Burnout is no longer just a wellbeing issue. It has become a talent retention and recruitment challenge, and organisations that fail to address it risk losing high-performing employees at an increasing rate.

According to Tiger Recruitment’s UK Salary and Benefits Guide 2026, burnout is now almost as influential as salary when employees decide to leave their jobs. In our survey of almost 1000 UK professionals, 15% reported resigning due to exhaustion, only one percentage point behind those who left for a pay increase (16%).

For HR leaders, this signals a shift in the employment landscape: pay alone is no longer enough to retain talent. The ability of managers to protect their teams from unsustainable workloads is becoming a critical differentiator.

One of the most effective ways organisations can respond is by training and upskilling managers to recognise and prevent burnout before it becomes a resignation risk.

Burnout is becoming a structural issue in many workplaces

Several workplace trends are accelerating burnout across professional roles.

Our research shows that 84% of desk-based professionals now work overtime, while 68% regularly work weekends.

At the same time, economic uncertainty has led many businesses to operate with leaner teams. Fewer permanent hires and an increased reliance on temporary staff mean that remaining employees are often absorbing additional responsibilities.

The result is a workforce that is productive but increasingly stretched.

Even when companies respond with salary increases, the effect can be limited. The guide found that 39% of professionals who received a 5–10% pay rise still plan to leave their roles within the next 12 months, demonstrating that financial incentives alone cannot resolve deeper workplace pressures.

For HR teams, this reinforces an important reality: burnout is often driven by management practices, not compensation packages.

The role of managers in preventing burnout

Managers sit at the intersection between company expectations and employee wellbeing. When they are equipped with the right skills, they can identify early warning signs and rebalance workloads before employees reach breaking point.

However, many managers are promoted based on technical expertise rather than leadership capability. Without proper training, they may unintentionally contribute to burnout by:

• Allowing workloads to grow without reassessment
• Failing to prioritise tasks effectively
• Normalising excessive overtime
• Missing early signs of disengagement or exhaustion
• Struggling to communicate expectations clearly

Our research also highlights that culture and management quality continue to influence resignations, particularly among younger professionals and women.

Developing leadership capability is therefore not just a wellbeing initiative, it is a retention strategy.

What burnout prevention training should include

For HR leaders looking to strengthen their management teams, training programmes should focus on practical leadership skills rather than abstract theory.

Key areas include:

1. Workload Management and Prioritisation

Managers need to evaluate team capacity realistically and adjust workloads, particularly during hiring freezes or restructuring. This can be achieved by mapping tasks and holding regular check-ins to spot overload early. Reallocating or reprioritising work using frameworks like the Eisenhower Matrix helps ensure teams focus on the most important and urgent tasks without becoming overstretched.

2. Early Identification of Burnout Signals

Recognising early signs of stress, such as disengagement, mistakes, or presenteeism, allows managers to intervene before issues escalate. Monitoring behavioural changes through short pulse surveys and having structured, low-pressure conversations gives employees the opportunity to raise concerns and receive support promptly.

3. Psychological Safety and Communication

Employees are far more likely to raise workload or wellbeing concerns when they feel heard and safe. Managers can foster psychological safety by leading through example, acknowledging mistakes and demonstrating openness. Establishing regular feedback loops ensures every team member has a chance to be heard and reinforces a culture of trust and collaboration.

4. Managing Hybrid and Flexible Work Effectively

With satisfaction around workplace flexibility falling to 54%, managers must ensure cohesion and productivity while supporting hybrid or flexible arrangements. Setting clear expectations and measurable goals for both remote and in-office work, along with maintaining consistent touchpoints, keeps teams aligned and connected regardless of location.

5. Supporting Mental Health and Absence Management

Empathetic leadership is increasingly important as employees expect better handling of mental health-related absence. Managers can support their teams by holding compassionate, non-judgmental conversations and planning phased returns or workload adjustments to ensure a sustainable recovery. These approaches help build resilient teams that remain engaged and productive even during challenging periods.

Why burnout prevention is also a recruitment strategy

From a hiring perspective, organisations that fail to address burnout risk damaging their employer brand.

Employees are increasingly prioritising work–life balance when evaluating new roles, with 73% ranking it as one of the most important factors when considering job opportunities.

In a competitive hiring environment, candidates are paying closer attention to leadership quality, team culture and workload expectations.

Companies known for strong leadership and sustainable workloads will naturally have an advantage when attracting top talent.

Building a more sustainable workforce

Burnout cannot be eliminated entirely, particularly during periods of economic uncertainty or organisational change. However, businesses that invest in leadership development can significantly reduce the risk.

For HR teams, the goal should be to ensure managers are equipped not just to deliver results, but to build resilient teams that can perform sustainably over time.

As our latest research shows, employees are willing to leave roles even when salaries increase if the underlying pressures remain unresolved.

Organisations that recognise this shift and act on it by strengthening their management capability will be better positioned to retain their people and attract the next generation of talent.

The post Why training managers to prevent burnout should be a HR priority in 2026 appeared first on Tiger Recruitment.

“They were everything we could have asked for — always on hand, very engaged, and a real pleasure to work with. The process was clear, straightforward, and completely tailored to what we were looking for. The candidates put forward were excellent, and we were kept in the loop throughout. I couldn’t speak more highly of Tiger and would absolutely recommend working with them.”

The Challenge

In August, the employer engaged Tiger Recruitment to assist with the hire of an executive assistant to support senior leadership. The business required a highly capable EA who could operate with discretion, manage competing priorities, and seamlessly integrate into an established team.

Given the importance of the role, the employer was looking for a recruitment partner who could take the time to fully understand their working style, expectations, and culture. They needed confidence that the candidates presented would be both technically strong and the right personal fit.

Clear communication and a well-managed recruitment process were also key, as the role sat at the heart of the business.

The Solution

Tiger led a tailored and highly engaged recruitment process, working closely with the client to build a detailed understanding of what they were looking for in an Executive Assistant. From the outset, the approach was collaborative, with regular updates and clear guidance at every stage of the process.

A strong shortlist of high-quality candidates was presented, each carefully selected to reflect the client’s requirements. The employer noted that the candidates put forward were consistently strong and that Tiger demonstrated a clear understanding of the role and the wider business needs.

Throughout the process, Tiger remained readily available, coordinating interviews, managing feedback, and ensuring the client felt fully supported. Communication remained seamless, even when queries arose outside of typical working hours, reinforcing the consultative and hands-on nature of the service.

The Impact

The successful appointment delivered immediate value to the business, with the new executive assistant continuing to work closely with the client. The employer highlighted not only the quality of the hire, but also the clarity and simplicity of the recruitment process itself.

The tailored approach, combined with consistent communication and coordination, resulted in a smooth and efficient hiring experience that exceeded expectations.

Looking ahead

Following the success of this hire, the employer is currently working with Tiger Recruitment on an additional role. While this next position also sits within business support, the client has confirmed they would be happy to partner with Tiger across other divisions in the future, reflecting the strength of the relationship and confidence in the team’s tailored recruitment approach.

The post Case Study: Delivering the Right Executive Assistant, First Time appeared first on Tiger Recruitment.

For years, jobseekers have been advised that sending a post-interview thank-you note is essential, a sign of professionalism that can tip the scales in their favour. But in today’s hiring market, that advice isn’t one-size-fits-all. Depending on your level of seniority, the role you’re applying for, and even the company, a thank-you note might not always be appropriate.

So, before you hit “send”, it’s worth pausing to consider whether you should follow up with your potential new employer post-interview.

When a Thank-You Note Adds Value

If you’re interviewing for a business support role, such as a PA, or a client-facing role, a brief, thoughtful thank-you note can solidify professionalism and good communication. These are skills important to the role that you’re interviewing for, which help to further solidify your fit. It shows that you value the interviewer’s time, and it can leave a positive impression.

As Rebecca Siciliano, Tiger Recruitment’s Managing Director, says, “It’s definitely a good thing to do. I’d recommend it 100% of the time if you’ve applied directly to a role and have the contact details of the scheduler. It’s an opportunity to reiterate any responses you feel you could have addressed better in the interview, and it shows genuine interest.”

You could use the thank-you note to briefly highlight why the position excites you, or to reflect on a topic discussed that aligns with your experience. These small touches often complement other strong interview techniques that demonstrate professionalism and enthusiasm. This can be particularly effective in competitive hiring processes, where small details can distinguish one strong candidate from another. A thank-you email sent within 24 hours keeps you fresh in the interviewer’s memory and shows that you are proactive, engaged and genuinely interested in the role.

When It Might Not Be Necessary

If you’re interviewing for a role at a senior or executive level, a thank-you note is unlikely to influence the hiring decision. At this level, interviews are focused on strategic alignment, leadership capability, and long-term value, rather than etiquette or follow-up gestures.

It may also be inappropriate to reach out directly. For example, if your interview process is being managed entirely through a recruiter, it’s best to let them handle any communication. Contacting the hiring manager directly can appear as though you’re bypassing established channels or disregarding the process. Similarly, avoid the temptation to reach out on LinkedIn.

As Angela Lopes, Director and Head of the City Office, says, “I don’t think candidates should reach out to hiring managers unless they have shared their contact details and invited them to do so. Otherwise, it can create an awkward situation if the positive feedback isn’t mutual.”

Additionally, if you’re not working with a recruiter and the company has made it clear that the next steps will be taken through HR or your recruitment consultant, it’s advisable to hold off on sending a message directly without speaking to your direct contact first.

Ask Your Recruiter First

Every company and hiring process has different expectations. That’s why your recruiter is your best guide. They work very closely with the hiring manager and understand their preferences. They can advise whether a thank-you note is appropriate, when to send it and what tone to take.

In some cases, your recruiter may even offer to pass along your appreciation directly, which can be a more suitable approach for some employers or senior-level positions.

Summary

Ultimately, there’s no universal rule. A thank-you note should never feel like a box-ticking exercise, but rather a genuine continuation of professional conversation.

If it adds value, it’s worth considering. But if it risks coming across as forced, it may be better to hold back. When in doubt, ask your recruiter; they’ll know the best approach for each situation.

The post Should You Send a Post-Interview Thank-You Note? appeared first on Tiger Recruitment.

Managing business finances can be overwhelming. You have to deal with tax preparation, financial forecasting, regulatory compliance, and more. Add challenging economic conditions and changing regulations into the mix, and the task becomes even more daunting.

That’s why it’s crucial to have a competent accountant on your team. Their expertise is essential for maintaining your financial health and driving your business forward.

In this guide, we explore the benefits of hiring an accountant, the costs, and how to find the perfect match for your financial management needs. If you need help finding qualified accountant candidates, Tiger Finance is here to help.

What Is an Accountant?

An accountant is a professional trained in managing financial accounts, ensuring compliance with tax laws, and providing financial advice. Any business, from small startups to large corporations, can hire an accountant to help manage their finances. Individuals can also hire an accountant for taxes and other financial tasks, especially those with complex financial situations who will benefit from an accountant’s expertise.

Accountants are frequently mistaken for bookkeepers. Bookkeepers primarily record financial transactions, while accountants take a broader role by analysing these records, generating reports, and advising on financial strategy. Understanding the difference can help you decide what kind of financial professional fits your needs best.

Here are a few of the typical responsibilities of an accountant:

• Preparing and examining financial records
• Ensuring records are accurate and that taxes are paid properly and on time
• Assessing financial operations and making best-practices recommendations to management
• Suggesting ways to reduce costs, enhance revenues, and improve profits
• Providing auditing services for businesses and individuals
• Advising on tax strategies and preparing tax returns
• Helping clients comply with legal and regulatory requirements

Benefits of Hiring an Accountant

Choosing to hire an accountant can transform the way your business operates, offering benefits that go beyond simple number crunching.

Expert Financial Advice

Accountants provide expert advice on how to handle financial matters, making them invaluable for strategic planning and decision-making. Their insights can help identify profitable opportunities and avoid financial risks, ensuring the long-term sustainability of your business.

Time Savings

Your accountant will handle all the complex, time-consuming financial management tasks. This saves you time, allowing you to instead focus on core business strategies and growth opportunities.

Compliance and Tax Efficiency

With ever-changing tax laws and compliance regulations, having an accountant ensures that your business adheres to all legal requirements. They can also improve your tax position, potentially saving you a substantial amount of money annually.

What to Look for in an Accountant

When hiring an accountant, you need to consider their qualifications, experience, and how they will fit into your company’s culture.

Skillset and Specialisation

The qualified accountant you hire should have a solid understanding of financial reporting and planning, risk management, tax preparation, and compliance. They should be specialised in either corporate finance, public sector finance, or personal finance, depending on your unique needs. You should look for someone with experience in successful strategic decision-making, ensuring that they can bring long-term financial benefits to your business.

Team Dynamics

Your accountant will need to work closely with other departments to gather, manage, and report on financial data. When recruiting an accountant, it’s important to assess their communication skills and ability to collaborate effectively with colleagues and management. You can do this by asking specific behavioural questions or checking their references to see how the candidate performed in team settings.

Accountancy Recruitment: Finding the Right Fit

Are you ready to recruit an accountant? Find out what you need to do to ensure you hire the best accountant for your company:

Know What You Need

Before you start the recruitment process, it’s essential to identify the specific skills and experiences that are crucial for your accountant. This clarity helps in targeting the right candidates and ensures that they can meet your business’s unique financial challenges.

Job Posting and Advertising

Crafting a clear and compelling job description and using the right channels to advertise your vacancy is crucial. It ensures that the position reaches a wide range of qualified candidates, increasing your chances of finding the perfect match.

Screening and Interviews

Screening CVs and conducting thorough interviews are critical steps in the recruitment process. These allow you to assess not only the technical skills and experience of the candidates but also their fit within your company culture.

How Do I Hire an Accountant?

We explain the steps you need to take to hire an accountant, plus how finance recruitment agencies like Tiger Finance can help:

Determine Your Budget

You first need to determine your budget for your accountant role. This will help you determine whether you need a permanent, contract, or temporary accounting professional, depending on what makes the most financial sense for your business.

At Tiger Finance, we’re here to assist you through every step of the accountant hiring process. If you’re unsure about what to budget for an accountant, check out our Finance and Accounting Salary and Benefits Review. This will help you set an accurate and competitive salary benchmark for your accountant role.

Evaluate Credentials and Experience

When hiring an accountant in the UK, it’s important to look for credentials such as ACCA (Association of Chartered Certified Accountants) or ACA (Associate Chartered Accountant) qualifications. An accountant candidate with these certifications indicates an expert level of training. Candidates with experience in your specific industry can also be beneficial as this means they will understand the unique challenges and opportunities your business may face.

At Tiger Finance, we can assist you in evaluating the credentials and experience of potential candidates. We have access to a broad network of highly qualified and vetted accountants. Our team of specialist recruiters can guide you through the process of matching the right credentials and experience with your specific business needs.

Onboarding and Training

Once you have chosen your accountant, proper onboarding and training are essential to integrate them into your business smoothly. This ensures they understand your business processes and financial practices, setting them up for success in their new role.

Tiger Finance is committed to creating a long-lasting relationship with each of our clients. That means we don’t stop once we have sourced you a candidate. Whether we help you with accountant recruitment or hiring a financial planner, we will provide aftercare to ensure you are always supported while you integrate your new member into your team.

Cost to Hire an Accountant

The average salary for an accountant in the UK can range between £45,000 to £55,000, but this depends on various factors.

Fee Structures

Accountants can be compensated through various fee structures, including salaries, hourly rates, fixed fees, or a retainer basis. The fees they charge will depend on whether it is corporate finance recruitment, public sector recruitment, or personal finance recruitment, impacting the nature of the work and the level of expertise required.

Cost vs. Value

Hiring an accountant can seem costly, but it’s important to consider the value they bring. An experienced accountant can save your business money in the long run through efficient tax strategies and financial management. This can quickly outweigh the expense of your accountant.

Negotiating Terms

Negotiating terms with an accountant helps control costs by agreeing on a fee structure that fits your budget. It ensures that the scope of services is clearly defined, preventing overcharges for unnecessary services. This flexibility allows for adjustments in services and fees based on your business’s changing needs.

Tips for Successful Accountancy Recruitment

It can be frustrating to go through a lengthy recruitment process only to discover that the accountant you’ve hired isn’t the right fit for your business. To avoid this, we have some tips to ensure your accountant recruitment is a success:

Networking

Networking can be a powerful way to enhance your accountant recruitment process. By attending industry seminars or engaging on platforms like LinkedIn, you can connect with qualified accountants. These networks provide access to a broader pool of talent and increase your chances of finding the right fit for your company.

Continuous Learning and Development

Highlighting continuous learning and development in your company can attract top accountants who value career growth. This emphasis on professional advancement makes your business more appealing to skilled candidates looking for long-term opportunities, helping attract high-quality talent.

Performance Reviews and Feedback

Performance reviews and feedback from your current accounting team can help refine your recruitment process. These insights can help you identify the skills and personal qualities that suit your company, helping you tailor job descriptions and selection criteria. Feedback can also reveal skill gaps in your team, ensuring you focus on candidates who can fill these specific needs. You can also use this step if you’re looking for how to recruit a finance director.

Why Tiger Finance?

Tiger Finance specialises in recruiting best-in-class accountants. Our recruiters have extensive experience and deep market understanding to ensure that we fill your roles with top financial talent. We’ve worked with SMEs to large corporations, offering tailored recruitment solutions that meet the unique needs of your business. If you’re looking to recruit for other finance roles, such as a financial controller or a finance business partner, please get in touch to see how we can help.

Hire an Accountant with Tiger Finance

Hire a perfectly matched accountant with Tiger Finance. Our expert recruiters have an extensive network and sourcing tools to find the best candidates for your needs. Whether you’re looking for a contract-based or permanent accountant, our accountancy recruitment service is ready to meet your requirements.

Get in touch today to kickstart your accountant recruitment.

The post Hire an Accountant: The Essential 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 Qualifications

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

Certifications

A candidate will typically have a degree in finance or accounting. A strong candidate typically holds additional certifications, such as a Certified Public Accountant (CPA) or Chartered Financial Analyst (CFA). Candidates may also have advanced degrees like a Master of Business Administration (MBA), which enables them to bring valuable insights to the role.

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.

Use our finance and accounting salary and benefits review to determine a fair and competitive salary to offer to ensure you attract the ideal candidate to your role.

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 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 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.

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 such as Certified Public Accountant (CPA).

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 the needs of your business 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 finance and accounting salary and benefits review to ensure you are making a competitive offer that will attract and retain your ideal candidate.

Hire 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 business partner (FBP) has become essential for businesses of all sizes. An FBP will bridge the gap between your departments, using their financial expertise and data-gathering skills to provide strategic recommendations for your business. Without an FBP, making data-driven decisions becomes difficult, leaving your business open to financial risks.

In this guide, we will explain what the role of a finance business partner is and provide a step-by-step process for hiring one for your business.

What is a Finance Business Partner?

A finance business partner is a senior advisor who works closely with various departments within a company to provide financial insights and support strategic decision-making. They analyse financial data to help your business plan and achieve its goals. To be successful in this role, the FBP must have strong analytical skills and the ability to communicate complex financial information clearly.

Responsibilities of a Finance Business Partner

Finance business partners are involved in various aspects of financial management and strategic planning. Below are some key areas where FBPs add value to your organisation:

Strategic Planning and Analysis

An FBP will play an important role in your business’s strategic planning. They will analyse financial data, market trends, and business performance to identify any opportunities or risks. They will then present their data-driven recommendations to your senior management to guide the future direction of your business.

Budgeting and Forecasting

An FBP will help you create effective budgets that ensure your company’s spending aligns with its strategic goals. They will collaborate with the different departments and utilise the gathered data to set realistic financial targets. This collaborative process ensures that every part of your business is working towards the same financial objectives.
FBPs will also prepare financial forecasts to predict future performance based on historical data, market trends, and business assumptions. This accurate forecasting can help you plan for various scenarios and make any necessary adjustments to ensure your business remains competitive.

Performance Monitoring and Reporting

Keeping your finger on the pulse of your business’s performance allows you to make informed decisions and quickly address any issues before they turn into major problems. An FBP will handle this for you by regularly tracking key performance indicators (KPIs) and compiling their findings into performance reports. These reports provide you with clear insights into your company’s financial health and highlight any areas that require attention.

Decision Support and Advisory

FBPs act as advisors to your management. They use their financial expertise to evaluate the potential impact of various business decisions, including strategic initiatives, investments, and operational changes. They will then present their findings to help management understand the potential risks and benefits of different decisions.

Let’s say your business is considering expanding into a new market. Your FBP will analyse this business decision by looking at the costs, potential revenue, and financial implications of this expansion. You can then make a sound decision whether entering the new market is worth the potential risks or rewards.

Risk Management and Compliance

FBPs help minimise the impact of potential risks on your company’s financial health. To do this, they will analyse market risks, operational risks, and compliance risks. If any risks are identified, the FBP will develop strategies that ensure you avoid any financial impacts or legal issues.

How to Hire a Finance Business Partner

If you’re ready to bring an FBP’s strategic insights and effective risk management into your business, follow our step-by-step hiring process:

1. Identifying the Need for a Finance Business Partner

The first step in hiring an FBP is identifying your business’s needs. This will typically depend on the size of your business, your current challenges, and your future plans.

• Large Corporations: In large corporations, you often need detailed financial analysis, strategic planning, and effective resource allocation across multiple departments. An FBP helps manage these complex financial operations and supports your long-term business strategies.
• SMEs: As a small or medium-sized enterprise, you might need help with budgeting, financial forecasting, and improving overall financial performance. An FBP will have the expertise to streamline your financial processes and ensure sustainable growth.
• Startups: If you’re running a startup, you typically need assistance with cash flow management, fundraising strategies, and financial forecasting. An FBP can assist with risk management and accurate forecasting, ensuring your business is ready to scale.

Once you have identified your specific needs, you can then develop a clear job description. This should outline the key responsibilities required for the role to help attract the right candidates for your business.

2. Essential Qualifications and Experience

To ensure your business benefits from hiring an FBP, you need to look for candidates with the right qualifications. The candidate should have a degree in finance or accounting, with additional certifications such as the Association of Chartered Certified Accountants (ACCA) or Chartered Institute of Management Accountants (CIMA).

They should also have a minimum of three years of experience in strategic planning, budgeting, and financial analysis. Selecting candidates who have worked with businesses of similar size or within your industry ensures they can understand your specific needs and offer valuable insights.

3. Competencies and Soft Skills to Look For

FBPs need certain skills to succeed in their role and contribute to your organisation’s success. Look for candidates with strong analytical skills who can interpret complex financial data and provide actionable insights. They should also have a solid understanding of financial modelling and forecasting.

Effective communication is another important skill to look for. FBPs need to present financial information clearly to non-financial stakeholders to ensure they can support strategic decisions. Other important soft skills include problem-solving, teamwork, and the ability to work under pressure.

4. Interviewing and Selection Process

Once you have a shortlist of candidates with the right certifications, experience, and skills, you can begin the interview process. When interviewing an FBP, it’s important to include the key stakeholders that they will be working with. This can include any department heads and senior members of the finance team, such as the finance director or financial controller. This can help you determine the candidate’s ability to collaborate across different departments.

You will need to prepare questions to ask the candidate during the interview. These questions should assess the candidate’s technical abilities and their soft skills. For example, you can ask them to explain a complex financial concept, such as cash flow forecasting, while also paying attention to how they describe this information to the non-financial interviewers.

Once you’ve identified the right candidate for your business, it’s time to make them an offer. The offer you make needs to reflect their experience level and the value you expect them to bring to your company. Refer to our finance and accounting salary and benefits review to determine a competitive salary offer that will attract your chosen candidate.

5. Integrating a Finance Business Partner into Your Team

The work doesn’t stop once your chosen candidate has signed their employment agreement. Ensuring they are seamlessly integrated into your team is crucial for their success and retention. A well-structured onboarding program can facilitate this process and help them hit the ground running.

A comprehensive onboarding program should include an introduction to your company’s financial systems and processes. Offering training on your company’s specific financial software and reporting practices will enable them to perform their role effectively from day one. You should also schedule meetings with all department heads and senior management to kickstart the collaboration.

Challenges in Finance Business Partner Hiring

Hiring an FBP can come with certain challenges. FBPs need to work closely with various departments, which can have their own goals and communication styles. If there are any misunderstandings or collaboration blockers, this can impact the FBP’s ability to perform their role effectively. To prevent this, ensure clear communication channels and regular meetings are established from the start.

Another common challenge for FBPs is keeping up with industry trends and best practices. The financial landscape is constantly evolving, and an FBP must stay current to provide valuable insights. You can support your FBP by providing access to continuous learning and professional development to ensure they stay up to date.

In certain cases, businesses misidentify their needs and mistakenly hire an FBP when they actually need an accountant. This error can be a significant setback, leading to frustration for both the business and the FBP. If your primary need is for transactional tasks like bookkeeping and basic financial reporting, it’s better to hire an accountant from the start.

Hire a Finance Business Partner with Tiger Finance

Tiger Finance is a specialist finance recruitment agency with the experience and expertise to find the right finance business partner for your organisation. Our recruitment process is thorough and tailored to meet your specific needs. We will support you along every step of the hiring process, from candidate sourcing to salary guidance to effective integration.

Fill in our request form to partner with our professional finance business partner recruiters.

The post What is a Finance Business Partner? 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 to 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, our tips below can help to guide the right approach.

Make the candidate comfortable

To encourage the best possible candidate experience, try to 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 complete interview and selection guide for employers to find out more about best practice hiring.

The post Hiring managers, are you preparing the right way for interviews? appeared first on Tiger Recruitment.

The post Hiring for Emotional Intelligence Without Bias 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.

As we settle into Q3, there has been a clear shift in employer and jobseeker priorities. Permanent hiring has slowed and demand for temporary and fixed-term contract staff has remained consistent. Hybrid or flexible working arrangements are still a non-negotiable for many candidates, with working parents seeking greater flexibility around start and finish times.

Economic Overview

The Office for National Statistics (ONS) reports that the number of payrolled employees decreased by 0.4% between May 2024 and May 2025. A dip of 0.1% in just one month between April and May this year has likely been influenced by a seasonal slowdown in industries such as hospitality, education and retail, where temporary roles end after financial year-end decisions.

Despite these short-term contractions, the employment rate for those aged 16-64 rose to 75.2% between March and May, a positive sign of growing labour market participation.

Our recruitment experts predict stability in Q3, although the Autumn Budget is contributing to uncertainty within the permanent market.

Demand Grows for True Flexibility

Jobseekers have shown hesitancy around career moves. For many, true flexibility, not just hybrid working, has become a non-negotiable. They want autonomy over what time they start and finish, and the ability to work from home or abroad.

Temporary and Contract Hiring Trends

Tiger Recruitment Consultants have noted that temporary interviews are now being treated with the same rigour as permanent hires.

• Increased workloads are being managed by contract staff to cover departures
• Maternity leave coverage is a key driver of contract hiring
• Smaller businesses are leaning towards fixed-term contract hires, while larger organisations continue to rely on temporary staff to meet immediate needs

Jobseeker Priorities

• Hybrid working remains a top priority
• Access to more flexible working hours (e.g. later starts/earlier finishes)
• A positive and inclusive company culture

ONS data paints a mixed picture, with some notable signs of resilience. Despite the dip in payrolled employees, the employment rate and wage growth point to resilience in a complex and shifting economic climate.

To download a copy of this recruitment market update, click here.

The post Tiger Recruitment’s Quarterly Market Update appeared first on Tiger Recruitment.

Every interviewer will have their own personal preference for different interview styles. Each interview format will require a slightly different approach on your part as the interviewee. Take note of the tips below and you won’t go wrong!

1. The phone interview

Phone interviews can take on a number of different guises. From a 5-minute screening chat to 1-hour thorough conversations, each can play a crucial role in whether or not you’re successful in being invited to the next stage. Key points to consider are fairly obvious… but important! Ensure you’re located in a quiet spot where you’re unlikely to be interrupted, have strong phone signal and a fully charged phone.

2. The video conference call

Video calls are a very common interview format now. Make sure you’re in a well-lit and quiet location, are connected to Wi-Fi, and have a Plan B if technology fails you! The Plan B could be a phone call, FaceTime or Skype audio. If you’re not prepared, a poor experience of cutting in and out may significantly and negatively impact the experience.

3. The lunch interview

If you’re lucky enough to be taken for lunch on your interview, please don’t forget your manners. That means being polite to the wait staff, holding your cutlery properly and probably not ordering the spaghetti. Remember what mum used to tell you about elbows on the table? This is THE moment when it matters.

4. The panel interview

Panel interviews can be the most daunting kinds of interviews, essentially because you’re facing a firing squad aiming questions at you left, right and centre. In these scenarios, remain calm, acknowledge all of your interviewees when you speak, and maintain open body language.

5. The group interview

In a group interview, you’ll typically be asked to complete a task or solve a problem as a team. In these sorts of scenarios, you’ll need to impress in some small way. This doesn’t necessarily mean that you need to lead the group, but you will need to think about how you might demonstrate value in a team scenario.

6. The team interview

Meeting the team is a great way for both parties to assess cultural fit. It also generally means you’ve impressed the key decision maker, which is good. Woo the team with your personality and charm, and you’re sure to succeed.

7. The test interview

The test could take the form of presenting to a group, or it might just mean being assessed of your Microsoft office skills. Either way, these must be skills that the employer considers crucial to the role at hand. If there is an opportunity to prepare properly, take the time to do so rather than cramming and leaving it down to the wire. Get plenty of sleep the night before, and try meditation techniques for keeping any anxiety at bay.

8. The recruitment agency interview

A positive meeting or registration with a recruitment agency is essential if you’d like that agency to represent you and put you forward for roles. Be proactive and ask for feedback at the end of the interview. Then take it on board!

9. The puzzle interview

The likes of Google, Apple and other highly sought-after brands have been known to weave in puzzle questions into their interviews. An example might be: “If you’re in a small room with nothing but a bar of soap and feather, how do you get out?” Weird questions are not uncommon and can often work well to illustrate your thought process. Embrace them!

10. The traditional interview

And finally, the traditional interview. This is likely to be set in a meeting room with one or two interviewers who ask you a series of questions designed to reveal your suitability for the role at hand.

Looking for a role? Apply for a new job or submit your details with us today.

The post How to excel at ten different types of interviews appeared first on Tiger Recruitment.

How do I get a temporary summer job?

As an undergraduate or recent graduate with three long summer months at your disposal, it may be tempting to pack your life into a backpack and take off, exploring your European backyard. However, this period is also a perfect time to bulk up your CV and gain valuable work experience. Could a summer temp job be in your immediate future?

Should you be considering a temporary job in London over the summer, you’ll need to start thinking about it now, as most companies will look to fill contract roles before June comes around. Here are some steps to take to give you the best chance of success.

1.Prepare your CV

There’s no point searching for a temporary summer job without a spot-on CV. As one of the most important tools in your job hunt, your CV is your chance to make a fantastic first impression, showcasing just how your skills and experience could assist a business. Make sure it’s up to date, has all relevant work experience and education, as well as anything else you think would be of interest to an employer.  Don’t forget to explain what you’re looking for and include your interests and achievements! These little details could be the differentiator between a hiring manager choosing to interview you and not someone else.

2. Register with a job agency

Recruitment agencies like Tiger often have three-month contracts over the summer in a variety of industries. In our case, submit your details to our database first before applying for jobs directly. A consultant will then follow up with a face-to-face registration if your experience is suited to their clients. Once registered, make sure you stay in regular contact and reply to any potential roles in a timely manner – the nature of temp work means roles move quickly!

3. Conduct research

Once you’ve registered with a recruiter, it could be worth looking into the businesses that are likely to advertise for summer temp jobs. A simple search on Google will reveal who has hired temporary employees in the past, as well as who has current openings. This can guide your applications, as well as demonstrate the scope of roles available to you. It’s also worth calling a range of businesses that work in the industry you want to work in to see if they need assistance over the summer.

4. Open up your network

You never know where a conversation could take you! Start focusing your efforts on meeting as many people as possible, attending university or industry events and connecting with professionals on LinkedIn. It’s also worth using your existing network – do your friends and family know of any positions going? At the very least, making a concerted effort to talk to others about your job search could result in helpful advice, if not your dream role!

The post Temporary summer jobs in London 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 CVs 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 CV and give it the information about a role you’re applying for. But we all know a CV 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 CV 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 realise is that there is so much more that gives away that a CV 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 CV 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 analyse 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 CV today.

The post Why AI Won’t Get You Job Interviews appeared first on Tiger Recruitment.

June is Pride Month, which is much more than the flags and parades. It serves as a timely reminder to identify employers that truly champion diversity during your job search. As Kate Headford, Head of the HR division at Tiger, says, “inclusive employers will create space for you to thrive as your full, authentic self”.

Your LinkedIn feed is most likely flooded with pages posting facts, diversity figures or reports about Pride Month, but how do you spot a truly inclusive employer behind these statements?

1. From the job description

A lot of the time, the first time you’re introduced to a company is through a job description. This is a good opportunity to get a real feeling about how they portray themselves.  If you read between the lines, you can tell a lot about what a company believes. HR Magazine reports that 84% of jobseekers in the UK say they judge a company on its recruitment process.

Take note of the language they use, is it inclusive? Are they using language like “seasoned” or “native English speaker” instead of focusing on skills and qualifications?

2. Representation at all levels

One of the great things about social media is the ability to find plenty of information about your potential future employer. Use this to your advantage and search LinkedIn or look at the team page on their website to learn about the company background. Who is leading teams, who is at the top and who is in decision-making roles? Is there gender diversity in their leadership? If you see patterns with who has the ‘power’, this could be a clear indication of a company’s position towards diversity, not everyone practices what they preach.

Diversity, equity and inclusion (DEI) is not just a set of values that a company can differentiate itself with, they are expectations. Good employers shouldn’t just welcome differences, they should cultivate workplaces that allow people to thrive because of them.

3. Transparency

Transparency is key when evaluating employers that claim to celebrate diversity. Look for companies that openly share their diversity policies or publish clear statements detailing the actions they’re taking to promote inclusion and how they plan on doing this. It’s not just about what they say, it’s about what they do. This is the perfect moment to bring all your research together. You’ve identified their policies; now ask yourself, are these values reflected at every level of the organisation? Do their communications reinforce their commitment to diversity?

Moreover, look at employers who don’t claim to be doing everything right, but they’re on a journey to do better.

4. Benefits and support

Benefit packages give an insight into what businesses value. If you’re looking for a diverse employer, you want to be looking beyond a free fruit basket or pizza every Thursday. Do they offer reasonable adjustments for employees with disabilities or other needs? What is their shared parental leave policy? This can be a useful insight into the policies companies value.

If you’re struggling to find what you need to decide if an employer is truly inclusive, you can also ask questions during an interview, which will give you a better understanding of the company’s approach to DEI.

• “How does the company support diverse communities, including LGBTQ+ employees?”
• “Can you tell me about any DEI initiatives the business is currently involved in?”
• “How is inclusion measured?”

Whether you’re searching for a company that aligns with your values or seeking support in navigating inclusive employers, our consultants can help.

Ready to take the next step in your job search? Submit your CV or browse job opportunities.

The post Championing Diversity: How to Identify Truly Inclusive Employers appeared first on Tiger Recruitment.

The Benefits of Temp Work

In today’s fast-moving job market, more professionals, at all levels of seniority, are turning to temporary work.

There are many reasons why a professional may choose to do temp work. Some may have been made redundant, others may fit temp work around another commitment, such as a creative pursuit or parenthood, or to gain the relevant experience. Temporary work can range in length – some temp placements can be for a day; others can be for several months.

Could temping be for you? With plenty of benefits, it could just be the perfect career path.

It presents a challenge

Temporary assignments can be extremely challenging as you will need to pick up processes, procedures and policies very quickly. You will likely be required to cover a workload for a member of staff who is out of the office, so there’s a chance there won’t even be a handover. For this reason, you’ll need to be able to pick up tasks with little to no direction, using your common sense and initiative to figure tasks out.

Experience

Working as a temp will allow you to develop your skillset and gain fantastic experience, which you can then add to your CV. A broad CV that displays several skills is very appealing to employers and may well get you the job over another applicant.

Remember to regularly update your CV whilst temping, making a note of key achievements within a role. Think about what will be appealing to those reviewing your CV and try to sell yourself.

Temporary work works extremely well for those straight out of education, as it allows you to ‘try before you buy’, while building up essential experience that will bode well when you eventually decide to pursue permanent work.

Flexible working

The flexibility of temp work is what makes it appealing to so many people.  If you communicate your availability to your consultant, the temporary working world is your oyster.

As temporary working assignments can vary in length, you can choose exactly how long you’d like to work for, making your work life work for you.

Confidence boost

Starting a new job can be daunting, whether it is temporary or permanent. Taking those first steps into work is nerve-wracking. However, taking on temporary work placements means you’ll be required to do this regularly, which will increase your confidence immensely. You will build your people’s skills each time you step foot in a new office and find new ways to strike up a conversation or get to know your colleagues. Building your confidence will also help you when it comes to interviewing elsewhere for new roles.

Networking opportunities

Often, when job seekers first move to an area, they can walk straight into a great temporary job and gain experience and income quickly. Moving to a new area can be difficult, and the idea of leaving friends and family behind is a scary thought. By working as a temp, you will be meeting new people regularly. You will be constantly building new relationships and making great friends!

Paid holiday

Did you know that temporary workers also have the right to claim holiday pay? The Agency Workers’ Regulations, introduced in 2010, state that all temporary workers should receive a minimum of 28 days’ holidays a year, pro rata against the hours they’ve worked. Holiday pay is accrued at 12.07% of your gross pay. When temping through Tiger, you remain on our payroll, so your holiday pay accrues across all placements. You can usually get this paid out should you not want to use it. If you have any questions about holiday pay as a temp, feel free to get in touch with the temp team.

Opportunity

Temporary work could be that all-important foot in the door with employers. They could ask you to come back each time to cover an absence. Not only this, but temporary work could lead to a permanent position within the company. Your employer may see great potential in you and will not want to let you go. We see a high instance of candidates starting in a temporary role and going permanent. Think of every temp job as an interview and initial introduction to a company.
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If you’re looking for temp work, submit your CV today.

The post The Benefits of Temp Work appeared first on Tiger Recruitment.

While awareness of neurodivergence in the workplace is growing, there’s still a long way to go in closing the employment gap. According to gov.uk, less than a third (31%) of autistic adults in the UK are in employment, compared to 75% of the general population.

As Associate Director at Tiger Recruitment with nearly 20 years of experience in the industry, inclusive recruitment has always been a passion of mine. Since moving into a leadership role, I feel an even greater responsibility to drive change.

Hiring managers are happy to offer reasonable adjustments when candidates ask for them, from their point of view, they feel they’re being supportive. What many don’t realise is that applicants may not feel confident enough to disclose their neurodivergence. As a result, they may turn down opportunities due to a lack of support during the hiring process, often seen as a sign they won’t be supported in the role itself.

One of the most common reasons I hear employers give for not adapting their hiring or onboarding process is a lack of time or budget. However, there are several small changes businesses can make that can have a significant impact on neurodivergent candidates:

1. Normalise disclosure

Even if candidates aren’t ready to disclose their neurodivergence, asking about adjustments early on helps create a sense of safety and inclusion.

2. Share interview questions in advance

Individuals with ADHD or autism often benefit from having extra time to process information. Sharing interview questions in advance gives candidates the opportunity to consider their responses carefully. My clients who have actioned this felt more prepared, and the quality of candidate answers were so much better. It’s a win-win!

3. Be clear about timelines

Some organisations offer financial support for travel or childcare to help candidates attend in-person interviews. For those unable to offer such benefits, clearly communicating the interview date, time, and location at an early stage can be just as helpful. With enough notice, candidates can make the necessary arrangements and are less likely to drop out due to disruption.

4. Provide a clear onboarding plan

New environments can be particularly challenging for neurodivergent individuals. A detailed onboarding plan outlines what to expect, helping to reduce stress and give them a sense of control. A written plan is especially useful, allowing them to revisit the information and process it at their own pace.

It’s essential that inclusive recruitment policies are embedded throughout the organisation, not just used as an attraction tool. This lays the groundwork for long-term retention and success for neurodivergent hires. If you’d like advice on inclusive hiring, onboarding, or workplace adjustments, I’d love to speak to you!

The post Small Adjustments, Big Impact: What Inclusive Recruitment Really Looks Like appeared first on Tiger Recruitment.

The search for a job in London can be a full time job in itself. However, there are ways to make the process easier, including registering with a recruitment agency. Employment agencies in London specialise in placing candidates in roles across a range of industries and can help you secure your next dream role.

Choosing an agency

Firstly, you need to think about your needs. What job are you looking for? What industry do you want to go into? You can get generalist and specialist agencies, so if you know exactly what you want to do – you want to be a PA, for example – look for an agency that specialises in administrative and PA recruitment. If you have no idea what route you want to go down, look for a generalist agency who will have a number of different roles that might be suitable. Have a look on the agency job pages on their website to see the roles they have advertised to help you decide which might be most suitable. You might have certain employers you want to work for; perhaps you could find out who does their recruiting and get in touch with them.

It’s always good to ask friends and colleagues if they have any recommendations too. Tiger offers a £250 reward for any successful referrals for permanent positions and other agencies can offer similar, so it works in your friends’ benefit.

How do you register with job agencies?

The process of registering with a job agency in London will vary from agency to agency, but usually you will submit an initial enquiry online. You may then be invited to meet with a recruitment consultant for an interview. During this meeting you will have the chance to talk about your CV and career goals. It’s not only skills and experience that make an impression;, this is also an opportunity for your consultant to get a sense of your personality and what roles and company cultures may suit you best.

Don’t be afraid to register with a few job recruitment agencies in London or elsewhere. By placing your CV in front of as many job agencies as possible, you’ll increase your chances!

Finding the perfect role

Once you’re registered with a London job agency, you’ll be considered for jobs that fit your skills and preferences. It’s not uncommon for London employment agencies to ask you to complete skills testing – these online tests will assess relevant skills such as your touch-typing speed and Microsoft Office proficiency.

Should your consultant wish to put you forward for a role, they will check with you to ensure you wish to be considered for the position. Generally a shortlist of candidates is shared with the company seeking to hire, and they will make the decision to invite a selection of people to interview.

The perks of using a recruitment agency in your job hunt

Your consultant will support you in every stage of your job hunt. The collaborative nature of securing work through a job agency will save you time and may also expand your professional horizons as you could be considered for roles you wouldn’t have otherwise heard about.

Many job agencies also offer interview training, CV advice and professional development opportunities to candidates, all at no cost.

Some London recruitment agencies offer assistance with securing temp roles as well as permanent contracts. Temping in London can be a great way of gaining confidence and experience, making ends meet while hunting for a permanent role, or working flexibly alongside other commitments. There are both specialist temp recruitment agencies in London, as well as industry-specific agencies in London that cover both temporary and permanent placements.

The post What can a recruitment agency do for jobseekers? appeared first on Tiger Recruitment.

When you interview for a role that you really want, you simply can’t afford to bring anything less than your A-game to the meeting. I’m sure that you will have read the job description carefully, picked your lucky outfit, and prepared your answers to their prospective questions. For some, that may be enough. But just in case, keep these tricks up your sleeve and you’ll be able to successfully convince the interviewer that you’re the right person for the job!

1. They want to bring on board someone that they like… so be nice

This is a really easy one and while it might seem simple, it works! Maintain positive body language throughout, keep smiling and ask questions where relevant. We also recommend telling little personal anecdotes to give them a window into your personality.

2. Do your research

People like to talk about themselves and the things that interest them, so you’re more likely to endear yourself to interviewers if you ask about topics they want to talk about. Have a look for your interviewers on social media. LinkedIn and Twitter are the best channels for a good snoop into their history and areas of interest. It’s ok if they know you’ve done your research on them: you could even make a bit of a joke of it.

3. Ask probing questions

We think that the best interviews are two-way conversations – don’t wait until the end of the meeting to ask questions. It’s more interesting for both parties if you answer one of their questions by rounding it off with a query back to them. Similarly, at the beginning and end of the interview you might find yourself in a position to make small talk. Feel comfortable asking about their weekends, about the office space or how they get into work.

4. Show confidence with body language

Your body language tells its own story to the interviewer, regardless of the words coming out of your mouth. From the very first moment that you enter their line of sight, try and maintain strong body language. It will speak volumes about your confidence and sets you up to impress. Stay standing while you wait to greet your interviewer; maintain strong eye contact throughout the meeting; and refrain from fidgeting your feet and hands. Some of our Candidates find that a power pose before an interview can really help as well. If you arrive early enough, take five minutes to do this in the bathroom ahead of the meeting. Stand, with your feet shoulder width apart and your hands on your hips. Look straight ahead and hold the stance for at least two minutes while breathing deeply. You’ll be amazed at the confidence kick it gives you.

5. Be totally engaged

In an interview scenario, it’s not uncommon to focus on what you’ve just said or what you’re about to say. Many Candidates struggle to simply be present in the conversation. It’s a big mistake not to engage completely with your interviewer. When they speak, focus on what they’re saying and respond accordingly. If they tell a joke, laugh. If they’re speaking on a more serious note, respond accordingly. This will leave them feeling like you’re truly enthused about the job at hand.

If you think you need a bit of extra help with your interview technique, why not try an online training course? You can also apply for available roles.

The post Five ways to outsmart your interviewer appeared first on Tiger Recruitment.

From the Tiger’s Mouth: Creating Impactful Charity-Corporate Partnerships

In this episode, we spoke to Brendan McGowan, a Senior Consultant at NPC, with 20 years of experience working with the charity sector.

Our host Jess Umasuthan, Senior Consultant and Charity Ambassador at Tiger Recruitment, asks Brendan to share his tips for establishing meaningful corporate-charity partnerships and effectively measuring your impact. If you’re looking to improve your charity partnership for both social impact and internal benefits, our latest podcast episode is your go-to resource.

From the Tiger’s Mouth: Supporting Employees Through Menopause

Join Head of Zurich Office Jane Leese and Dr. Ruqia Zafar, NHS GP and Director of Bioidentical Hormone Replacement Therapy (BHRT) at Future Woman, as they explore how businesses can better support employees going through menopause

In this episode, Ruqia offers an insightful overview of menopause, its symptoms and the impact on women in the workplace. We share practical ways HR teams can foster open conversations and put in place adjustments and policies enabling women to thrive throughout this transition.

From the Tiger’s Mouth: Employment Law Post-Election: Future-Proof Your HR Practices

Join HR Consultant Jamie Power and BrightHR Operations Manager Lucy Cobb as they share top tips on navigating employment law changes post-election.

In this episode, Lucy provides essential insights on family-friendly leave, flexible working regulations and more.

From the Tiger’s Mouth: Maximising Executive Efficiency – The Evolving Role of Administrative Assistants

Managing Director Rebecca Siciliano speaks to Lucy Brazier OBE, CEO of Marcham Publishing and leading authority on the administrative profession. From PAs to EAs, Rebecca and Lucy explore all the latest trends in administration.

This episode shares frameworks to upskill assistants, opportunities to embrace AI, top tips on delegation, and more.

From the Tiger’s Mouth: Strategies For Aspiring Female Leaders

Happy International Women’s Day! In this empowering podcast episode, we dive into the world of leadership with a focus on strategies tailored for aspiring female leaders. Join us as we bring together a panel of accomplished professionals from Tiger Recruitment, each with a unique perspective on climbing the career ladder, overcoming challenges, and thriving in leadership roles.

Our esteemed host, Katie Hawksley-Blackburn, a senior recruitment consultant at Tiger Recruitment, leads an insightful conversation with a dynamic lineup of guests. From the Managing Director, Rebecca Siciliano, to the Director of the London City office, Angela Lopes, and the Head of the MENA region, Zahra Clark, to the Head of Zurich, Jane Leese, our panel represents a diverse range of leadership experiences and backgrounds.

Tune in to gain valuable insights and practical tips on navigating the corporate landscape as a female leader. Our guests share their personal journeys, discussing the obstacles they faced and the strategies they employed to succeed. Whether you’re just starting your leadership journey or looking for ways to advance your career, this episode provides a wealth of knowledge and inspiration.

Discover how to build resilience, cultivate a supportive network, and leverage your unique strengths as a female leader.  This International Women’s Day, empower yourself with the tools and strategies needed to not only survive but thrive in leadership.

Join us for an engaging and uplifting conversation that celebrates the achievements of women in leadership, while providing actionable advice for those aspiring to make their mark. Don’t miss this special episode!

From the Tiger’s Mouth: Empowering Neurodiversity at Work

HR Consultant, Jamie Power, interviews Dr Samantha Hiew, award-winning professional speaker and Founder of ADHD Girls, which she founded after receiving an ADHD diagnosis at the age of 40.

With neurodivergent individuals making up 15-20% of the global population, this episode addresses steps for businesses to empower neurodivergent workers and reap the rewards of a diverse workforce.

From the Tiger’s Mouth: Unlocking the secret to hiring Gen Z

Principal Consultant Katie Hawksley-Blackburn discusses everything Gen Z hiring-related with Global Employer Brand Manager Charlotte Steggall, who specialises in early careers at WTW.

The episode provides employers with a comprehensive overview on what attracts Gen Z to a role, and what will make them want to stay long term at a company.

From the Tiger’s Mouth: Bringing Games Into Your HR Strategy

HR Consultant Jamie Power and Andy Yeoman, Strategic Developer at Totem Learning discuss what games can bring to your business. The conversation exhibits key insights into the value of gamification in HR.

This episode looks at how HR teams can use games and gamification to improve  recruitment and onboarding processes, foster positive work environments and improve team dynamics.

From the Tiger’s Mouth: The power of AI in HR

Technical Consultant Arian Hasanyan, discusses the hot topic of AI and automation with Devon Lovell, People Partner and HR Consultant at Fitzgerald HR. The conversation unveils key insights for businesses to elevate their HR function.

This episode looks at how HR teams can use AI and automation to reduce their administrative burden, improve talent acquisition, create a company strategy and policy around AI, and more.

From the Tiger’s Mouth: Cultivating success with employee wellness and mental health initiatives

Tiger New York’s Senior Consultant Jessica Krisburg, sat down with Jessalynn Hudgins, founder of Whole Health Wellness, to discuss how HR teams can leverage employee wellness initiatives to improve mental health, workplace morale, and resonate with jobseekers and employees alike.

They also analyse the future trends in employee wellbeing, how HR teams can utilise technology to support wellbeing policies, strategies that companies should take note of, and much more.
Listen to the episode below!

The post From the Tiger’s Mouth: Podcast for HR Professionals appeared first on Tiger Recruitment.

As an office manager, moving offices can be one of the most time-consuming and stressful experiences in your career, as balancing day-to-day operations with searches and viewings can take their toll. We’ve compiled a checklist to help make relocating into a serviced office as simple and stress-free as possible, so you can enjoy the positives of moving office[1].

Do your homework

Although you may want to find a new office in a hurry, taking the time to work out exactly what you want to gain from your new office is vital! Weigh up your business needs such as location, budget, size and quality. Many organisations looking for a new space change their requirements within weeks of their first search. This is usually because they weren’t clear on their parameters to begin with.

FreeOfficeFinder, an online office broker, has developed a new pricing tool for serviced offices[2]. The tool is updated regularly, and allows users to filter individual office requirements like team size and budget. This allows office managers in London to plan their office search and calculate rental prices easily. The tool is regularly updated and allows users to filter individual office requirements like team size and budget, so office managers can plan their office search and calculate rental prices easily.

Location, location, location

Knowing the right location for your business[3] remains one of the most important factors when searching for a new office. Can employees and clients commute to the new office easily? Make sure you consult your colleagues during your search process, through a feedback survey or meetings. This way, you can ensure your new office will be a good move for everyone. The FreeOfficeFinder tool also features an interactive map, allowing users to discover and compare nearby locations available for your office move.

Room to grow

For any company to succeed in today’s world, the ability to adapt and grow is crucial. Whilst you may only look for a space to accommodate your current team, it’s equally important to look to the future plans of the business. Having the flexibility to downscale or expand your office during your contract is a valuable advantage. The last thing you want is to be unable to expand your business because your office space will not allow it. Serviced offices allow businesses to rent work space on a rolling licence agreement, giving you room to grow. You can’t predict the future, but considering any changes your business may face is key to thriving in your new office.

If you have office move experience, Tiger Recruitment may be able to assist you with finding a fantastic permanent or temporary office manager job! Apply for jobs here or submit your details online today!

[1] http://aspectinteriors.com.au/benefits-of-office-relocation/

[2] https://www.freeofficefinder.com/pricing-tool

[3] https://www.entrepreneur.com/article/81406

The post Office managers in London, here are three tips for moving into a serviced office appeared first on Tiger Recruitment.

So you’re nearly at the end of writing your CV, covering your personal statement, previous positions and education. But have you included your interests and achievements? This often neglected element can be the section that puts you ahead of the competition, showing employers a little more about you.

This is almost the hardest part of your CV to write. Your education and work history are already set out for you, but now you have to be creative and use your imagination to paint a picture of the real you. Your CV is likely to be read by people who will have no other insight into your personality, other than what is on the piece of paper in front of them. They will be reading hundreds of CVs for a particular role, and so you need to make sure you stand out from the rest by giving them something to remember you by, to prove that you are an interesting person and character, and somebody they want to meet.

Try and think of things that you’ve done that will suggest to an employer that you’re able to fit into different environments and get on with other people. Perhaps you’ve completed your Duke of Edinburgh Award or taken part in an expedition on your gap year, which will convey that you’re up for a challenge and determined. If you’ve done a flower arranging course, enjoy photography, or do salsa classes every weekend, they’ll want to see that too. Jobs may require someone with certain traits, so match these to your achievements and make it attractive. For example, perhaps they want a PA who will use their initiative, be proactive and develop within the role.

It’s also important to consider how you write your interests and achievements. Writing ‘Head of debating society’ is not as attention-grabbing as ‘Whilst running the university debating society, I organised debates with other university teams and arranged social events for the society members’. If you play a musical instrument don’t just say ‘I play the piano’; make it sound more exciting by saying ‘keen jazz pianist’. But don’t lie! If you say you love going to the theatre and you get to the interview, you’ll be stumped if they ask you what the last play you saw was and what you thought about it.

Of course, there will be some employers who don’t value extra-curricular activities as much as others, and who will be focusing predominantly on your experience. If a recruitment agency is putting you forward for a role, then utilise their expertise and knowledge of the company by asking them for advice – they will know what kind of person the company are looking for.

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Read more about the importance of creating a great CV here, here and here.

The post Why You Should Include Interests & Achievements on your CV appeared first on Tiger Recruitment.

From panels to Skype or Facetime calls, Google hangouts to coffee shop meetings, there are many different ways to be interviewed. You should be prepared for them all as part of your job search. Phone interviews, especially, are very common, not least because they’re a practical way for recruiters to screen candidates ahead of a comprehensive meeting.

That being said, a phone interview has the potential to last just as long as a face-to-face meeting – if not longer – so it definitely pays to be prepared if you have a scheduled call in the diary. In shorter phone calls, the hiring manager or recruiter may just be looking for an articulate manner and confidence, but in the event of a longer phone call you’ll likely need to elaborate on your professional experience and achievements.

Do your prep

Set aside quiet time for your interview and be sure that you won’t be interrupted. Treat it as you would a meeting, and ensure there’s no background noise such as radio, TV or children. The other potential annoyance could be a fading battery so charge up before you answer the call. Sit down five minutes beforehand with your printed CV and any other necessary paperwork you might need. It’s best to be relaxed, not flustered, when you answer the phone. If you have one, consider wearing a headset – it will make note-taking easier.

In all other aspects, the phone interview should be treated as you would any other interview. Complete your research ahead of time: Review the business online, Google your interviewer and look out for any latest news items where the business might have appeared in the press. Be prepared to ask intelligent questions about the future of the company and what your role might look like within it.

One thing to know is that a phone interview is likely to feel less spontaneous than a face-to-face meeting. The interviewer will probably have a script they want to follow and are needing to tick off the boxes. While you might feel rushed at times, it’s possible they’re getting the answers they need so just go with their flow.

Obviously, it can be difficult to gauge body language on a phone call, so it does make it a little harder to judge how happy they are with your responses. The way to get around this is to try and help them out along the way. For example, if they ask you to summarise your career, before you progress to responding ask them to stop you at any point that they have questions or would like you to expand your point. Similarly, once you’ve finished answering, clarify you’ve covered everything that they were looking for before continuing.

Let your personality shine through

Have you ever noticed you can hear a smile on the phone? Strange as it sounds, answer the phone with a smile and with confidence. It’s a first impression that will stand you in good stead down the track. Similarly, maintain a consistent level of enthusiasm throughout the interview as this will be the most effective means to project your personality.

Try not to get too flustered, and if you need more time at any point, it’s totally fine to simply state, ‘let me think about that for a second’. Once you’ve come to the end of the call and all your questions are answered, thank them for taking the time to talk to you about the opportunity and reiterate your interest in the role. If you have their contact details to hand, send a quick note of thanks by email too.

Want to talk to Tiger about your next big career step? Get in touch today!

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

If you’re reading this, you’ve most likely handed in your resignation, or you’re planning to soon. If that’s the case, you’ll be expecting a meeting with HR for your exit interview.

Volunteering your general feedback about your employer can sometimes be an uncomfortable experience, so we’ve provided eight do’s and don’ts for exit interviews to help you prepare.

What to do in your exit interview

Do: Prepare like you would for any interview

Treat this interview as you would any other and prepare accordingly beforehand. Google some exit interview questions that are typically asked and practise answering them. Regardless of why you’ve chosen to leave, it’s important to provide thoughtful answers that will help the company improve in the future.

Do: Act professionally

You should remain professional right through to the very end. It will keep the door open for potential opportunities in the future and won’t diminish your chances of receiving a positive employer reference.

Do: Discuss the positives

Try to highlight the positive aspects of the role you’re leaving, even if it’s been the worst job you’ve ever had. It can be anything from the benefits package to the office facilities. This will help to balance out any negative points that may become apparent during the course of the conversation. It also displays a high level of professionalism and awareness on your part.

Do: Exit on good terms

When all is said and done, the aim is to leave the interview room on good terms. Make it clear that you are thankful for every opportunity the company has provided. Even if there is some resentment on your part, it’s better to leave on a positive note and have a clean slate for your new job.

What not to do in your exit interview

Don’t: Vent with no constructive feedback

Your exit interview is not the time to discuss petty grievances with your colleagues. Avoid discussing colleagues unless you’re specifically asked to do so. If it does come up, stay clear of slander and only provide reasonable examples that support a valid argument. You can discuss your ‘suggested areas of improvement’ for the company, but it’s important to remain tactful in your approach.

Don’t: Brag about your new role

Your interviewer will probably ask about your reasons for leaving. While you may be jubilant about leaving, it’s important to avoid boasting as it’ll come across as discourteous. Just keep it short and to the point. For example, if you’re excited that this move is a step up in your career (with a considerable salary increase), you could mention that the new position gives you more responsibility than your existing one.

Don’t: Raise issues that the company cannot address

Any good employer will be looking to improve the workplace using your feedback. As such, you’ll want to refrain from expressing sweeping statements with no rational explanation. They’re not actionable and don’t give off the best impression of you. While preparing for your interview, try to come up with suggestions for how certain situations could be improved in the future.

Don’t: Be unresponsive

You’re probably familiar with the term, “if you have nothing good to say, don’t say it at all”? While this may be great advice in general, don’t apply it to your exit interview. Being unreasonably tight-lipped could be viewed as patronising and won’t help the process. The interviewer will respect your honesty as long as you keep it relevant to the exit interview questions being asked. If you’re looking for a job, we continue to update our live job listings daily. Make sure to also check out our insights page for helpful resources to help navigate the COVID-19 pandemic.

Author bio: This article was written by Check-a-Salary^[1] . Check-a-Salary provides insight on earnings collated across multiple sources for every position in the UK.

^[1] www.checkasalary.co.uk

The post Eight dos and don’ts for your next exit interview appeared first on Tiger Recruitment.

Perhaps you’ve recently relocated. Perhaps you’ve been with your business for a little too long. Perhaps you just need a new challenge. Whatever the reason, you know in your heart of hearts that it’s probably time to look for a new job. Making the decision to move is a big step in itself, but what next? How do you create interview opportunities? Where do you look to find out about those roles that aren’t advertised? And most significantly, what do you want?

Taking the next career step isn’t always easy. So, to help you find those once-in-a-lifetime opportunities, we’ve compiled our top ten tips which will hopefully guide you towards your dream role.

1. Research

For a complete overview on your chosen sector, we can’t stress enough the importance of completing your research. Take the time to find out what you want, who you want to work for and why.

2. Self-assess and determine your USP (unique selling proposition)

Use this time to assess where you’ve been, and where you want to go. Why would someone want to employ you, and how can you demonstrate those assets in the job application process? It helps to rehearse your own perfect elevator pitch. When you can confidently exhibit your abilities and desirability, you’ll do a far better job convincing other people of them.

3. Money

If this is the job of your dreams, you may need to compromise and think seriously about what you’d consider as a minimum pay check. Find out what your market worth is and how you might compare to other competing candidates.

4. Social media

Get your social media profiles on track. Ensure all those freshers’ week Facebook photos are set to private or, better, deleted altogether.

5. CV

Spend time on your CV and your cover letter, and don’t leave it to the last minute before writing it! Again, research, craft it properly, and have it proof-read by someone who’ll give you honest feedback.

6. Network

They say success comes knowing the right people but we think you make your own luck. It’s down to you to create your own achievements! That said, it certainly doesn’t hurt to put yourself in situations where you’re more likely to meet people who can give you solid advice – or introduce you to those who can.

7. Be committed (and persistent)

This is the job of your dreams we’re talking about! Don’t be put off by rejection. Try and try again. And try again.

8. Be creative

There are lots of ways you can stand out from the crowd. It doesn’t hurt to try something a little different, providing that you think the business might be receptive to it.

9. Upskill

You might be lucky enough to already have what it takes. But if you’re not, plan your path accordingly to becoming the ideal candidate. This might involve upskilling, re-training or volunteering – speak to those in the know to find out more.

10. Work with your recruiter

A good recruiter is worth their weight in gold. Once they’re convinced of your brilliance, they’ll bat for you until they find you the job of your dreams! Ask lots of questions, take on board advice and attend training.

Securing the job of your dreams is likely to be a marathon rather than a sprint. Keep to a clear path that aligns with your goals, and we firmly believe you’ll get to exactly where you want to be. Get in touch today and speak to a Tiger consultant about your career path: we may just have the dream role for you!

The post Top ten Tiger tips to win your dream role appeared first on Tiger Recruitment.

If you’re looking for a PA job in a new industry, there’s a chance that you have a sense about which sector will suit you. Have you ever stopped to wonder where these ideas have come from? Was it a film or TV show, or did a friend have a bad experience and you’ve been turned off ever since?

We have been noticing a number of candidates are hesitant to be put forward for roles at certain companies because of a misconception they have about the industry. It’s important to challenge these perceptions, as they may stand between you and your dream job!

Finance is too corporate and full of big banks

If your impression of the finance industry comes from the Wolf of Wall Street, you’re in for a pleasant surprise! The finance sector is extremely varied. While some financial services firms can still be corporate (global banks still employ a number of finance job in London), the sector also includes smaller fintech companies which are a far cry from mega-corporate offices and old-fashioned cubicles. They include creative start-ups which are using AI, social media and cutting-edge techniques to push their business and disrupt the industry.

IT is anti-social and has a lack of diversity

Many people perceive an IT office or department as a quiet place full of engineers who never look up from their computers. However, this sector includes the likes of Twitter, Deliveroo, Google and Facebook, who have been leading the way in offering fantastic benefits packages. While the sector’s lack of diversity has been well-documented, the Higher Education Statistics Agency has found that number of women graduating from computer science degrees is increasing year-on-year[1], meaning that with the right diversity hiring measures, this sector will hopefully become more balanced in the coming years.

Start-ups offer little career stability

This misconception may be true of some unsuccessful start-ups, but it shouldn’t turn you off all new companies. In fact, if they are hiring for PA or secretarial jobs, it’s likely that the company has consolidated their initial employee numbers and has grown to the point where they require administrative support. We’ve worked with some fantastic start-ups who have grown from strength to strength, only for their PAs to grow with them and become business leaders in their own right. If you’re still worried, do your research. You should be able to find out who their competitors are, how they’ve been received in the press and any investment information, which will give you a better idea of where they sit in the market.

Creative companies are full of millennials, bean bags and little work

The creative sector is made up of industries from marketing agencies to TV studios, museums to interior designers. With such varied companies, it’s not surprising that 83.6% of jobs in the creative industries are held by people aged 25 to 59 years according to the Department for Digital, Culture, Media and Sport[2], meaning that you’re going to be working with the same diverse mix of ages as in any other sector. It’s an exciting time in this industry, with creative sectors across the UK growing twice as fast as other sectors, according to Nesta[3], so you’ll definitely be kept busy as the company flourishes.

Recruitment is ruthless

Tiger is a testament to how wrong this stereotype is! While we know there are some companies who operate in this way, we’ve found that fostering a positive working environment with clear communication, a candidate-sharing policy and amazing team incentives means that successful recruitment companies don’t have to be cut-throat. If you’ve been asked to interview at a recruitment consultancy or executive search firm, it’s highly likely that you’ll have a firm friendship group, great earning potential and fantastic benefits in store.

If you’re looking for a role in a new industry, browse our active job listings to make your exciting next step!

[1] https://www.hesa.ac.uk/data-and-analysis/students/what-study

[2]https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/811903/DCMS_Sectors_Economic_Estimates_2018_Employment_report.pdf

[3] https://www.nesta.org.uk/news/creative-industries-are-driving-economic-growth-across-the-uk-on-track-to-create-one-million-new-creative-industries-jobs-between-2013-and-2030/

The post Five of the biggest candidate misconceptions about different industries appeared first on Tiger Recruitment.

With several decades’ experience as a leading London recruitment agency, Tiger’s consultants have seen and heard it all when it comes to interview questions, and weird interview questions are going nowhere – in fact, they’ve become even more popular! They are now a mainstay of the process, used to see if interviewees can think on their feet, approach questions laterally and work well when faced with a difficult situation.

So with a near-sure guarantee that you may encounter something a little strange along the way, we’re taking a leaf out of Benjamin Franklin’s book, who once said, “By failing to prepare, you are preparing to fail.” Here are just some questions our candidates – and consultants – have encountered along the way. Do you have an answer for them?

1. You’ve got two doors to choose from. One, you’d have to live in the desert for six months; the other, you’d have to live in the Antarctic for 6 months. Which one would you choose and why?
2. Out of a polar bear and a snake, which one would win a fight?
3. If you had to be a fruit, what type of fruit would you be?
4. What would you write on your gravestone?
5. Tell me about your biggest mistake.
6. Can you rate the finalists of the current season of the Great British Bake Off and list each of their strengths and weaknesses?
7. If you were a biscuit, what biscuit would you be?
8. How much paint would it take to paint an aeroplane?
9. How many golf balls can you fit in this room?
10. What is your star sign?
11. What do your parents do?
12. If you were a cocktail, what cocktail would you be?
13. If we asked all your contacts on the phone about you, would their response be largely negative or positive?
14. Do you watch Love Island?
15. What’s the biggest mistake you have ever made?
16. What event in your life has made you the person you are today?
17. You are on a boat that is sinking with five other people. You can be anyone you want to be, alive or dead. One person has to be chucked over – who are you and what is your pitch to save yourself?
18. If you were on an island and could only bring three things, what would you bring?
19. What is your favourite and least favourite thing about humanity?
20. If you could take five people to dinner, dead or alive, who would they be?

How to respond

Should you be faced with a question you’re just not sure how to answer, don’t rush to respond – taking your time will show you’re not quick to jump to conclusions.
While you’re ruminating, think about the role you’re interviewing for – is there a link between your potential answer and the skills or responsibilities your interviewers would be looking for? Is there potential to demonstrate specific knowledge?

Whatever the question, make sure you have a logical explanation for your answer – even if the question doesn’t appear to be so! Rationalising the situation shows that you look for solutions, instead of focusing on the problem – a fantastic quality for any role!

It’s also worth remembering that these questions are designed to reveal your personality, so don’t be afraid to show it off. It could be the determining factor that gets you the job!

Should you be looking for a new role, we have a range of permanent and temporary roles available. View our jobs listings and apply today.

The post The ultimate guide to weird interview questions appeared first on Tiger Recruitment.

Catering to our business support, private, HR, finance, digital and international clients, the West End office is made up of a diverse mix of talented consultants (on both the permanent and temporary teams) and back office support staff. We host candidate interviews here and can accommodate clients interviewing prospective candidates as well.

Our West End office services clients across a variety of industries, including boutique finance, banking, investor relations, creative and tech in West London, the UK and beyond.

Our Tiger Private consultants match exceptional private support staff to private individuals and family offices across London, the UK and internationally.

In terms of our international recruitment activities, consultants in this office help match top businesses across Europe, including Germany, France, Sweden and Italy. Get in touch to find out more.

The post London appeared first on Tiger Recruitment.

In today’s working environment, diversity is no longer an aim – it is an expectation. UK law requires that employers promote equality within the workplace and carefully consider whether they are discriminatory on any grounds.

If you’re looking to hire permanent staff, establishing a diverse workforce doesn’t mean paying lip service to legislation – there is, in fact, a solid business case for increasing diversity and inclusion in the workplace. Organisations that employ people from a range of backgrounds, ethnicities, genders, religions and age groups are usually much more successful because diverse people bring with them diverse skills and ways of thinking, which can positively impact the output of any business.

Diversity monitoring is an important means of implementing and promoting diversity within the workplace. By collecting data on who your organisation employs and analysing the results, you can address the areas of your business that you feel could benefit from greater diversity, while identifying how it has benefited you in other areas.

But creating a diverse workforce doesn’t have to be burdensome for hiring managers and the HR community. Here are some important points to consider when evaluating diversity within your workforce and how to monitor it effectively:

Create your own business case

Think about how diversity can contribute towards the commercial strategy of your organisation. Communicate this up to board level to ensure that its importance is understood throughout the business. With C-suite buy-in, you can help to create an environment that fully supports diverse initiatives. Starting a conversation about diversity and investment in people can also help to stimulate morale and, in turn, boost productivity among existing employees.

Monitoring forms

Collecting data from your employees, interviewed candidates, and applicants is easy with diversity monitoring forms. They can help to measure how diverse your current workforce is and allow you to make equality improvements to ensure your HR processes are fair. These forms will give you information about how good your organisation is at attracting people to apply for roles from a broad spectrum of society. It is important that you communicate exactly why you are asking for this information, how you will be using it to inform your HR procedures and how it will help to create a better workforce.

Review the data

Use the data you have gathered to help you design or amend HR policies that will attract and retain a talented workforce. By comparing and contrasting the data you gather in various parts of your organisation, you’ll be able to identify where your organisation could benefit from broadening the talent pool. You can also contrast these figures to the wider labour market to get an idea of whether you need to urgently address equality within your workplace – if so, it will be a useful exercise to investigate how and why this bias might have developed.

Take action

If your workplace isn’t hitting its diversity targets, you might need to consider altering the way you approach the recruitment process. Perhaps you need to reconsider the way you write job descriptions or even the recruitment companies you use to help you hire the right candidates. You could consider a collaborative approach to recruitment, which will provide a broad pool of candidates from social networks, traditional jobs boards and recruiters, and help you to select the right individual with input from colleagues throughout the business.

If you’d like help to broaden your talent pool and search for candidates, our HR recruitment agency is ready to help!

The post Diversity monitoring – why it’s important and how to do it well appeared first on Tiger Recruitment.

Businesses have long been focused on DEI (diversity, equity, inclusion) efforts and, 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 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 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. If you’re unsure where to begin, becoming familiar with these DEI recruitment guidelines is a good starting point for employers.

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.

Finding the ideal job is the aim of every jobseeker, but there are just not enough dream jobs out there for everyone to be satisfied.

As the leading recruitment agency in London, we believe that the task is not impossible! Here are some tips to help you in your quest.

The holistic approach

Don’t put all your eggs in one basket. For instance, register with two recruitment agencies instead of one, whilst at the same time, searching through other mediums. This might mean applying for jobs advertised directly by potential employers in print or online.

Where to search

Recruitment agencies are a good starting point but do your research and register with the right ones! The best way to tell this is by looking at which jobs they are advertising and reacting accordingly. As above, register with more than one but I would suggest no more than three.

Online job sites are one of the most popular places these days and will carry advertising directly from employers as well as agencies. Check job sites twice a week and try and apply as soon as a job comes live. Many employers and agencies will close the job once a certain number of applications have been received, so it’s worth getting in early.

When applying for jobs make sure you spend some time making sure your cover letter is targeted towards that specific job and entices an employer/agency to call you in for interview.

As above, spend a good amount of time getting your CV just right. Consistency, clarity, no typos, good grammar and no more than two pages in length are the golden rules.

Direct approach

If there is an employer out there you are really interested in working for, see if you can find the contact details for their HR department. Send your CV directly with a targeted cover letter that explains what positions you are interested in and why you feel that you would be suitable for the job. At the end of the day employers want to avoid paying agency fees, so you are doing them a favour.

Tenacious yet respectful

It is sometimes tempting to question an employer’s or agency’s sanity if they don’t want to see you. Don’t pick up the phone and annoy them! Wait for another job to come up and reapply, having in the meantime, tweaked your CV or cover letter. There is nothing wrong with sending a quick email asking whether there was anything specific on the CV that put them off or if they had any feedback.

Finally, it’s worth considering what your ideal job looks like. Everyone’s aspirations are very different, and before you start applying, you need to think hard about what it is you want to do. Which location would suit you best? What are your long-term career aspiration,s and what is the best step to take in your career to achieve those aims? All of these questions will inform your path and hopefully lead you on the way to your dream role!

To see how the Tiger team can help you find your dream role, get in touch.

The post How to find the ideal job appeared first on Tiger Recruitment.

Table of Contents

• The state of play
• The future of work post-Covid-19
• The future of hiring
• Leadership post-pandemic
• Motivating and fostering collaboration within remote teams
• Stay in touch with employees’ mental health

Given the massive transition COVID-19 triggered in businesses around the world, it’s no surprise that almost all existing rules were thrown out the window overnight. Since March 2020, companies have navigated through extreme uncertainty and adapted the best they can. To make sense of this new normal, we’ve put together the following comprehensive guide to help employers navigate the world of work post-pandemic.

The state of play

When the coronavirus outbreak first reached the UK in 2020, no one could have predicted the situation we’ve since experienced. Some of our clients adapted quickly, with a complete transition to remote working within days of the announcement, setting up home offices with monitors, office furniture and Wi-Fi boosters, as well as remote working platforms to facilitate their workers at home. They also prioritised internal communications with daily updates, while social gatherings moved virtually. Employee benefits also adapted, with additional flexible working arrangements offered to those struggling with childcare and subscriptions to apps offered, to help with meditation, fitness and nutrition.

At the time, our MD, Rebecca Siciliano, held a webinar for businesses looking for guidance on remote working in a changing landscape. She revealed how Tiger transitioned to remote working, explained some of the ways organisations could connect to their teams, and the impact COVID-19 had on recruitment activity to that point.

Now that restrictions are beginning to ease in many parts of the world, businesses and their workers are returning to a world of work that has changed irrevocably. Lockdowns and social distancing mandates forced employers and employees to adapt to a very different way of working. With life returning to normal but many workers resistant to the idea of returning to the office full-time, what can employers expect to face when trying to get their business back on track post-pandemic?

The future of work post-COVID-19

In June 2020, we invited three experts on work: Bruce Daisley, host of the Eat Sleep Work Repeat podcast; Dr Heejung Chung from the University of Kent; and CIPD Director David D’Souza, to discuss business’ reactions to the pandemic, as well their predictions for the future of work post-COVID-19. Watch the webinar in full below.

Throughout the session, they covered:

• The post-COVID-19 office
• The future of flexible working practices
• How the HR community has responded to COVID-19
• The importance of employees’ mental and emotional wellbeing
• The impact of working from home on employees, employers and businesses
• The potential impact of COVID-19 on office culture
• The disparity of remote working options offered to male and female employees
• Qualities employees need to adapt to the changing workplace
• Their predictions for the next five years

Hybrid working and flexible hours

While the idea of flexible working has been around for many years with proven benefits to employee engagement, a new era of ‘hybrid working’ is emerging now that employers are encouraging staff to return to the office. There are many perceived benefits of employees working on-site, including increased collaboration and productivity, and there have been recent concerns that those working from home tend to clock more unpaid overtime hours than those on-site.

However, businesses will likely have their work cut out for them as a whopping 74% of professionals expect working from home to become standard practice, and 97% have expressed that they simply do not want to return to the office 5 days a week. Employees have come to attribute flexible hybrid models to a better work/life balance and overall improved well-being, particularly for working parents.

The reality is that the desire for flexible hours and a balance of days working from home is shattering any hopes of returning to the traditional working week. Soon, trend-setting companies will begin to make headlines with their new trail-blazing hybrid working models. For example, in late August 2021, Canva revealed that following some internal research, they are committing to a flexible working model that requires their employees to visit the office a mere 8 times a year.

Flexibility across the board will undoubtedly become a major employee benefit, perhaps even an expectation, and businesses should consider this if they wish to attract, engage and retain their workforce in the coming years.

The future of hiring

While it’s impossible to know how long coronavirus restrictions will affect the way we work, it’s almost a certainty that companies will have to adapt the way they’ve previously hired new staff. Eventually, businesses may be able to return to in-person recruitment, however, it’s likely this will coexist alongside some degree of remote hiring.

Hiring and onboarding remotely

For employers, hiring and onboarding remotely may have seemed like a foreign concept before the pandemic. However, like so many new ways of working, it has become commonplace. For some, this process may now be their default, whereas others are learning to hire remotely alongside their existing practices.

Remote recruitment is a completely different experience from in-person hiring. For example, interviews are conducted over the phone and/or video call, which means body language and other subtle cues are taken away from the experience. Getting a ‘feel’ for someone from a handshake or the way they hold themselves in person may be non-existent.

Some companies may have already experienced onboarding remotely for the first time, and will understand it can be an involved process. For example, whoever is leading the onboarding process will have to be prepared to facilitate regular video calls, organise software to be set up and send physical equipment to the new starter’s house.

Alongside these logistics, there is likely to be a level of uncertainty for the new starter due to the pandemic. They may also feel disconnected from their team and unsure of who they should direct questions to. Companies should anticipate their concerns and put in place many opportunities for the employees to form connections, as well as provide clear communication on who they can turn to for help.

To ensure longevity in an onboarded hire, support from the business is integral. This, as well as experiencing the company’s values and culture, will ensure they settle in and will be ready to take on their exciting new role.

Will we all be working a four-day week?

Similarly, the concept of a four-day week is nothing new, with companies in Japan, New Zealand, Iceland and Denmark having all trialled various versions of a shorter working week in recent years.

Positive feedback led us to believe that the trend would likely continue until the pandemic hit and forced most people into remote working. With things back on track, the lure of a shorter week has returned. It could be that employers are more open to change now that the pandemic has proved that businesses and staff can adapt well to new working structures, or that employees are gaining confidence to seek working patterns that will promote a better work/life balance post-pandemic.

The idea of a four-day week is unsurprisingly a hit with employees, and businesses will certainly enjoy the benefits of engaged and loyal staff as well as more practical things like reduced power bills. However, there are still some important aspects for employers to take into consideration. Would there be extra costs involved to employ extra staff to offset reduced hours? Would they keep the standard 37.5 hour week or increase it to four 10-hour days? Would they need to invest in technology/software to accommodate this new working model?  Would productivity and profit take a hit?

To offset some of these considerations, there have been mostly promising statistics around productivity, reduced stress levels and generally improved employee wellbeing that are driving this new idea forward. In 2019, Microsoft tested a 4-day working week in Japan with great success, leading to a 40% increase in productivity and an employee approval rate of over 90%. In March 2021, Spain announced plans to pilot a 32 hour work week and Scotland unveiled plans in August to trial a four-day week without loss of compensation.

Leadership post-pandemic

Everything about leadership has changed over the past six months. While the transition first shifted to crisis mode, then to a new version of normal, leaders have found their ability to adapt a crucial skill for guiding their teams. What may have been a formal relationship between managers and their employees in the past, has now developed into a more vulnerable, human connection. As we video call into each other’s homes and see members of each other’s families, a leader’s ‘work’ and ‘home’ faces have become one.

To help leaders navigate the coming months, we asked experts Elke Edwards from Ivy House and Nora Grasselli from ESMT Berlin to reveal their insights into how leadership will change. They cover tips on keeping staff engaged, bringing humanity into leadership, teaching employees resilience and offering practical solutions to effective management. Watch the webinar in full below:

Motivating and fostering collaboration within remote teams

For business leaders, one of the steeper learning curves throughout this period would have been the switch to managing teams remotely. One of the top employer concerns relates to their teams not being as productive when working from home. Therefore, motivating remote teams is something many businesses have learned to do by trial and error. Below are some best-practice tips if you’re looking to increase productivity in your remote team:

• Setting expectations
• Increase communications
• Care about your employees’ personal lives
• Instil trust
• Facilitate team learning
• Focus on what’s certain
• Incorporate opportunities to socialise

As the pandemic continues, it’s important to remember you’re also going through the same personal stresses as those you’re leading. In order to manage a virtual team that can collaborate and work together effectively, be open with your own personal anxieties and let your team know your boundaries.

Stay in touch with employees’ mental health

If we continue to work remotely in some capacity, monitoring mental health will be an essential part of the future of work. While an employee’s mental health should always be a top priority, the signals a team member isn’t coping can be hard to read via phone or video call.

While the pandemic has been extremely stressful for everyone, some employees may need extra support. If you’re looking to not only monitor, but improve your employee’s mental health remotely, ensure you act proactively. Firstly, check in with yourself – it’s impossible for you to help others if you’re unable to help yourself. Keep up well-being and social check-ins with employees and facilitate social catch-ups. The signs something might be wrong could include:

• Becoming quieter or more reserved during calls
• A lack of productivity
• Existing triggers of mental ill-health
• Changes to how somebody usually is
• Appetite changes
• Sleeping disruptions
• Planning to do something out of character

Keep in mind, that it is difficult to know what’s going on with someone at the best of times, so continuous check-ins are vital to ensuring every member of your team feels supported.

The post The future of work after COVID-19 appeared first on Tiger Recruitment.

Table of Contents

• What is recruitment and selection
• Difference between recruitment and selection
• Diversity in hiring
• Writing a job specification
• 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. By establishing clear guidelines and criteria, it 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.

Diversity in hiring

Diversity is about including, embracing and empowering a range of people by respecting and appreciating their age, gender, ethnicity, religion, disability, sexual orientation and education. Diversity is important because everyone deserves to have the same opportunities in the workplace. However, due to discrimination, prejudice and systemic racism, this is rarely the case. So, if a workplace promotes diversity and inclusion through actionable initiatives, it can help provide opportunities for those from underrepresented groups.

Everyone brings a unique perspective to the workplace and, if an office is diverse, these different perspectives can make organisations stronger and more successful. There have been many studies to support this, one being the McGregor-Smith Review, which found that the benefit of having a representative black and ethnic minority workforce would add an additional £24bn a year to the UK economy, which represents 1.3pc of GDP.

Protected characteristics under the Equality Act

Legally, unlawful discrimination is dealt with under the Equality Act 2010 (applicable in England, Scotland and Wales). There are nine protected characteristics under the Act:

• Age
• Disability
• Gender reassignment
• Marriage and civil partnership
• Pregnancy and maternity
• Race
• Religion or belief
• Sex
• Sexual orientation

The Act states that unlawful discrimination includes:

• Direct: Someone is treated less favourably than someone else because of one of their protected characteristics
• Indirect: When an employer applies criteria to all employees, where as a result, those with shared protected characteristics are discriminated against
• Harassment: Unwanted behaviour that relates directly to someone’s protected characteristic – could be in the form of intimidation, humiliation, hostility or offence
• Victimisation: When an employee is treated unfavourably because an employee has made a complaint, raised a grievance or given evidence in respect to a complaint about discrimination

The Act states that employers must not discriminate against those applying for employment during the recruitment process.

Effective tools for encouraging diversity include:

• Blind CVs
  • Removing names, ages and genders from CVs before they are passed to the hiring manager
  • These can be still read in a certain way, so should not be the only measure put in place to remove bias
• Skills testing
  • Using skills tests as the first step in the recruitment process can help jobseekers progress through to the following stages in the recruitment process, based entirely on their skills
  • This can help remove bias based on protected characteristics in the first stage of the recruitment process
• Creating a role-based scorecard for interviews
  • Using a set scorecard for each interviewee which is weighted towards essential skills/ characteristics – this can make interviews more objective
• Diversity targets
  • These can be based on the location of the office (reflecting the general population of that area)
  • Communicate your diversity targets to your recruiter in the first instance
• Including a hiring metric based on diversity
  • If an employee’s potential contribution to the diversity of a team is taken into account in the recruitment process, it will result in a more diverse talent pool

Find a more comprehensive guide to diversity in recruitment, and read our diversity and inclusion in the workplace guide. If you’re looking for a diversity and inclusion or freelance HR consultant to help your business, get in touch today.

Writing a job specification

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 conclude if it’s the right position for them.

Why is a job spec 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 clearly sets out expectations
• It gives the candidate a clear understanding of the role and what’s expected from 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:

• 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, it’s likely, that you will 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, it is essential that all role expectations are 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 can you 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 own job ads. The following are some things to avoid:

• Exaggerating the position or company
• Ignore company culture
• Be 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, it’s likely they will write the job ad for you, once you’ve provided them with a thorough job description or spec.

Creative candidate attraction strategies

Our MD, Rebecca Siciliano, hosted a webinar in March 2019 where she offered her expert insight to hiring managers around creative attraction strategies in times of uncertainty. She discussed:

• Going above and beyond what’s enshrined in law
• Creative attraction trends
• Streamlining your hiring process
• Remuneration and reward
• Work-life balance and flexible working
• Working initiatives and career progression
• Sending positive messages to candidates

Find the full session below:

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 you take them into account as part of your attraction strategy. You can do this by investing in your digital presence. They were the first generation to grow up surrounded by digital technologies, and as such, 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

Education

Education is clearly important, but often employers will rule out candidates who don’t have a bachelor’s degree, even if they are clearly 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 actually 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 skill sets, past 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 later stages of the process.

Movement on a CV

A number of 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, hoppy CVs aren’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

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

There are different types of interviews, mainly consisting of 1:1, panel and group assessments, with 1:1 being the most common. By explaining the format of the interview and what the candidate can expect, will allow them to feel comfortable and will make for more effective interviewing.

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 on what to expect.

This includes:

• Who will they be meeting?
• What is the interview type (i.e. panel, telephone, video)?
• Will there be a skill 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 a number of 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 the 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 be elaborated 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 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 had a disagreement 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, 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 new 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 practice 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 new 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 in order 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 with 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, contact us today, and we’ll walk 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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Sometimes, once your recruitment agency has presented you with a shortlist, you may prefer to carry out a telephone interview ahead of a more formal face-to-face meeting or a video interview with a potential candidate. There are several reasons for this; for instance, you might be looking to relocate someone from another country or have an extremely busy diary and want to make sure that a meeting with a potential candidate is not going to be a waste of time.

In any case, should you follow this route, it is important that, as the employer, you get the most out of the conversation.

• Consider this first conversation with an applicant not as an interview, but as a “pre-interview” or screening process. In this way, you won’t try to cover too much ground in a short time span and you’ll concentrate on getting the really important answers, which will determine whether you invite them in to meet you face-to-face.

• It is not all about the questions and answers. If you have called the candidate, how did he/she pick up the phone? Do they sound on the ball, enthusiastic? Sometimes the negatives can be telling – if you had arranged to call at a particular time and the candidate didn’t pick up the phone, what does that say to you? If they were meant to call you and didn’t on time, if there is not a good reason for this, then again this might raise an issue over timekeeping.

• Keep your questions short and to the point. It is a telephone interview so you don’t want to be on the phone for too long. Prepare five good questions and assess the answers to those. As a telephone interview is one-dimensional, you’ll find yourself concentrating on how a candidate answers much more than you might in a face-to-face meeting. For instance, is he/she answering the questions in a concise manner? Have lots of good examples been given? On the negative side, is the candidate unable to answer your questions fully and is there too much waffle? At the end of the day, trust your gut instinct on the phone as much as you would in an interview. For instance, does the conversation flow? This may be the most important thing you can take from the conversation as it will determine whether they can communicate in the way you would like with someone they haven’t met before.

• Finally, at the end of the call, keep your options open. It sounds obvious, but there is no need to commit yourself by telling the candidate that you will be in touch regarding a face-to-face meeting. Much better to thank them for their time and say you’ll be in touch either way.

• Once you have put the phone down, take time to think about the interview and digest how things went. As always make sure you are speaking to a number of people on the telephone so you have comparisons.

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 complete interview and selection guide for employers covers best practices on many steps throughout the interview process.

The post Interviewers, Here’s how to conduct a telephone interview appeared first on Tiger Recruitment.

The world of Human Resources (HR) is rapidly evolving, and at the forefront of this transformation are two game-changing technologies: Artificial Intelligence (AI) and automation. As we venture deeper into the digital age, HR professionals and hiring managers find themselves on the cusp of a revolution that promises to improve processes, elevate candidate experiences, and unlock the full potential of their workforce.

In this article, we’ll explore the insights of two HR experts, Lorenzo Chiozzi, HR Director at Hikvision UK & Ireland, and Tess Hilson-Greener, CEO of AI Capability Ltd, as they share their experiences and visions for the integration of AI and automation in HR. Alongside this, the article looks at the wider HR function and how areas like talent management, administration and onboarding can be developed and improved by HR teams that are willing to embrace AI and automation.

Enhancing HR Processes through AI

OpenAI, the creators of Chat GPT, published a research paper estimating that “80 percent of jobs can incorporate generative AI technology”. In HR, there is great potential for companies to incorporate AI into performance reviews, talent acquisition, evaluating large pools of candidates, administrative tasks, and other repetitive and data-driven functions. This view is shared by a leading thinker of AI in HR, Josh Bersin, who remarks that much of the data taken by HR is “numerically focused, involving surveys, feedback forms, data” which is then correlated with “business results against various people metrics”. This data-driven approach to HR is one that AI and automation can support, from developing best-practice employee engagement surveys to evaluating large numbers of CVs against the job requirements and a profile of a desired candidate.

In simple terms, AI frees up HR teams to complete business-critical projects by automating administrative tasks. Lorenzo Chiozzi explains, “In recruitment, you can use predictive analysis, interview scheduling, chatbots and candidate sourcing to boost productivity. Reporting has changed with predictive reporting and automated report generation.” These AI-powered applications allow HR teams to work more efficiently, saving valuable time and resources.

Tess Hilson-Greener agrees, emphasising the diverse applications of AI and automation in HR. “These include talent acquisition and recruitment, employee engagement and performance management, workforce planning and analytics, learning and development, and HR operations and administration”. This showcases the wide range of opportunities that AI presents to HR teams, enabling them to strengthen various aspects of talent management.

Delving deeper, Workable mentions that AI can also help businesses “anticipate and plan for outcomes using predictive analytics and machine learning.” This can be especially useful for small businesses without the resources or expertise to map out detailed HR strategies. Utilising AI can help HR teams understand best practices and case studies so that AI can digest and provide actionable ideas tailored to individual organisations.

Enhancing HR Operations and Administration

AI and automation have instigated a fundamental shift in HR operations and administration, significantly reducing administrative burdens and freeing up valuable time. Lorenzo shares, “I use AI daily in some HR processes, recruitment, and in a variety of different contexts.” Tools like automated applicant tracking systems, chatbots, and virtual assistants streamline candidate interactions and deliver seamless experiences throughout the hiring process.

For those new to AI, Tess recommends starting with “policy management and reporting” and to “use Chat GPT and other AI video/voice solutions.” AI-powered chatbots can answer employees’ frequently asked questions and provide prompt assistance, enhancing employee self-service options and fostering a more efficient HR service delivery.

The efficiency of operational tasks can be improved by using AI, which can help with speeding up the onboarding and acclimatisation process for new employees. An article by Oracle, referencing data compiled from 34,000 exit interviews, notes that “40% of new employees quit within the first year of being hired”. Whilst employees choose to leave their jobs for a multitude of reasons, delays and inefficiencies in the onboarding process can lead to employees feeling overwhelmed at work, unsuited to the role, or struggling to adapt to the company’s culture or way of working.

Utilising AI allows the onboarding process to support employees 24/7.

It can also ease the time-consuming administrative tasks involved. Furthermore, Oracle state that AI can “equip an employee with intelligent suggestions for courses or reading that will aid in day-to-day job duties”, which highlights the value that AI and automation can provide in career development too.

Mitigating Risks and Embracing Opportunities

Microsoft’s 2023 Work Trend Index Annual Report sheds light on employee attitudes towards AI. Whilst 49% of respondents noted that they have concerns about AI replacing their jobs, 70% would be in favour of delegating as much work as possible to AI. HR teams can leverage this curiosity and act as the champions of AI and automation, to upskill employees in its wide-ranging uses.

This view is echoed by Gosia Adamczyk speaking to HR Magazine, who suggests that HR teams should build confidence, “starting with the acceptance that these tools are here to stay”. Companies and HR teams can jump on the AI revolution and develop programmes and initiatives aimed at allowing employees to harness the potential of AI in their work, rather than allowing them to see it as a threat.

These initiatives still need to be developed with a degree of caution, and it’s important to remember that with any technological advancement, AI comes with risks and challenges. “It can be very dangerous if the model is totally trusted, as it can generate manipulation or systematic biases,” cautions Lorenzo. HR teams must ensure transparency, fairness and oversight when using AI algorithms to avoid unintended consequences. Tess adds, “To mitigate risks, organisations should ensure transparency and fairness in AI algorithms, regularly monitor and validate AI outputs, and have appropriate safeguards for data privacy and security.” Embracing opportunities with AI, while being aware of its limitations and risks, is essential to maximising its use within HR.

Ethical Concerns and DEI

As AI and automation continue to play a more significant role in HR, addressing ethical concerns becomes crucial. Tess reminds HR professionals that, “Human oversight and review are important to catch and correct any potential biases or errors.” Ensuring AI algorithms are transparent, fair, and free from bias is paramount in upholding fairness and equality in HR practices.

Incorporating AI into DEI plans ensures that AI-driven decisions align with organisational values and promote a diverse and inclusive workplace.

By investing in AI-qualified consultants and experts, HR teams can mitigate risks and maximise the value of AI and automation in driving positive outcomes for both employees and the company.

Supporting this, Sameer Maskey remarks in a Forbes article that “AI-powered internal survey assessment tools can help HR teams conduct sentiment analysis and deploy data-driven organisation initiatives that focus on employee morale and things today’s workforce considers a priority, such as diversity and sustainability.”

There’s no doubt that AI offers an important, unbiased tool for HR and talent acquisition teams in assessing employee morale and diversity within a company. And for hiring, AI can assess a wide pool of candidates without unconscious bias, not to mention provide a fresh perspective on ideas for employee engagement, for businesses that are ‘set in their ways’.

The Human Touch in HR

While AI improves efficiency, it cannot replace human empathy, creativity, and critical thinking. As Tess explains, “Balancing automation with human interaction and personalised experiences is crucial.” Lorenzo emphasises the importance of strategic implementation, saying, “AI should be implemented strategically, always considering the human factor. AI can make happen what has always been missing in people management – the ability to read information and analytics in a holistic and meaningful way.”

Josh Bersin remarks that AI can pull together data that can be used to make better hiring decisions, and likewise decide “who to promote, who to demote, and who should make it to the very top ranks of the company”. Regarding the internal movement of employees, it’s important not to rely completely on AI to make the decisions but to use human intuition and the insight of managers working with employees to ensure that balanced decisions can be made regarding an employee’s potential, suitability for a promotion, and other factors.

Likewise, AI is not yet advanced enough to accurately grasp the values, feel or culture of a company, and HR teams are best placed to decide whether benefits or initiatives are working well, rather than simply relying on data and figures to cast judgment. Small initiatives can have a large impact on employee engagement and morale, and soft benefits can be crucial in retaining and attracting talent, that might be overlooked in a hiring strategy based on ‘hard data’.

The Future of HR

Both experts agree that the progression of AI and automation will have a significant impact on the future of HR. Tess predicts that, “There will be new professions, and organisations that manage to crack the AI code for a practical and useful HR approach will prevail.”

The seamless integration of AI and automation will empower HR teams to make data-driven decisions, optimise talent management, and drive employee performance, ultimately ushering in a new era of HR excellence.

As generative AI develops further and becomes widespread in the workforce, new regulations will be developed to ensure that it is safe and beneficial to society. There will be plenty of firsts when it comes to AI, and Jack Aldane, writing for Global Government Forum, mentions that Romania recently “unveiled the world’s first AI government adviser.” The working world will be moulded in the coming years to incorporate AI, and HR teams will be at the forefront of harnessing its capabilities, while upskilling workers to fluidly utilise it, thereby firmly positioning it as an ally rather than a threat to job security.

Conclusion: A Journey of Progress

AI and automation have transformed the landscape of HR, promising to revolutionise talent acquisition, employee development, workforce planning and HR operations.

As HR professionals and hiring managers navigate this transformative journey, they must strike a balance between leveraging AI’s capabilities and preserving the human touch.

Embracing AI strategically, with a keen eye on ethics, transparency and fairness, HR professionals can unlock the true potential of their workforce and create a thriving, future-proof organisation.

As businesses embrace the power of AI and automation, HR’s role will evolve into a pivotal one, overseeing the co-existence of human expertise and machine intelligence in companies. Navigating this path with foresight will pave the way for HR to emerge as a strategic driver of business success, steering businesses towards a future of limitless possibilities. The journey towards HR’s AI-powered future has only just begun, and the possibilities are as exciting as they are limitless.

The post AI and Automation: HR’s Evolution into the Future appeared first on Tiger Recruitment.

Businesses have long been focused on DEI (diversity, equity, inclusion) efforts and, 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 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 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. If you’re unsure where to begin, becoming familiar with these DEI recruitment guidelines is a good starting point for employers.

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.

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Welcome to From the Tiger’s Mouth! Tiger Recruitment’s podcast series is the number one place for workplace insights, thought leadership and topical issues across the global job market. In each episode, we’ll be inviting an expert guest to share their thoughts and advice within their professional field. Whether you’re looking to reinvent the way you run your business or to hear new opinions and ideas on the state of the market, we’ve got you covered! So, if that sounds like your kind of thing stay tuned!

Listen to previous episodes on Apple and Spotify.

From the Tiger’s Mouth: Creating Impactful Charity-Corporate Partnerships

In this episode, we spoke to Brendan McGowan, a Senior Consultant at NPC, with 20 years of experience working with the charity sector.

Our host Jess Umasuthan, Senior Consultant and Charity Ambassador at Tiger Recruitment, asks Brendan to share his tips for establishing meaningful corporate-charity partnerships and effectively measuring your impact. If you’re looking to improve your charity partnership for both social impact and internal benefits, our latest podcast episode is your go-to resource.

From the Tiger’s Mouth: Supporting Employees Through Menopause

Join Head of Zurich Office Jane Leese and Dr. Ruqia Zafar, NHS GP and Director of Bioidentical Hormone Replacement Therapy (BHRT) at Future Woman, as they explore how businesses can better support employees going through menopause

In this episode, Ruqia offers an insightful overview of menopause, its symptoms and the impact on women in the workplace. We share practical ways HR teams can foster open conversations and put in place adjustments and policies enabling women to thrive throughout this transition.

From the Tiger’s Mouth: Employment Law Post-Election: Future-Proof Your HR Practices

Join HR Consultant Jamie Power and BrightHR Operations Manager Lucy Cobb as they share top tips on navigating employment law changes post-election.

In this episode, Lucy provides essential insights on family-friendly leave, flexible working regulations and more.

From the Tiger’s Mouth: Maximising Executive Efficiency – The Evolving Role of Administrative Assistants

Managing Director Rebecca Siciliano speaks to Lucy Brazier OBE, CEO of Marcham Publishing and leading authority on the administrative profession. From PAs to EAs, Rebecca and Lucy explore all the latest trends in administration.

This episode shares frameworks to upskill assistants, opportunities to embrace AI, top tips on delegation, and more.

From the Tiger’s Mouth: Strategies For Aspiring Female Leaders

Happy International Women’s Day! In this empowering podcast episode, we dive into the world of leadership with a focus on strategies tailored for aspiring female leaders. Join us as we bring together a panel of accomplished professionals from Tiger Recruitment, each with a unique perspective on climbing the career ladder, overcoming challenges, and thriving in leadership roles.

Our esteemed host, Katie Hawksley-Blackburn, a senior recruitment consultant at Tiger Recruitment, leads an insightful conversation with a dynamic lineup of guests. From the Managing Director, Rebecca Siciliano, to the Director of the London City office, Angela Lopes, and the Head of the MENA region, Zahra Clark, to the Head of Zurich, Jane Leese, our panel represents a diverse range of leadership experiences and backgrounds.

Tune in to gain valuable insights and practical tips on navigating the corporate landscape as a female leader. Our guests share their personal journeys, discussing the obstacles they faced and the strategies they employed to succeed. Whether you’re just starting your leadership journey or looking for ways to advance your career, this episode provides a wealth of knowledge and inspiration.

Discover how to build resilience, cultivate a supportive network, and leverage your unique strengths as a female leader.  This International Women’s Day, empower yourself with the tools and strategies needed to not only survive but thrive in leadership.

Join us for an engaging and uplifting conversation that celebrates the achievements of women in leadership, while providing actionable advice for those aspiring to make their mark. Don’t miss this special episode!

From the Tiger’s Mouth: Empowering Neurodiversity at Work

HR Consultant, Jamie Power, interviews Dr Samantha Hiew, award-winning professional speaker and Founder of ADHD Girls, which she founded after receiving an ADHD diagnosis at the age of 40.

With neurodivergent individuals making up 15-20% of the global population, this episode addresses steps for businesses to empower neurodivergent workers and reap the rewards of a diverse workforce.

From the Tiger’s Mouth: Unlocking the Secret to Hiring Gen Z

Principal Consultant Katie Hawksley-Blackburn discusses everything Gen Z hiring-related with Global Employer Brand Manager Charlotte Steggall, who specialises in early careers at WTW.

The episode provides employers with a comprehensive overview on what attracts Gen Z to a role, and what will make them want to stay long term at a company.

From the Tiger’s Mouth: Bringing Games Into Your HR Strategy

HR Consultant Jamie Power and Andy Yeoman, Strategic Developer at Totem Learning discuss what games can bring to your business. The conversation exhibits key insights into the value of gamification in HR.

This episode looks at how HR teams can use games and gamification to improve recruitment and onboarding processes, foster positive work environments and improve team dynamics.

From the Tiger’s Mouth: The Power of AI in HR

Technical Consultant Arian Hasanyan, discusses the hot topic of AI and automation with Devon Lovell, People Partner and HR Consultant at Fitzgerald HR. The conversation unveils key insights for businesses to elevate their HR function.

This episode looks at how HR teams can use AI and automation to reduce their administrative burden, improve talent acquisition, create a company strategy and policy around AI, and more.

From the Tiger’s Mouth: Cultivating Success with Employee Wellness and Mental Health Initiatives

Tiger New York’s Senior Consultant Jessica Krisburg, sat down with Jessalynn Hudgins, founder of Whole Health Wellness, to discuss how HR teams can leverage employee wellness initiatives to improve mental health, and workplace morale, and resonate with jobseekers and employees alike.

They also analyse the future trends in employee wellbeing, how HR teams can utilise technology to support wellbeing policies, strategies that companies should take note of, and much more.
Listen to the episode below!

The post From the Tiger’s Mouth: podcast for HR professionals 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.

Before implementing any initiatives to improve inclusion, it is essential to first assess your company’s progress on workplace diversity, equity, and inclusion (DEI). Failing to do so can lead to assumptions and the oversight of key opportunities for improvement. Without analysing the data, how can you determine where to focus your efforts, which teams lack diverse representation, or where unconscious bias persists?

We know that diverse workforces far outperform those companies who don’t prioritise workplace DEI. A 2023 McKinsey report found that businesses in the top quartile for gender diversity on their board of directors are 27% more likely to financially outperform those in the bottom quartile. Similarly, those in the top quartile for ethnically diverse boards are 13% more likely to outperform the bottom quartile of businesses.

That’s why we asked Luiza Barwood, a seasoned Talent Consultant, DEI Adviser and Career Coach, to share her advice in a recent episode of Tiger Recruitment’s podcast From the Tiger’s Mouth. Luiza discussed how businesses can collect and analyse DEI data to drive maximum impact, even with limited resources.

Understanding DEI: The Basics

Before even starting to measure DEI, it’s essential to first understand what the terms diversity, equity and inclusion entail, particularly in the context of a workplace:

• Diversity refers to the mix of people within an organisation. This includes both visible and invisible characteristics such as gender, race, disability, age, neurodiversity, and socioeconomic background.
• Equity ensures fair treatment, access, and opportunity for all employees. While equality gives everyone the same resources, equity recognises systemic barriers and provides tailored support to level the playing field.
• Inclusion focuses on creating a culture where every employee feels valued, respected, and empowered to contribute fully.

Why Measuring DEI Matters

Measuring DEI is essential for accountability and continuous improvement. Without concrete data, businesses risk engaging in performative programmes rather than implementing meaningful change. Measuring workplace inclusion helps to answer critical questions such as:

• Who are we hiring, and is there diversity across all levels of the company?
• Who is being promoted and are growth opportunities accessible to all employees?
• Who is leaving after a short time? If there is a trend of certain demographics of employees leaving, what is driving them away?

It is crucial to address a broad range of metrics when measuring DEI. For example, an organisation might have a fantastic programme to attract diverse talent, but struggle to retain this diverse workforce once employees are through the door. Analysing a variety of metrics will mean that DEI efforts can be focused on the areas that are most needed, rather than wasting resources on already high-performing areas.

Key Metrics for Measuring DEI

To track DEI progress, businesses must analyse both quantitative (numerical) and qualitative (descriptive, non-numerical) data:

Workforce Demographics

Gathering quantitative demographic data across different levels of the business is the first step. Companies should track diversity in recruitment, promotions, and leadership positions, utilising resources such as DEI monitoring forms, filled out by job applicants. However, it is crucial to handle this demographic data with sensitivity and to explicitly communicate to employees how their data is being used.

Pay Equity Analysis

Analysing salary data by gender, race, disability and other protected characteristics can reveal pay gaps and compensation inequities. Collecting this quantitative data will highlight areas for improvement.

Employee Feedback and Inclusion Surveys

Numbers alone can’t provide the full picture of DEI progress. Conducting anonymous surveys to gauge employee experiences can uncover deeper insights into a company’s working environment. Key questions might include:

• Do you feel your voice is heard in meetings?
• Do you believe promotions are fairly distributed?
• Do you trust leadership to support DEI initiatives?

Retention Rates

Tracking who stays and who leaves can help to identify disparities. Are certain groups of employees leaving at higher rates? If so, what barriers might be driving them away? Whilst some of this retention data can be monitored using quantitative methods, pulse surveys and exit interviews will help HR teams to better understand any barriers preventing employees from remaining and progressing within the business.

Challenges in Measuring DEI

There are some common pitfalls when it comes to DEI measurement. Challenges can include:

Data Gaps

Employees may be hesitant to disclose demographic information due to privacy concerns. It is important to communicate exactly how data will be used and your company’s data privacy policies in order to reassure employees of how their data is analysed.

Lack of Actionable Insights

Gathering data is only useful if it leads to meaningful changes. Businesses should go beyond surface-level statistics to identify root causes of disparities and act swiftly to implement targeted solutions, such as policy changes or leadership training.

One-Size-Fits-All Approaches

DEI strategies should be tailored to a company’s specific needs. This is why measuring data is so impactful, as it enables you to implement strategies that will make a real difference.

The Role of AI in Measuring DEI

AI can transform the way we track and analyse DEI effort, and in particular, can support small businesses who have limited resources.

Inclusive Recruitment Processes

Starting from the very beginning of the recruitment cycle, Luiza suggests using AI to help create unbiased job descriptions. You can ask your chosen AI tool to help you identify and remove biased language that may deter certain demographics from applying. Once at the interview stage, AI platforms can help hiring managers remove bias from interview questions and select a diverse hiring panel.

AI in Data Analysis

AI tools can significantly cut down on resources required to analyse DEI data, when employees know how to use them effectively. Once the data has been gathered and anonymised, this can be plugged into an AI platform to analyse the breakdown of demographics that your company currently is attracting, helping you to see any disparities.

AI can also help examine promotion data, identify gaps and suggest ways to enhance data collection processes.

Innovative Improvement Strategies

Once past the analysing stage, AI can support you in discovering methods to improve your current efforts. Luiza suggests asking your chosen platform to create a schedule of employee resource groups and requesting prompts to initiate constructive group discussions.

Furthermore, AI can be useful if you’re looking to create a business case for senior leadership once a disparity has become apparent. For example, if you’re struggling to attract female engineers, an AI tool can suggest some targeted initiatives and evidence their efficacy within other organisations.

Yet, it is important to remember that AI needs to be used responsibly. Depending on the system in use, some AI platforms exhibit algorithm bias, often stemming from biased training data. Therefore, it is essential to have human oversight on any AI initiative to check for and address potential biases.

Turning Data into Action

While collecting data is a key step to improving a business’ DEI practices, it is just the beginning. Companies must follow through on their findings to initiate real progress. To turn DEI data into action, businesses should:

Communicate Findings Transparently

Employees should understand why their data is being collected and how it will be used. To further improve communication, companies can regularly feedback to employees on how their data has been used to implement inclusive initiatives. This may encourage employees to share their experiences more readily, making future DEI measurements even more representative of the full business.

Set Clear Goals

It is important to establish measurable objectives once you have noticed a disparity in opportunities. Examples may include increasing diverse representation in leadership roles by a certain percentage, or improving trust in leadership to support DEI by providing annual inclusion training.

Implement Targeted Improvements

Identified gaps can be addressed through mentorship programmes, inclusive hiring practices, and equitable career development opportunities. For further support on how to make your hiring practices more inclusive, please see our DEI Recruitment Guidelines.

Monitor and Adapt

DEI metrics should be regularly reviewed to ensure that improvement strategies remain relevant. Goals and strategies may need adjusting based on your findings to ensure they are still having the desired impact.

Measuring DEI is a continuous journey rather than a one-time task. Businesses that authentically commit to tracking, analysing, and acting on DEI data will create a fairer workplace, and ultimately build a stronger, more successful business in the long run. By developing an inclusive environment where all employees feel supported to perform at their best, businesses position themselves as ethical, responsible employers, enabling them to attract and retain exceptional talent.

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September 6th marks National Read a Book Day and, if you’re anything like us, it’s the perfect excuse to work through that ever-growing pile sitting on your bedside table. Tiger has made a commitment to promote diversity and inclusion in the workplace, so we’re focusing on five incredible fiction and non-fiction books from authors of underrepresented groups for you to sink your teeth into.

Why I’m No Longer Talking to White People about Race – Reni Eddo-Lodge

One of the better-known books on this list, Why I’m No Longer Talking to White People about Race has been heralded as “the black British bible”, “one of the most important books of 2017” and “the book that’s changing how we talk about race”, to name a few. First published in 2017, the lessons remain poignant and essential for those who don’t experience racism, prejudice and disadvantage daily.

Eddo-Lodge, a black British woman, opens the novel by taking the reader through the UK’s involvement in slavery to contemporary incidents of racial violence from police and others. While the recounting is brutal and confronting at times, it’s essential learning if you’re not already aware of the details. She uses her personal experiences to talk to issues of white fragility, systemic racism, the intersection of race, classism and feminism and the fear of black people in Britain. Throughout, readers will be shocked and horrified, but will also begin to critically analyse the systems they have passively lived with (and, most likely, benefitted from) their entire lives.

Our copy had been updated in 2018 with a new chapter – ‘Aftermath’, explaining where the book fitted into the political climate at the time of publication. Brexit, the election of Donald Trump, and a leaning towards the far right (and an increased hostility towards underrepresented groups) in many countries around the world all had their effects on how the novel was received. She also updates readers on the real-world examples used throughout the book and the novel’s initial reception. Since publishing her initial blog post, which became the book, she hasn’t been able to stop talking to white people about race. However, she acknowledges her (and our) place in the life-long movement for ending racism.

This novel was the first that we discussed in our book club, and it was a fantastic (if extremely difficult) introduction to the systems, barriers and prejudices that people of colour experience daily.

Homecoming: voices of the Windrush Generation – Colin Grant

In this incredible collection of stories from nearly 200 people, Colin Grant takes the readers through a journey of discovery and understanding of the Windrush Generation.

The term, commonly known as Windrush, refers to the Caribbean citizens who arrived in England between 1948 and 1971.

Originally published in 2019, this book shares interviews of people from different backgrounds, all united by their lives in the same country: England. Colin Grant tells the stories of nurses, teachers, and bus drivers now in their late age, who describe their experience of coming to England between the late 1940s and early 1960s. Grant dives into the lives of people from Jamaica, Barbados, Guyana, and other countries in the West Indies, who struggled to build entirely new foundations for a life in the face of discrimination and other extraordinary challenges. 

From adjusting to the cold weather, to struggling to find jobs or even a place to live these stories are equal parts heart-breaking and eye-opening. 

Every page of the book contains life lessons and provides an education on the history of the people who helped to rebuild England after WW2.

Between the World and Me – Ta-Nehisi Coates

Between the World and Me is a book by black author Ta-Nehisi Coates, who grew up in West Baltimore in the 1980’s. The novel is written in the form of a letter to his 15-year-old son which opens the window into their personal relationship.

He starts the letter by recounting, “last Sunday, the host of a popular news show asked me what it meant to lose my body”. During a news segment where he was being interviewed, he attempted to explain that American law and government was built on the abuse of black people (their bodies, land and wealth). He also pointed out that these institutions have only ever considered white men. When the news anchor goes on to talk about a hopeful future (using a photograph of a black child hugging a white police officer as proof of some harmonious utopia), he knows he has failed in getting his point across.

Throughout the letter, he references lessons his son has learnt from police brutality and murders against black people, alongside Coates’ personal experiences, to bring into focus the wider systemic disadvantage that young black people face in the US. He details his experiences with his parents growing up (when his father would discipline him harshly to try to deter him from getting involved in activities where the police would be involved), the fear he felt from the black boys growing in his neighbourhood, and how he first saw a gun flashed at him aged 11.

The book talks about the distance between the world he grew up in and the one he saw white children and families experience. While reconciling these two worlds is hard, it’s something that he attempts throughout the novel. He also details his formative years at Howard University in Washington D.C. and his experience of fatherhood.

A New York Times bestseller, and hailed as “required reading”, this novel is an extremely powerful account of race in America for everyone, not just those living in the US.

A Single Man – Christopher Isherwood

A work of fiction published in 1964, A Single Man follows a day in the life of a middle-aged gay professor in LA after his partner passes away suddenly. He is driven to suicidal thoughts, but ultimately changes his mind when he connects with old and new friends. This short novel (186 pages) was also adapted into a film in 2009 starring Colin Firth.

The novel could almost be autobiographical in parts, as the protagonist, George, is a British man who is teaching at a university in California. Isherwood was also a gay man, born near Manchester, who relocated to the US and taught at California State University, Los Angeles. The story is relatable to anyone who has felt a mundane loneliness. Alongside this struggle, George faces prejudice due to his sexuality in a culture that doesn’t accept him or the love he shared with his partner.

This novel is definitely a worthwhile read. Despite it being written and published in the 1960’s, it’s an important reminder to never forget how hostile and dangerous the world was and continues to be for LGBTQ+ people.

We Should All Be Feminists – Chimamanda Ngozi Adichie

We Should All Be Feminists, first a TEDx Talk watched by over 6.2 million people, is now an essay on modern feminism and gender equality by Nigerian author Chimamanda Ngozi Adichie. In less than 50 pages, she clearly outlines the benefits to both women and men becoming feminists by touching on issues like sexism in the workplace, gender expectations (how they hurt men and women) and rape culture.

Adichie uses personal anecdotes from growing up in Nigeria and her first, negative exposure to the word ‘feminist’. She also recalls a journalist advising her that she should never identify herself as a feminist, as they are only women who are unhappy because they can’t find husbands. She highlights the baggage the word ‘feminist’ must endure, including the common trope of a man-hating, bra-burning woman who shuns all traditions. This is just one of the many false ideas of a feminist she dispels in the novel.

Accessible and easy-to-read, the book is a fantastic first step for anyone who wants to learn more about feminism. She aims to not only convert those who criticise feminism, but also to strengthen the arguments of feminists who want to enlighten those around them. Since its release, the novel has been widely distributed as essential reading, with every 16-year-old Swedish student given the novel in 2015 and a local bookstore in Portland giving away copies for free during a protest against Trump’s inauguration.

If you’re interested in more book recommendations, check out our article on the best books for your career development.

The post A diverse book list for National Read a Book Day appeared first on Tiger Recruitment.

To say that being a personal assistant to a private individual is demanding would be an absolute understatement! As an exclusive household staffing agency, we understand that supporting a principal in their private life can mean that you’re on call at all hours of the day and must sometimes do the impossible. If you want to become a private or talent PA, you must stay on top of your game and work as efficiently as possible. We’ve put together a list of habits that the best private PAs have developed.

Write everything down

Whether you work off diaries or electronic calendars and memos, a great private or family office PA will make sure every little detail is recorded somewhere. You will deal with an immense amount of information and incoming requests, and it’s likely that something will slip under the radar and be forgotten if it’s not documented. This is also best practice as you never know when you might need these records in the future!

Have a bag packed to go at all times

This side of being a private PA to HNWI can be both exciting and daunting, as you may be asked to accompany your principal on a trip at a moment’s notice. By having a bag at the ready, you can be out of the house and into the private jet as quickly as possible. Alternatively, this could result in a disastrous situation where you’ve hurriedly packed your bag and forgotten something important, like your passport or the itinerary. Word to the wise – remember to repack the bag once you return home!

Keep your ‘little black book’ of contacts up to date

The longer you’re in the private sector, the more contacts you will accrue through working with suppliers, businesses and the network of your principal. At Tiger Private, our consultants have experience working within the private sector before they joined our private staffing agency, so we know that these contacts are invaluable! For example, if you know you have a great relationship with the best florist in town, make sure you’re the first to know when they move locations or go through internal staff changes and update this information. In addition, make a note if your go-to suppliers go on holiday and ensure you have a secondary point of contact in their absence.

Take time out to recharge

This may seem difficult considering the taxing nature of the role, but try to take a few minutes every day to relax and unwind. Whether it’s a meditation session before bed, or an opportunity to take five minutes in the day to yourself, it’s essential to take regular breaks to relax. Even though you spend all your waking hours looking after someone else’s needs, it doesn’t mean your wellbeing as a private PA isn’t important!

If you’re looking for a private PA or secretarial jobs in London and around the world, we can help! Submit your details online, or look at our live job listings to kick-start your career.

The post Habits of highly effective private PAs to HNWI appeared first on Tiger Recruitment.

Considering a career in virtual assistance? One of our top VA candidates explain how she got into the business and how she finds it working virtually.

How did you become a virtual assistant in the UK?

I was working as a senior PA for a private individual and due to moving around as an Army wife, I worked virtually throughout the second year of our contract. I have also run my own communications business for about eight years now, working virtually for clients on projects such as web design, freelance writing and marketing and so I was experienced in the most unique aspect of the role, namely working away from the client. I then applied for a Tiger Virtual position earlier this year and was successful in joining the team.

What did you do before being a virtual assistant?

I have worked as a PA/Administrator for about 10 years, working my way up from a Team Administrator to a Senior PA/EA. I have also worked in a number of other industries, such as marketing, property and web design, which gives breadth to the skills I can offer.

What type of people do you tend to work for? Business owners, private individuals etc..?

I tend to work for smaller companies and/or individuals, in a private and/or commercial capacity. I specialise in working for fledgling companies or for individuals, where a ‘sleeves-rolled-up’ approach is required, and my role tends to be very varied.

Why did you choose to become a virtual assistant?

As an Army wife I move every few years, which makes it hard to find a long-term job in one specific location. Working as a virtual assistant allows me the flexibility to maintain a career for myself whilst fitting in with my husband’s. I also have other interests outside of work, which I am able to fit in more easily due to saving time through not having to commute.

What is the part about being a virtual assistant that you most enjoy?

I like the autonomy and the challenges that come from getting to know and understand a client without daily face-to-face interaction, and the subsequent satisfaction when the client is thrilled with the support being provided.

What is the most challenging part of being a virtual assistant?

Being on your own all day can be tough and a bit isolating, so it is vitally important to make time to leave the house at least once during the working day, as you would do in an office. I go swimming, walk the dog, meet friends for a coffee or run some errands, in order to change the environment and talk to someone other than the dog! Staying away from the fridge can be a challenge too…

What skills are most important within the role?

Self-motivation is essential, as is time-keeping, organisation and being content with the fairly solitary set-up. One needs to be utterly professional and have a good listening ear to discern what clients are looking for and to then deliver the project on time. It is also important to be able to communicate clearly both verbally and in written format.

If you were given the opportunity to improve a skill, what would it be?

I would like to improve my good French skills back up to near fluency, incorporating business French.

What kind of a character would best suit being a virtual assistant?

Independent, resilient, proactive and problem-solving.

Would you say previous PA experience is vital to become a virtual assistant or could people get into that line of work with transferable skills?

I would say that it is crucial to understand how to administratively support an individual in their business pursuits, alongside a strong knowledge of IT packages, good typing skills and a ‘can-do’ attitude. So many workplaces nowadays ask their staff to multi-task and it may be that all of these things are being accomplished by someone who is not strictly a PA. That someone may be able to bring something else to the table such as marketing skills, or an understanding of website CMS; it’s all about making one’s skills clear on a CV and being able to explain your diversity in interview.
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If you’re looking to begin working in a virtual job, Tiger Virtual can help!

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Interviews can be daunting, but it is important to remember the client has chosen to meet with you because they believe you have the necessary skills and experience, and might be right for the role. If you keep this in mind to settle any nerves about your abilities, you can focus on showcasing your other strengths – the soft skills, work ethic and values that will prove to the employer that you are right for the role.

Below I’ll highlight my suggestions on how to set the best first impression in interviews, from my experience as a recruitment consultant at Tiger Private.

Punctuality

It sounds obvious, but punctuality is essential. It will ensure you can perform to the best of your ability in the interview without feeling flustered or panicked about the time.

With train strikes, traffic jams, road works and signal failures, lots can get in your way! Check your route the day before and on the day of the interview and leave plenty of time for your journey. You must remember that the client does not know you, therefore, if you are late for your first interview, it is easy for them to assume you are always late and always unreliable. If you are running late, don’t panic – most clients are understanding, just be sure to communicate with your consultant. Clients are much more likely to be forgiving if we can pre-warn them.

Sometimes, being too early can be a cause of frustration for clients. If you are more than five minutes early, use the time to make certain of the meeting spot and gather your thoughts over a quick walk around the block, or a coffee.

Appearance

Interviews are formal occasions, so it is best to reflect this in your appearance, even if the job you are interviewing for does not require formal dress. The client will appreciate the effort you have made on your presentation. A smart appearance will give the impression you are prepared, professional and fully invested in the opportunity.

Preparation

Prior to your interview be sure to do any research and understand the job description. You will find the benefits are threefold. Firstly, it will help you to feel more confident, especially when you see parallels between your experience and the requirements for the role. Secondly, it will help you to choose which parts of your skillset to highlight when talking with the client. Finally, the client will be impressed that you have spent time understanding the requirements for the role, it will be a signal that you are engaged, switched on and interested in the job.

Avoid technical hiccups!

Increasingly, first-stage interviews are held online via platforms such as Zoom, WhatsApp video and FaceTime, as they are convenient and time efficient. Making a good first impression via video relies upon logistics to help eliminate technical issues. Use this checklist to ensure you are prepared: check your internet connection, ensure your laptop/mobile is fully charged, find a quiet place to have the call where there is a neat, professional backdrop (aim for a plain white wall whilst sitting at a desk, avoid bedrooms or a backdrop of a bed).

Confidence

My final tip is: be yourself, smile, and remain engaged. If you have followed the previous four recommendations, your chance of any mishaps will be low, so you should feel at your most confident and prepared. Remember, Tiger put you forward for the role because we feel you are a good fit for the position, so take that self-belief into the interview!

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For more advice on job hunting, check out our jobseekers resources page. If you’re just starting out your search, register with Tiger today.

The post Five tips to make the best first impression in interviews  appeared first on Tiger Recruitment.

Five key PA duties explained

If you’re considering becoming a personal assistant, you’ve come to the right place. Tiger has specialised in securing jobseekers their dream PA job for over two decades, so our understanding of the position is second to none.

PA roles and responsibilities have been highly valued across a number of industries for decades. The future of the PA role may always be evolving along with the many changes in technology and work culture but, at its core, the position remains the same: ensuring the Principal you’re assisting has everything they need to perform at their best. So, how does a personal assistant go about achieving that?

The gatekeeper

The amount of incoming calls and emails they receive will depend on the seniority of your Principal but, regardless, answering these will play a significant role in your PA duties. You will be tasked with filtering out unnecessary distractions and prioritising enquiries for your Principal to respond to. So, you’ll need excellent verbal and written communication, as well as relationship-management skills when in regular contact with clients and other business partners.

The diary manager

Senior-level staff can jump from meeting to meeting, office to office throughout the day, so naturally it can be difficult for them to remember their schedule. They’ll rely on you as a PA to manage their diary: booking meetings, phone calls, lunches and more, but also ensuring that they have enough downtime to travel or attend to personal tasks.

The travel booker

Management and executive-level staff will often be required to travel nationally or internationally for meetings and conferences. As their PA, it will be your responsibility to arrange everything surrounding these trips including visas, taxis, flights, hotels, meeting rooms and restaurants. Writing a well-planned travel itinerary, as well as the ability to respond quickly and effectively to cancellations, schedule changes and other issues, will make you an invaluable assistant.

The expense manager

Hand-in-hand with arranging travel and accommodation is dealing with expenses. You’ll be entrusted to ensure all bills are correct and paid for on time, and keep an up to date log of these and all other business expenses related to your executive. It’s thus crucial that you have a good head for numbers.

The MS Office wizard

Your manager/executive will regularly be moving between meetings covering different subjects. They may even be giving presentations. A personal assistant will help ease the transition by preparing notes, reports, PowerPoints and other documents for their Principal ahead of time. The best PAs are skilled with a variety of software useful to this task, such as Microsoft Office suite. If you lack confidence in these programmes, there are many online courses you can take to get up to speed.

There are many more ad-hoc tasks you’ll be required to undertake as a PA, which you can find out about in our PA job description. You may even want to look into PA courses to really get to grips with the role. Alongside mastering these daily PA roles and responsibilities, the most important challenge of a personal assistant job is to learn the preferred working style, rhythms, and quirks of your manager. If you can click with them and march to the same beat, you’ll be able to anticipate potential problems and distractions ahead and clear them from the path, keeping everything running smoothly.

If you’re ready to take the next step and apply for PA roles, submit your details today. And be sure to read our tips for PA interviews to prepare yourself!

The post What does a Personal Assistant do? appeared first on Tiger Recruitment.

If you’re working with a recruitment agency to find a job, they’ll tell you that preparing for an interview is an essential requirement if you want to receive a job offer. Among other tasks, there’s the reading through the job description, familiarising yourself with your CV, considering your answers to potential interview questions, and the list goes on.

Equally important is the researching of your potential employer. Why? For one, you should want to know who you’ll be working with and the kind of people they are. Secondly, in the interview this knowledge will earn you points that may lead to a successful offer.

Here are some of the areas you should consider looking into prior to your big meeting:

1. Check out the competition

There’s no better way to find out where your future employer’s market position is than by looking at their direct competitors. The easiest way to do this is by using Google to look up companies in their industry. You can also see a quick snapshot of their competitors by clicking through to the company profile page on LinkedIn and reviewing ‘similar companies’ on the right hand side. This will then give you a sense for what the company’s key points of difference are.

Read up on the industry as whole and you’ll be sure to impress your interviewers if you can talk knowledgeably about their sector as well as where you believe their company fits into the picture.

2. Look at their company culture

Company culture plays an incredibly important role in helping you decide how you’ll fit in with your future bosses and team members. Start following their social media channels and see how they engage with their audiences. This will give you a flavour for the personality of the firm. Secondly, go to Glassdoor, a site that collects staff reviews; you’ll be able to see the positive and negative comments of previous and current employees. All this will give you an overview of the business’s values and vision. Again, the info will be useful for you to know anyway, but will also help you steer the conversation towards areas you know are important to them, or away from potential prickly topics.

3. Delve deeper into their finances

Exploring the financial health of the business will give you an indication of their future direction. If they’re a larger firm, they may have an investor section on their website with press releases and financial details relating to revenues and company risks. The info for smaller businesses and start-ups might be a little harder to find, but if you dig deep enough you should be able to discover something that will be useful for you.

Once you’re armed with this data, take from it what you need. Hopefully it will give you the confidence to know that the business is going in the right direction; it should also furnish you with some key facts with which you can impress your interviewer.

4. Who the key players are in the company

Look at who the company bosses are and their backgrounds. Just go straight through to the ‘about’ page and do your research on the directors and management team. It might also be an idea to follow them on twitter to find out what they’re saying as well. Understanding the senior management better will reveal the business’s influencers, which in turn informs the values and inherent company culture.

5. Who their clients are

By having an understanding of the customer, you’ll be better placed to appreciate why they do what they do and how they go about it. Demonstrating this insight in the interview will almost certainly stand you in excellent stead with your interviewer.

If you’d like to talk to us about how we can help you in your job hunt, get in touch today.

The post Five ways you can research a company’s background before an interview appeared first on Tiger Recruitment.