunities up ahead and keeping a close eye on the competition. This way, they can report to business heads on the company’s blind spots and advise on recruitment drives and in-house staff training to ensure future-proofing across the whole business.

Tech-savvy

Hand-in-hand with a forward-thinking mindset is technological know-how. Recruiting for roles is becoming increasingly data-driven, and while the latter stages of choosing the right candidate will always benefit from the human touch, starting with the data approach is more and more essential.

The best TA teams understand this and are well-trained in the latest data software and analysis. They put in research on candidates through a variety of means that go well beyond the typical CV and interview route.

Speak the language

It’s often new technology and changing cultural norms that expose holes in a company’s operational knowledge, so it follows that those with the necessary skillset are typically in the younger demographic. It’s important then to be able to communicate with them in a way that will catch their interest and draw them in.

We’re not suggesting going all-out on memes or TikTok videos, but tweaking certain aspects of company branding and your job adverts will show your company to be a player in the here and now, facing the future. Talent Acquisition teams should work closely with marketing departments to ensure they’re talking to the right audience in the right language.

Relationship-minded

Identifying a highly promising prospect is only half the battle for talent acquisition managers; attracting and then securing them as a new hire requires a different set of relationship management skills. We’ve spoken of the importance of talent recruiters planning for and targeting business growth, but they also need to think of the other side of the table and show prospective employees the opportunity for their career growth at the company.

And that’s not all; it’s also crucial that TA teams think internally as well as externally. The best TA specialist will follow through on the promises made in the courting phase and pay close attention to the needs of these new hires (and, indeed, the full gamut of employee retention), devising training and development plans and wellness initiatives that both attract and retain.

Along with the wider HR department, talent acquisition performs an impressive balancing act between business needs and employee needs, something that has been at the front of everyone’s minds since the pandemic began. Having a strong TA team can thus be a key piece of the puzzle in staying ahead of the competition.

As for acquiring the acquisition, Tiger HR is the leader in placing talent acquisition candidates in all manner of businesses, so please get in touch today to talk to a consultant about your needs.

The post The Five attributes we look for in talent acquisition specialists appeared first on Tiger Recruitment.

Finding the right private staff for your household or family office goes beyond assessing skills and experience. It’s just as important to ensure they align with your lifestyle, household dynamics, and expectations. That’s why many private employers choose a temp-to-perm (TTP) hiring model—allowing them to trial a candidate before offering a permanent contract. A survey by the Recruitment and Employment Confederation found that nearly 50% of temporary workers transitioned to permanent positions within the organizations they were assigned to, demonstrating the effectiveness of this approach in securing committed employees.

Why Choose TTP for Private Staff?

Ensure the Right Fit

A trial period lets you assess how a staff member integrates with your household, interacts with existing staff, and handles responsibilities before making a long-term commitment.

Flexibility Without the Admin Burden

If a candidate isn’t the right match, you can adjust your staffing needs quickly. As your Employer of Record, we handle payroll, HR administration, and compliance, meaning you avoid the complexities of setting up contracts, taxes, and benefits.

Adjust Working Hours as Needed

Hiring on a temporary basis allows you to fine-tune schedules and workloads before committing to a full-time hire. Whether it’s determining the required hours for a housekeeper or trialing a private PA’s support level, TTP hiring provides valuable flexibility.

Quick Replacements When Needed

If a candidate isn’t the right fit, we can provide an alternative, ensuring minimal disruption to your household or family office operations.

Key Roles That Benefit from a TTP Approach

Housekeepers

A housekeeper plays a vital role in maintaining a home’s cleanliness and organization, but every household has different standards and preferences. A trial period allows you to assess:

• Their attention to detail and ability to meet household expectations.
• How well they integrate with existing staff and daily routines.
• Their level of discretion and professionalism in a private setting.

Butlers

A butler is responsible for a household’s formal service, front-of-house management, and guest hospitality. The right fit depends on factors like:

• Experience with formal service protocols or specific household traditions.
• Ability to manage staff, oversee events, and cater to personal preferences.
• Adaptability to the household’s pace, lifestyle, and guests.

Private Chefs

Food is deeply personal, and hiring a private chef requires more than just reviewing a CV. A TTP approach allows you to:

• Ensure their cooking style aligns with your family’s dietary needs and tastes.
• Assess their ability to plan menus, source ingredients, and adapt to preferences.
• Determine if their personality and discretion suit your household.

Nannies

Hiring a nanny is one of the most personal staffing decisions for any household. A trial period helps ensure:

• Their childcare approach aligns with your parenting style.
• They build a strong and comfortable bond with your children.
• Their schedule and adaptability work within your household’s routine.

Private PAs

A Private PA manages personal affairs, travel, and household administration, requiring a high level of trust and efficiency. A TTP period allows you to:

• Test their ability to manage sensitive information discreetly.
• Assess their efficiency in organizing schedules, handling logistics, and coordinating with other staff.
• Ensure their communication style aligns with your expectations.

By opting for a TTP arrangement, you gain peace of mind, flexibility, and ease of hiring – all without the administrative burden of payroll and compliance.

For more information on hiring private staff on a TTP basis, contact us today.

The post The Benefits of Hiring Private Staff on a Temp-to-Perm Basis appeared first on Tiger Recruitment.

We sat down with Head of New York, Amy Laiker, to learn about her experience with setting up Tiger’s New York staffing agency, and her advice for UK companies making the same move across to the Big Apple.

Why would a UK business want to move over to the US?

Firstly, it’s a much bigger pool of clients and consumers which means a bigger outreach for your product or service. This allows businesses to increase their growth and maturity. Rather than just operating in London, expanding to the US elevates your business to another level. I’ve found that New York has some of the most critical and creative thinkers in the US, so it’s natural for successful UK businesses to want a piece of the pie.

Is that why Tiger has decided to make a move?

Absolutely! In our case, there are more candidates and clients in the New York market than in London, which allows us to take advantage of more opportunities with global businesses. Also, a lot of our clients have their head offices or other outposts in New York. As we already have a presence as recruiters in NYC, it felt like a natural move to set up on the ground out there too.

Do your UK clients have any misconceptions about hiring in the US?

I wouldn’t say clients have misconceptions, but some clients don’t yet understand the landscape over there, because it’s so different! Everything from US culture to company benefits and salaries is foreign to us in the UK. For example, what might seem like a really good salary and benefits package in London doesn’t always translate in the US. This is because candidates in the US can’t access the NHS or statutory pension and the cost of living is often higher, so the package should increase. This is what I’ve found to be the differences personally when coming from the UK and setting up a business in the US!

How are the ways of attracting talent different between the UK and the US?

New York’s market is a lot more competitive than London, from what I’m seeing! There are many more candidates as it’s the business hub of the US. This elevates the competition and makes the quality of talent very high. In terms of attraction, candidates in the US might consider a hard benefits package to be more important than some jobseekers in the UK, as companies don’t offer the statutory requirements that UK candidates take for granted.

For example, in London, softer benefits such as free breakfasts or flexible working options may attract candidates, while a jobseeker in the US might chose a role with a good private healthcare package due to the lack of publicly funded healthcare there. Some candidates are even willing to take a lower salary with better benefits to feel secure in terms of their healthcare and pension.

Are salaries between the two markets different?

From what I’m seeing, New York salaries seem to pay more. For example, a client may pay up to £65K/£70K for a great, senior finance EA in London. By comparison, the same role in New York might offer $120K-$130K (£90K-£110K). This increase translates across all roles in the market, and is something employers should be aware of.

How do benefits differ? What are candidates expecting in the US?

The US doesn’t offer statutory benefits, so it means that the types of benefits offered varies hugely across the board! For example, some companies are only offering five to ten holiday days, whereas tech giants Google and Netflix are offering unlimited holidays. I believe any forward-thinking companies will offer the right benefits, including dental, vision and contributions to employees’ 401K. Candidates may also expect relocation packages if coming from another city or country.

Any other tips for our clients moving to the US in attracting great talent?

You must offer competitive salaries and benefits, as well as do your homework to make sure these are in line with your competitors! Companies may also need to factor in the costs of relocating staff and any legal and tax implications they’ll face when moving. It’s a costly process, but once established, you should reap the benefits pretty quickly.

For me, the number one thing is to successfully emulate their UK company culture in their new US office. The fundamental reason a business has been successful up to this point is the people you’ve employed and the culture you’ve created, so it’s important to maintain this. Many companies find the best way to do this is to send someone from their UK business over to the US.  It takes more time to set the company up this way, but the added value should be worth the wait.

For me, creating the right culture at Tiger New York is at the forefront of my mind. This is particularly important in start-up phase, as the second hire is going to have a significant bearing on how your business grows.

Tiger Recruitment is a secretarial and personal assistant recruitment agency in New York City. If you’re looking to hire business support staff, contact us today!

The post Our tips on moving your UK business over to the US 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 resume 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. This is especially true of PA recruitment in NYC.

So, what does this mean for employers examining resumes now?

The stats

Tiger’s UK Salary and Benefits Review 2021 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 to 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 organization. Even despite the financial uncertainty of the pandemic, many are willing to move on due to the way their organization handled the crisis.

What does this mean for hiring managers?

With all of this in mind, the approach to jumpy resumes 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?’ or ‘is this candidate career hopping?’, 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 job jumping experience 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 programs 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 looking at HR recruitment, 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.

As above, when hiring private household staff, it’s important to look at the skillset that you know your role needs, rather than the length of time a person has been in each role. It’s also worth looking at references, as this will give you a better indication of their performance in their past roles.

When looking at technology recruitment, it may actually be an advantage to employ someone who has experience working in many different environments, as this should mean they have been exposed to multiple interfaces, systems and programs.

It’s also worth discussing with your recruiter, or the candidate themselves, the reasons for a candidate’s job hopping. 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 interview guide for the best candidate selection.

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

The post What should a good resume look like? Re-defining job hopping appeared first on Tiger Recruitment.

Asking your boss for more money can be a nervous conversation for many people. However, with proper preparation and research you can both improve your chances and plan out your next step, whatever the outcome. Here are five things to know before you begin the conversation.

1. Know the business

Make sure you know what the company’s policy is on pay rises. Some will only consider them at annual reviews whilst others will have pay grades that are reliant on an employee’s position within the company. If there is an employee handbook it may contain details on this. Otherwise consider the best person to ask, be it your manager or a more experienced colleague. Either way, if it goes against company policy your chances will be slim. By finding out ahead of time, you can save yourself what could be an awkward conversation.

2. Know the market

Ensure you understand who else is out there who could take your role. For example, if you’re a PA and someone with a similar level of experience could be available at your current wages, it’s not necessarily in your employer’s interest to meet your wishes. By knowing the market you can be realistic about the likely outcome of your request but also benchmark what you believe you should be earning. Equally, if they turn you down without reasonable consideration you will know what else is out there and can consider moving on to find your desired salary.

3. Know your value

While you may be valued at a certain price on paper, think about what else you offer the business. If you have built up intricate knowledge that will be hard to replace, demonstrate it. Be ready to talk about your achievements in your role and how you’ve benefited the company. If your job description has changed or been added to, ensure this is acknowledged. Be fully prepared to explain what you personally offer the business and why it’s in their best interest to keep you.

4. Know the details

Once you’ve checked you’re working within company policy, are being realistic with your request and have noted why you believe you deserve a raise, it’s time to get your details in order. Be clear, concise and plan what you’ll say, working out a conversation framework ahead of the meeting. Try and pre-empt any questions or challenges your employer may put forward and have a response. And, though it may seem obvious, know how much you’re asking for, ensuring you can explain how you arrived at that figure.

5. Know your next move

There are several likely outcomes from a pay rise request. Be ready to respond to all of them. In the best case scenario, your employer says ‘yes’. This is where you’ll need to know exactly how much you’re asking for and why. Your employer may counter so be prepared for this as well. If you are willing to accept less than your initial request, know by how much. If not, explain why.

You may hear a response that starts “No, but…”. Listen carefully to their reasoning here. It may be the case that they want to but are unable due to cut backs or cash flow issues. If this is the case you may be able to agree a time to next discuss the issue or find out what you need to do to reach an agreement now. Worst case scenario is a flat no. Be polite and gracious, and enquire into what steps you could take for a pay rise to become a consideration. You can then decide if these are worth your while. If not, it may be time to move on.

Are you looking for an employer who knows your value? Send us your CV or get in touch to discuss your next move.

The post How to ask for a pay rise… and get one appeared first on Tiger Recruitment.

Executive assistants may be known for their resourcefulness and can-do attitude, but even the best rely on a little help from smart tech to boost their productivity. These online services are becoming more and more vital with the rise of remote-working PAs and EAs.

In this list, we’ve highlighted the top software and apps designed to complement the most common executive assistant duties, including:

• Diary management
• Project management
• Travel & accommodation
• Expenses
• Comms

All the executive assistant resources listed below have desktop and smartphone versions, can be integrated with other apps and, best of all, have a free tier! So, what are the best EA and virtual assistant tools?

Diary management: Calendly

A big part of the executive assistant role is keeping on top of the manager’s diary. With new client appointments, team meetings and event invitations coming in from multiple platforms every day, a coordinating tool like Calendly is indispensable. It can integrate all online calendars into one place, and allow contacts to view a manager’s availability and book in a meeting – all without the long emails back and forth.

• Top tip: Include a link to Calendly in your email signature to make it even easier for contacts to secure a free slot.

Tidying up the to do list: Trello

Trello is hugely popular across industries and professions, and for good reason. It’s a customizable, easy-to-use, shareable task manager that helps teams work seamlessly together. EAs can organize theirs and their manager’s day-to-day tasks in a simple, visual style that will help to prioritize work, separate different projects, and set deadlines.

• Top tip: Are you currently using spreadsheets to create project plans and to do lists? Trello lets you convert these into its card-based system simply by copying and pasting it in.

Travel itinerary: TravelPerk

Booking and managing travel and accommodation can be a messy business. Shopping around for the best airline and hotel deals often means you end up juggling emails from different travel companies for every leg of a business trip. Enter TravelPerk: a one-stop shop for plane, train and hotel bookings! Executive assistants can view all tickets, amendments, and cancellations on their desktop or mobile, making one of the most stressful aspects of the role manageable.

• Top tip: For B Corp certified companies like Tiger, sustainable travel is a must. Use GreenPerk to not only offset your carbon footprint, but make meaningful contributions to environmental projects around the world.

Balancing the books: Expensify

With Expensify, EAs can create automatic expense reports, input physical receipts via photos, and even sync with apps like TravelPerk to import digital receipts. Cutting out tricky manual inputting makes this a real time-saver.

• Top tip: The optional Expensify Card can be used as a replacement for company credit cards, with customizable spending limits and smart fraud protection.

Flawless writing: Grammarly

Corresponding with clients and other senior partners on behalf of their manager is a significant responsibility for an EA. They will need excellent writing skills and an understanding of tone of voice. Grammarly is the perfect tool to help with this. Not only does it catch any grammatical errors that could reflect badly on the manager, but it will also suggest revisions to the writing to make it clearer, more concise, and appropriate to different audiences.

• Top tip: Use the ‘tone detector’ to choose between formal, neutral, and informal tones of voice – because we all let our emotions slip into our writing sometimes!

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With these tools in their arsenal, an EA will free up hours of time spent on admin, and in turn help their manager be more productive.

If you’re an EA starting to use these tools, don’t forget to add them to your CV! Refer to our executive assistant resume template for extra tips on getting ahead of the pack.

If you are looking to hire an executive assistant, read our guide to hiring a EA and get in touch with your requirements.

The post Five Essential Executive Assistant Tools appeared first on Tiger Recruitment.

Commonly raised at half-year or annual appraisals, it may come as a surprise to hear that many people don’t actually set achievable career goals (or understand the value in doing so). At Tiger, we’ve found that the process of setting career goals can be clouded by misconceptions and misunderstandings, even among experienced professionals with many years under their belts[1].

To help you set achievable professional goals and establish where you want to be, we’ve decided to bust a few common myths on this subject.

Common questions asked about setting career goals

Not everyone can have career goals, can they?

So, let’s start with the most obvious myth – only people high up the hierarchy should take the time to set career goals. They’re reserved for the top managers, CEOs and anyone else who has a huge title that precedes their name.

Not true! Setting long-term career goals is something everyone should do, regardless of their position, experience, or industry they’re working in. Whether you’re a designer fresh out of college, a pastry shop owner, or a CFO of the biggest bank in the world, you’re entitled to take time to figure out exactly what you want out of your career. So, no matter where you are, grab a pen and start writing!

Professional development goals require a lot of time and energy, don’t they?

While developing your goals is going to require some time and effort, it’s often the very task of creating them in the first place that seems so overwhelming. Many people give up before they even begin, which is a mistake!

To help you get started, it’s important to spend some time simply thinking about where you want to be in one, five, or ten years (depending on the scope of your goals). Having a firm idea in place of where you want to be will make it that much easier to come up with a few achievable goals.

I should follow a certain process, shouldn’t I?

It’s true that there are some established tools, methods and patterns that you can use when you set up your career goals (or any goals for that matter) — one of the most famous being the SMART method^[1]. Using a method like this is definitely very useful, especially if you’re a beginner and this is your first time setting goals.

On the other hand, using these well-worn strategies can also be limiting, especially if your goal is innovative or unique. If you find that your goals simply don’t fit into a pattern and you need to draw outside of the lines a little, that is completely fine.

It’s not enough to simply set them, is it?

The (perceived) mountain of establishing your career aspirations is quite high. Unfortunately, this is only the first step. Following through is much more important since it makes all the difference in the end. So, how can you make sure that your goals don’t just stay written on a piece of paper?

One thing you could do is have a buddy – a partner, a friend, a coach – someone who will follow through with you and who will keep you accountable. Another important thing is to break down your goals into smaller actions to follow through every month, week, or even day. That way you’ll be able to see whether or not you’re making progress and you can easily correct yourself if you’re going down the wrong path.

It’s better to just focus on my current situation, isn’t it?

When setting long-term career goals, most people tend to focus on their present issues. Let’s say you’re looking for a job and your first goal is to get hired at a good company. Logically, you would sharpen up your CV^[2]and focus on improving your LinkedIn page. While these are great initial actions, it’s also important to look at a holistic approach to your goals. In this example, a person looking for a job should also think about how industry events, networking, improving their portfolio and learning additional skills will help them in the long term.
Even if you’re not looking to move on from your current role, don’t underestimate the value of looking at all your options. For example, if you want to expand your client base, posting regular articles on LinkedIn will help you become known as a thought leader for your particular niche.

Try to think outside the box when considering your career aspirations, because sometimes the best opportunities come to us unexpectedly. If the COVID-19 pandemic has taught us anything, it’s that, no matter what our original plans were, a positive mindset and adaptable goals can present new opportunities to improve our situation and grow even further – through a new role, a new relationship or simply a new activity.

[1] https://career-intelligence.com/career-misconceptions/

^[2] www.wikihow.com/Set-SMART-Goals

^[3] www.upskillcoach.com/blog/12-tips-resume-social-media-cv-online-presence

^[4] www.qeedle.com/licensee-vs-franchisee-which-works-best

The post Career goals: Separating fact from fiction appeared first on Tiger Recruitment.

The festive period is known to be a joyful time, but also an incredibly demanding one!  With long ‘to-do’ lists, extra obligations and deadlines all around, even the most laid-back person can feel the pressure.  Add looking for a new job into the mix and winter can easily be the most stressful time of the year!  So, here are our self-care tips to help you reduce stress while job hunting over the festive season.

Stay social

It’s easy to become so focused on the ‘employee’ part of your identity that you forget about the other parts of your life. Spend time with friends and family, especially over the festive period, to remind yourself of why you work and what is most important in your life.

Create a shortlist of vacancies

When you feel stressed about getting a new job it can be easy to go for every opportunity you see, make a big list and send your CV to everyone! That means more things to track, more interviews to organize, and more stress each day.

By all means, make a long list of all of the vacancies you see but, rather than applying for everything, have a real think about what you want, where your skills lie, and whether the salary/benefits are right for you.

If you jump head first into a job that’s not right, just because you are feeling overwhelmed about the job-hunting process, you will find yourself back looking for a job faster than ever! Take your time, and narrow down the list of options.

Take a break

Do not burn out. If you spend all day and night thinking about it, searching for roles, and sending applications in, you will run out of steam and the stress will build. Like any project, set times to work on it, and times to relax and recuperate. When you are not working or looking for a job, try and get a change of scene – go outside, or even to a different room or space in your home and do something without a screen for an hour. It will help you immensely.

Break down the tasks

It’s common to assume that if you don’t start searching today that you’ll miss the job opportunity of a lifetime but, if you rush into it, you will be unprepared and anxious. Instead, break down the big task of finding a new job into smaller, more manageable ones, and give yourself time to complete each activity.

For instance, on the first two days you can work on updating your CV. On Days Three and Four, you can perfect your cover letter, and on Days Five and Six you can work on your LinkedIn profile. A week to prepare is not too much to ask of yourself and a plan will help to stop you from panicking.

Stay positive

It can be challenging to think of a positive future when you are stuck in a mire of anxiety and stress, but having a positive attitude will help you stay upbeat and it will be much more attractive to recruiters.  Even if you’ve suffered rejection to date, remember that it is just an inevitable part of the process and it is not something to dwell on. A positive mindset will help you to learn from rejection and move forwards towards the next opportunity.

Reward yourself

Don’t wait until the acceptance letter to celebrate; reward yourself at each step of the job hunt journey to keep your spirits up and to reflect on what you’ve achieved so far.

Don’t miss the stress

If your anxiety is affecting other areas of your life and health, then it is time to speak to someone about it. Don’t accept that it is a natural part of the process if the job hunt is causing you anxiety attacks, disrupting your sleep, or affecting your relationships. Seek help.

Your next employer wants to see you at your best, so take care of yourself first, and the rest will follow – good luck!

If you’re feeling the job hunt pressure, get in touch with Tiger today. We can help you find your dream role.

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