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.

Understanding Emiratisation and the NAFIS programme is vital for businesses looking to employ in the UAE. In this guide, we’ll explain what the initiative is, and how it will affect your hiring, training and retention strategies.

In 2019, the Ministry of Human Resources and Emiratisation announced plans to activate Article 14 of the UAE Labour Law, which mandates the prioritising of Emiratis over expats in the hiring process. This effort was bolstered in 2021 with the advent of the NAFIS (National Program for Emirati Human Resources Development) initiative. This renewed emphasis on hiring locally aims to increase the number of Emiratis in the workforce and hence, their contribution to the economy. So what does this mean for your hiring efforts?

What inspired Emiratisation?

The concept of Emiratisation was introduced in response to a consistently high unemployment rate amongst locals – official statistics from 2011, placed overall unemployment at 13%, with this figure rising to 23% for 15-24 year olds.

A report by the Federal National Council (FNC) identified 3.8 million jobs in the private sector, of which 800,000 could be filled by citizens. At the time of the report, only 20,000 to 30,000 Emiratis were employed in private businesses.

Since the activation of Article 14, the number of Emiratis employed in the private sector has massively increased, with statistics from June 2025 showing over 152,000 employed across 29,000 companies.

What does it involve?

There are a number of policies that fall under the Emiratisation umbrella. The most prevalent is a quota, which dictates that every private-sector company with 50 or more employees must progressively increase the number of Emiratis employed in skilled roles each year, in line with MoHRE targets leading up to and beyond 2026. As of 2025, businesses with 20 to 49 employees operating in designated sectors are required to employ at least one UAE citizen and retain existing Emirati hires. From January 2026, non-compliant employers are required to make financial contributions for each unfilled Emiratisation role, with compliance actively monitored by the Ministry of Human Resources and Emiratisation.

There are a number of benefits to hiring locally – companies that satisfy certain requirements can save on fees from the Ministry, as well as residency costs, airline tickets and health insurance.

What does this mean for hiring in the UAE?

For those looking to hire in 2026 and beyond, Emiratisation should be high on their agenda. The UAE government has announced that hiring for the sake of meeting quotas will be frowned upon, so hiring managers will need to make a concerted effort to recruit local talent that can contribute and grow in their organisation. As the private sector can offer significant potential for career progression, companies need to focus on building pipelines for local Emiratis, demonstrating how they can help them get to where they want to be. This focus on talent development will assist with both attraction and retention efforts, ensuring a long-term organisational culture that features both Emiratis and expats.

However, attracting the right talent is not without its challenges. With the public sector generally offering higher salaries for shorter working hours and no cap on pensions, private companies need to counter this, offering competitive salary and benefit packages. In cases where salaries can’t be matched, businesses need to consider other attractive options, such as clear career progression, employee engagement and flexible working. Incentivising employees to stay within the company, with share options and legacy-in-service initiatives, is also worth considering for long-term retention efforts.

A recruiter can help conquer some of the challenges encountered in attracting Emirati talent. A great recruitment consultancy will have an ever-evolving database of fantastic talent, available both immediately and on notice. They’ll be able to pair your requirements with a shortlist of capable candidates, ensuring each one is both a personality and professional fit. They will also be able to provide advice on the market, advising on salary benchmarks and benefit strategies.

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As specialists in Emiratisation recruitment, Tiger’s Dubai office can help you hire exceptional Emirati talent. Our consultants have lived in the UAE for over 23 years combined so have a unique understanding of the cultural sensitivities of hiring in the region. Get in touch today! If you’re looking for more guidance around hiring, read our comprehensive interview guide for employers. 

The post A guide to Emiratisation 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.

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

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

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

Be vulnerable

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

Don’t be afraid to ask questions

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

Challenge the status quo

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

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

Consider the working environment

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

Start Small

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

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

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

The post Hiring for Emotional Intelligence Without Bias 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.

We spoke with Kate Headford, Associate Director at Tiger Recruitment, who has nearly 20 years of experience in the industry. Inclusive hiring has always been a passion of hers, but since moving into a leadership role, she feels an even greater responsibility to drive change.

“Hiring managers are happy to offer reasonable adjustments when candidates ask for them,” Kate explains. “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.

According to Kate, one of the most common reasons 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. As Kate puts it, “The interviewers were more prepared, and the 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 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, request a callback from one of our knowledgable consultants.

The post Small Adjustments, Big Impact: What Inclusive Hiring Really Looks Like 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.

While recruitment activity has slowed in the wake of the COVID-19 pandemic, there are still job seekers who are being offered fantastic new positions. If you’re one of them, congratulations! This may well mean that you find yourself in a video call with HR for an exit interview soon.

Volunteering your general feedback about your employer can sometimes be an uncomfortable experience, so if you’re asking yourself “how should I handle an exit interview?”, we’ve provided eight do’s and don’ts 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 sample 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

Avoid discussing colleagues and petty grievances. In fact, avoid mentioning 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 survey 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 Do you struggle with exit interviews? Here are eight dos and don’ts to help! 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.

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.

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

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

How to conduct a telephonic interview

Consider this a ‘pre-interview’ screening call

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

Focus your questions

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

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

It’s not all about their answers

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

Keep your options open

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

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

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

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

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

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

What is neurodivergence?

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

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

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

Benefits of a neurodiverse workforce

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

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

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

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

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

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

Steps to create a supportive workplace culture

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

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

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

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

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

Inclusive hiring practices

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

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

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

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

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

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

Conclusion

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

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

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

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.

Table of Contents

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

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

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

What is recruitment and selection?

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

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

Difference between recruitment and selection

What is the difference between recruitment and selection?

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

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

Recruitment and selection policy?

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

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

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

Tiger’s recruitment and selection process

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

Attracting talent in the UAE

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

Expatriates

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

Emirati talent

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

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

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

Writing a job description

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

Why is a job description important?

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

Format of a good job spec

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

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

Writing a good job ad

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

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

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

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

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

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

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

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

Creative candidate attraction strategies

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

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

What to look for in a CV

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

CV Layout

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

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

Find a good example of a CV below:

Education

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

Interests/achievements/further information

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

Soft skills

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

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

Movement on a CV

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

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

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

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

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

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

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

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

Set the scene for the interview

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

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

Make interviewees feel at ease

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

This includes:

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

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

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

Structure of interview

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

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

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

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

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

How long does a job interview take?

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

Tailoring interview questions

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

Different types of interview questions

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

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

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

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

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

What is a competency-based question?

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

For example, you may start a question by saying:

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

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

Pros of competency-based interviews

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

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

Cons of competency-based interviews

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

Examples of competency questions

Influencing or persuading others:

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

Interpersonal and team skills:

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

Communication skills:

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

Personal adaptability, energy and resilience:

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

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

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

Problem solving and decision making:

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

Conflict management and ethics:

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

Personal and career objectives:

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

Knowledge of the organisation and role:

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

Work experience:

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

Ability, competence and achievement:

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

Stress questions:

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

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

The offer process and securing a candidate

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

The pre-offer stage

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

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

Offer and acceptance

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

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

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

Elements to include in the contract/offer letter

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

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

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

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

Best-practice onboarding process

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

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

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

Planning the onboarding in advance

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

How to structure a new starter’s first day

On a new starter’s first day:

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

A new starter’s first weeks

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

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

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

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

Planning a new starter’s initial workload

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

Remote onboarding

If onboarding remotely, it’s important that:

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

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

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

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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 that 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 efforts and, in particular, can support small businesses that 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 is currently 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’s 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.

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.

The post How to Measure Diversity Within an Organisation appeared first on Tiger Recruitment.

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: 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 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: 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: 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!

For insights and resources for HR professionals, click here.

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

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

What Is a Financial Controller?

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

The Role of a Financial Controller

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

Here are some of their key responsibilities:

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

How a Financial Controller Differs from Other Financial Roles

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

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

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

Signs Your Business Needs a Financial Controller

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

Rapid Business Growth

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

Increased Regulatory Requirements

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

Inaccurate Financial Reporting

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

Qualifications and Skills to Look for in a Financial Controller

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

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

How to Hire a Financial Controller

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

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

1. Identifying Your Needs

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

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

2. Finding Potential Candidates

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

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

3. Evaluating Financial Controllers

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

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

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

4. Making the Decision

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

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

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

How a Financial Controller with Tiger Finance

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

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

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

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

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

What is a Finance Director?

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

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

Key Duties of a Finance Director

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

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

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

Essential Skills and Experience

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

Experience Level

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

Expertise

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

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

Importance of a Finance Director in an Organisation

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

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

Strategic Financial Management

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

Risk Management

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

Credibility and Compliance

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

Broad Impact

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

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

How to Recruit a Finance Director

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

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

1. Crafting the Job Description

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

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

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

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

2. Identifying Ideal Candidates

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

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

3. Screening and Shortlisting Candidates

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

4. Conducting Effective Interviews

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

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

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

5. Assessing Competencies and Aptitude

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

6. Checking References and Backgrounds

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

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

7. Making the Job Offer

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

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

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

8. Onboarding and Integration

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

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

Retaining Your Finance Director

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

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

Competitive Compensation

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

Professional Development

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

Positive Work Environment

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

How to Recruit a Finance Director with Tiger Finance

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

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

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

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

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.

Evaluate Credentials and Experience

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

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 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.

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.

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.

Coralie Fernando, Head of Marketing and Communication at Tiger, sits down with Laura Glendenning, Head of Tiger Private, to talk through how private household staff recruitment has changed during COVID-19. They discuss the high-quality candidate pool available, the popularity of certain household positions, consolidation of roles and how virtual technologies are speeding up the recruitment process. Listen to the podcast below.

You can find out more about private household recruitment here or email Laura directly for more info.

The post LISTEN: How private household staffing has changed during COVID-19 appeared first on Tiger Recruitment.

Your curriculum vitae (Latin for ‘course of life’) will most likely be your first point of contact with a potential employer. It’s a simple document that represents you on paper, and it may be the only form of communication that decides if you are a suitable candidate. When looking for a job in Dubai, it’s essential that you get it right. Here are our top tips to consider when writing your CV!

Your Audience

When applying for a corporate administrative or support role, consider your audience. Who is going to read your CV?  The list may include recruiters, HR professionals, talent acquisition managers and ultimately the person who will make the decision to hire you or not.

Grammar

As one of the leading job agencies in Dubai, we know how frustrated some hiring managers can get when they see errors on jobseekers’ CVs. Always check your spelling, punctuation, and syntax, as you’ll be judged accordingly! If you’re applying for a role that requires ‘great attention to detail’, your CV must reflect this! Similarly, if your potential new role involves written communication, a poorly written CV will not get you to the interview stage.

Style

Your CV is not a high school art project, so please refrain from technicolour company logos, stylized bullet points, or colourful backgrounds. CVs are usually printed in black and white – so all that rainbow you’ve painstakingly added will just become various shades of grey!

Format

It’s best to stick to one font in black, as the document will become too cluttered and hard to read otherwise. Bold is fine for headings and subheadings, but don’t stray down the path of italics or go overboard with underlining! A well-formatted CV that is clear and easy to read will have a higher chance of being pulled from the pile for a closer look. In addition, avoid slang, jargon, and text speak. You may, however, include familiar terms and commonly used abbreviations, such as ‘PA’ or ‘HR’.

Brevity

Keep the biography/personal statement brief, ensure you’re concise and accurate when listing your skills and experience, and ensure your dates tally. You will probably be asked questions based on your CV, so be prepared to expand on your past roles and achievements, and know your CV inside-out. You should also modify your CV depending on the role you’re applying for. For example, suppose you’re looking for PA jobs in Dubai. In that case, your CV should focus only on your experience in similar support roles, and mention skills like gatekeeping, diary management, and scheduling.

These simple tips will instantly make your CV more legible, give it credibility, and help you to stand out from the crowd. This is your chance to sell yourself, so take the time to do it right. Remember – you never get a second chance to make a first impression!

Tiger Recruitment is one of the leading job agencies in Dubai. Submit your details or browse our live job listings today!

The post Is your CV getting you the right attention in your Dubai job search? appeared first on Tiger Recruitment.

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

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

Common questions asked about setting career goals

Not everyone can have career goals, can they?

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

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

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

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

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

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

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

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

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

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

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

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

When setting career goals, most people tend to focus on their present issues. Let’s say you’re looking for a job and your first goal is to get hired at a good company. Logically, you would sharpen up your CV^[2]and focus on improving your LinkedIn page. While these are great initial actions, it’s also important to look at a holistic approach to your goals. In this example, a person looking for a job should also think about how industry events, networking, improving their portfolio and learning additional skills will help them in the long term.

Even if you’re not looking to move on from your current role, don’t underestimate the value of looking at all your options. For example, if you want to expand your client base, posting regular articles on LinkedIn will help you become known as a thought leader for your particular niche.

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

Author bio: Michael Deane has been working in marketing for almost a decade and has worked with a huge range of clients, which has made him knowledgeable on many different subjects. He has recently rediscovered a passion for writing and hopes to make it a daily habit. You can read more of Michael’s work at Qeedle^[3].

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

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

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

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

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

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

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

Interview questions to ask candidates

Experience

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

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

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

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

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

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

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

Please explain the gap in your CV.

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

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

Personality

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

Who are your referees and why have you chosen them?

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

Discuss your interests and achievements.

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

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

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

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

Business is booming

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

Laws are relaxing

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

Strong expat community

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

Salary packages

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

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

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

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

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

Flexible working

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

Professional development

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

Don’t delay

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

Re-assess company culture

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

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

The post Attracting talent in the Middle Eastern job market appeared first on Tiger Recruitment.

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

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

And the good news?

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

Improving your employer brand

Tone of voice

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

Social media

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

Your people

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

Have clear values

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

What next? What’s the retention strategy?

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

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

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

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

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

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

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

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

With over 200 nationalities, the UAE is a melting pot of cultures, experiences and people. Emiratis make up roughly 20% of the population, while expats from Europe, Asia and Africa consist of the other 80%, emigrating for career progression, an improved quality of life and the chance to increase their earnings.[1] The booming expat population, and the effects of the pandemic, continue to place a strain on an already-saturated job market, making each job application more competitive than ever. This has seen salaries drop, as many jobseekers are willing to take on roles for a lower salary in order to stand out from the crowd and win a lucrative position.

With this is mind, jobseekers should ensure they are getting the basics of the job search right in order to stand out from the crowd. To help, here are our top tips to increase your chances of securing a job in the UAE!

Understand the market

It’s important to understand what the market looks like before applying for jobs. If you plan to move into the region, do your homework first. You should know the cost of living, how much you could potentially earn and what opportunities could be on offer. If you don’t have any MENA experience, you may need to carefully consider why a business might employ you over someone who does. Unfortunately, we see many jobseekers wanting to move into the region without knowing much about living or working here, so it’s important to prepare as much as you can beforehand.

When it comes to salaries, it’s essential to educate yourself so you know what you’re asking for is in line with expectations. For example, top level industry-specific EAs can earn AED 25,000 (GBP 5150) a month, but if you have moved over with no local experience, it is unlikely you will find something at this level. EAs who have recently immigrated should expect to take a role on for around AED 12,000 (just under GBP 2,500) per month. This will allow you to get your foot in the door, gaining useful experience to then transfer into a higher paying role.

Read the job description carefully

While it may tempting to apply for every role you see advertised, this isn’t the way you’ll find your dream job. In fact, by applying to roles where you don’t meet the clearly specified criteria, it not only wastes your time, but it also leaves you feeling disheartened by the mounting rejections. Even when you think you may have enough experience for the role, if you don’t have the right qualifications, you won’t even be considered. For example, if a role requires +10 years of accounting experience and an ACCA qualification, there’s no use applying if you’ve not even completed your ACCA exams.

So, it’s important to be honest with yourself and your capabilities by only focussing on the roles that match your experience. In the UAE, you should expect to hear back from a role you apply for within five days (if not sooner!). If you don’t hear back in this time, assume you aren’t the right fit and keep looking.

Format your CV

Your CV is a potential employer’s first impression of you, so it needs to pack a punch. It should be no longer than two pages, clearly set out and justified. It should be clean and uncluttered, as this makes it much easier for recruiters or hiring managers to read. In the UAE, it’s common practice to include a photo, but make sure it’s not a selfie (a professional-looking headshot is best).

As always, it is essential that your CV is free of spelling and grammar errors and includes a personal statement, your professional experience (with both responsibilities and achievements), education and any other skills, such as languages. It’s also important that your CV is up-to-date. For example, if you left a role in October 2020, don’t list it is ‘current’. This little detail could make all the difference. If you’re worried about being seen as ‘available immediately’, don’t be! This could actually make you more attractive to a prospective employer.

The power of a cover letter

Unlike the UK, a cover letter is a necessary part of any application in the UAE. However, it’s not enough to include a generic letter – you need to tailor each submission, highlighting your ability to do the role. This is your chance to demonstrate why you’re the perfect person for the job, with specific examples about how you satisfy the criteria.

Network offline and online

Networking is such an important weapon in a jobseeker’s arsenal. You never know where an opportunity will come up, or where a conversation could take you! Therefore, keep an eye out for any jobseeker networking events in your city or other opportunities to meet employers, such as job fairs and career expos.

If you’re networking online, LinkedIn is a great place to connect with those already working in your industry. Ensure that your details are up to date and accurate, with your latest positions, responsibilities and achievements. It’s also a good idea to look at other social media, like Facebook. For example, if you’re from the UK, the Brits in Dubai Facebook page [2] can be a fantastic resource.

While you’re online, take the time to clean up your social media profiles. One of the first things a hiring manager or employer will do is look you up online, so it’s best to remove any unprofessional photos or content. It’s also worth checking your privacy settings and adapting as needed.

Pick up the phone

With so many jobseekers looking for roles, companies are receiving thousands of applications on a daily basis. Make sure you’re memorable by following up with a phone call – a simple introductory call will differentiate you from the crowd and give you yet another chance to impress.

Register with a recruitment agency

Another great way to ensure you stay ahead of the crowd in the job hunt is to register with a recruitment agency. Your consultant will be able to provide advice on your job-seeking efforts, as well as put you forward for any suitable roles. Recruitment agencies like Tiger often work exclusively with high-profile companies, providing a direct pathway to lucrative careers.

Word to the wise – if you’re using recruitment agencies in your job search, you shouldn’t agree to be put forward for the same role by several different recruiters. You may think this will maximise your chances of being called in for an interview, but it actually has the opposite effect as hiring managers will be more likely to discount you.

Prepare for your interview!

A hiring manager has seen your CV and welcomed you in for an interview – congratulations! Don’t throw away your chance by not preparing accordingly. Make sure you research the company, position and industry prior to the interview and have a think about your answers to potential interview questions. If interviewing in person, look up your route beforehand and make sure you arrive with plenty of time – it’s much better to arrive early and go for a coffee nearby, instead of rushing in a few minutes late. If interviewing virtually, double check the calendar invite to make sure you log in on time.

Should you be looking for a new role, get in touch with Tiger’s Dubai office.

1. HTTPS://WWW.EXPATEXPLORER.HSBC.COM/SURVEY//FILES/PDFS/COUNTRY-REPORTS/AE.PDF

2. https://www.facebook.com/groups/britsindubai

The post Job-hunting in a saturated market – how to stand out from the crowd in Dubai appeared first on Tiger Recruitment.

Dubai continues to be a popular option for European professionals looking for a new challenge – as of 2016, expats made up 7.8 million of the 9.2 million residents of the UAE.¹ If you’ve recently made the move, or are considering moving to the Middle East in the next few weeks, you’re bound to see Ramadan in full effect and notice the affect it has on the country’s job market.

As an Islamic country, Dubai is affected by the religion’s holidays and traditions. Just one of these is Ramadan, the ninth month of the Islamic calendar when Muslims around the world abstain from eating, drinking or smoking between sunrise and sunset. Lasting about a month, it marks the time when the Qur’an was first revealed to the Prophet Mohammed.

This year, Ramadan starts on May 17, so for the next month, there are large-scale changes to nearly every industry in Dubai, including hospitality, professional services, retail, recruitment and tourism.

What is Dubai like in Ramadan?

From May 17 to June 14, it is illegal to eat, drink or smoke in public during the daylight hours and it’s advisable to dress conservatively. It is perfectly fine to eat and drink in specially screened-off areas, such as food courts and hotel restaurants. Many cafés and restaurants remain open during Ramadan with a curtain in front. Most bars open for regular business and still serve alcohol but no live music or loud music is allowed.

For tourists, there are better hotel rates and less crowding at tourist attractions, but expect shopping malls to be busy – they are a go-to place for locals to escape the heat and shop for their outfits for Eid, the celebration at the end of Ramadan.

How does this affect the job market?

Companies are only allowed to work for six hours a day by law, which means all businesses tend to shut two hours early. However, salaries are not amended during this time. Understandably, productivity can be negatively impacted, as workers cope with not eating or drinking between sunrise and sunset. As the month is a time to catch up with family, it’s also a popular time to take annual leave.

These patterns are reflected in general hiring activity, with companies holding off any recruitment until Eid celebrations have passed. While this is a trend across most industries, it can have the greatest effect on fresh graduates who are looking for their first or second job in their chosen career.

That said, those looking to change roles tend to start their job-seeking preparations over this period. A survey by Bayt.com found that 79.1% of MENA professionals said they plan to spend more time looking for a new job during Ramadan.² This is in part due to the nature of the month itself – it allows jobseekers to slow down, disregard their distractions and focus on their career goals.

What can I do as a jobseeker?

If you are looking for a new role during the Ramadan period, don’t despair. There’s plenty you can do to ensure that you’re ready for the job hunt:

• Make sure your CV is up to date, with your latest responsibilities and achievements
• Clean up your social media, deleting anything you wouldn’t want your boss to see. Make sure your LinkedIn is also up to date and reflects your CV.
• Practice interview questions to make sure you’re confident and prepared for anything a hiring manager may ask. Consider asking a friend to participate in interview role play so you can rehearse your responses.
• Identify a list of companies that you’d like to work with and keep an eye on the careers section of their website for any vacancies – they may be bucking the trend!
• Take some time to establish and narrow down your career goals – where do you want to be in 12 months? Are the roles you’re applying for going to get you there?

It’s also worth touching base with your recruiters and keeping an eye on any job boards, just in case any opportunities come through. When hiring activity increases once more, you’ll be ready to jump at the roles available.

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Tiger’s Dubai office can help you find a new role. Get in touch today to see how we can help.

1. https://www.guide2dubai.com/visiting/tourist-information/uae-population
2. https://www.khaleejtimes.com/jobseekers-optimistic-about-chances-during-ramadan

The post How Ramadan affects the Dubai job market appeared first on Tiger Recruitment.

As we know, preparing for an interview is essential. It has a direct result in both your confidence and competence and ultimately, your performance. With competition for jobs on the increase, it makes sense to ensure you prepare for the different types of questions an interviewer may ask. Among these, behavioural interview questions are crucial to prepare for. To help, we’ve put together a complete guide to behavioural questions, including what the interviewer wants to find out by asking them and common questions to prepare for.

What is a behavioural question?

Interviewers ask behavioural questions to determine how you might react to an issue or situation you experience in the future. Your answer to a behavioural question will reveal to the interviewer evidence of how you will react, illustrated by examples of how you’ve handled similar situations in the past.

Behavioural questions are very different from other types of questions, like competency and knowledge-based questions. These can be answered by stating the qualifications or experience you have in using, for instance, a specific piece of software.

What an interviewer looks for when they ask behavioural questions

Common behavioural interview questions can be grouped in several categories:

• Teamwork – when an interviewer asks you a question about teamwork, they’re looking to verify your ability to work with others. The interviewer will want to know if you can cooperate with team members with different personalities. They will also try to gauge if you can handle conflicts in a healthy and constructive way.
• Adaptability – adaptability is a trait many employers look for. They’ll be searching for evidence of how you react when an unexpected work crisis occurs, or if the business needs to pivot its focus quickly. Your ability to problem solve may also be explored here.
• Communication – communication questions are asked to determine how you interact with team members, leadership, and clients. The interviewer will want to know how you represent your team or company, your customer service style, persuasion skills, presentation skills and how well you can convey technical information.
• Time management – the interviewer wants to find out how well you handle stress and if you have the organisational skills to juggle multiple tasks and responsibilities.
• Values and motivation – questions asking what drives you can reveal how you handle future failures and stress.

How to prepare for behavioural interview questions

To prepare for behavioural interview questions and come up with answers, you should go through examples of behavioural questions and think of a story from your past experience that shows your competence. If you can’t think of a story that shows a successful outcome, consider sharing an example where you failed, focussing on what you learned from the experience and would do differently in the future.

It’s a good idea to prepare a few strong examples that could be adapted to various typical behavioural interview questions. If you can, try to think of a story for each of the following categories of questions. This should allow you to have something to draw from, no matter what type of behavioural question you’re asked.

Remember, an easy way to structure any interview answer is using the STAR method:

• S: Situation — explain the situation or background of the story
• T: Task — focus in on the specific task you’re referring to 
• A: Action — explain the action you took 
• R: Result — finish by discussing the result of the action

As COVID-19 was an unprecedented and difficult situation for both employees and businesses, employers may want to use behavioural questions to determine how you handled these changes personally. They may focus on your transition to remote working or how you helped your company through the challenges they faced. So, it’s a good idea to prepare an answer using an example around this topic if you can.

Examples of teamwork behavioural interview questions include:

• Tell me about an occasion when you needed information from a non-responsive colleague. 
• Give me an example of a conflict you experienced at work.
• Tell me about when you’ve struggled to build a relationship with someone and how you overcame it.
• Describe an instance when you’ve worked closely with a teammate with a different personality to yours. 

Examples of adaptability behavioural interview questions include:

• Tell me about a recent work crisis and how you got through it.
• What did you do to learn the ropes at the first job you ever had?
• Describe a difficult or awkward position you found yourself in and how you managed it.
• What’s a recent failure you’ve experienced and how did you deal with it?

Examples of communication behavioural interview questions include:

• Tell me about a time when it was vital for you to make a good impression on a client.
• Describe an occasion when you had to deal with a difficult client 
• Describe a time when you needed to rely on written communication skills to get your ideas across to the team.
• Tell me about a presentation you’ve given and why you think it was successful.

Examples of time management behavioural interview questions include:

• Tell me about a long-term project you were managing and how you kept everything to schedule.
• Describe how you handled overwhelming responsibilities.
• What’s a work-related goal you recently set for yourself and how did you make sure you achieved it?
• How have you managed conflicting priorities in the past? 

Examples of values and motivation behavioural interview questions include:

• Describe to me your proudest professional achievement.
• Tell me about an occasion when you noticed a problem at work and took the initiative to correct it.
• When were you able to be creative at work and did you find this difficult or exciting?
• Describe an instance when you were unhappy at work and the actions you’ve taken to change it. 

As you can see, behavioural interview questions need a little bit of thought and time to answer. This is why it’s crucial to prepare before the interview. We’ve put together other interview-specific insights to help any jobseekers currently looking for a new opportunity. If you haven’t already, submit your details with us today to start your job search.

The post The secret of how to prepare for behavioural interview questions. appeared first on Tiger Recruitment.

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

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

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

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

2. Social media access

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

3. Leading questions

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

4. Positive reinforcement

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

5. Textbook questions

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

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

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

Would you ever jump into a pool without knowing its depth? Or eat a meal without knowing what’s in it? Approaching a new situation with as much information in your back pocket can dramatically alter your experience. No more is this more obvious than moving overseas. While there is always going to be an element of the unknown, arming yourself with as much knowledge as possible will assist with a successful transition. This is abundantly clear when it comes to the Middle Eastern job market.

When it comes to finding a job in Dubai or elsewhere in the Middle East, it’s worth remembering that the job market has some distinct differences to the markets of the UK or Europe.

Supply meets demand

The UAE continues to be an incredibly popular destination for professionals from all over the world, making for a very competitive recruitment landscape. Because of this, employers can afford to be more specific and expect all of the boxes to be ticked upon hiring an employee.

These high expectations mean that the hiring process can be longer than expected, with multiple rounds of interviews and the possibility of assessments. This means you should budget to be without work for at least a few months, just to be safe.

Be prepared

One way to ensure the hiring process doesn’t go on for longer than needed is to make sure you have all your paperwork sorted before moving over. This includes a copy of recent passport photos, a valid passport with six months’ validity, certified education documents or other evidence of professional qualifications, and certified police clearance certificate from your previous country of residence. Having these to hand will mean there’s no delay in compliance or visas. It’s also essential to have your references ready to go so that when asked, you can confirm these immediately.

Know what’s standard

A new country means a new currency and new standards. Therefore, it’s important to know what is expected of a role, the general salary and any regular benefits. Middle Eastern salaries are generally higher than the UK because there is no tax applied – a HSBC survey in 2017 found that the average salary for Dubai was USD$138, 177 (approx. £108,184) per annum.1 Generally, employees aren’t eligible for annual leave until after six months – from that point, you earn two days per month and then 30 calendar days after one year of service. There are also 11 public holidays, taking your allowance up to 41 days. Health insurance is also compulsory for all employees.

However, these benefits aren’t always standard – there are a number of ‘free zones’ where businesses aren’t subject to labour laws, so make sure you clarify this with any employer before accepting an offer.

Other common expat benefits include an annual flight home, a housing and transport allowance and pension – called a company gratuity. A contribution to this is compulsory by all employers and is calculated as 21 days of your regular wage for each of the first five years of service and 30 days thereafter.

Cultural differences

While there are some universal elements to any role, certain cultural differences are going to make a difference to your working week. For example, the weekend in the UAE is Friday and Saturday. Usual working hours match the UK – eight a day – but during the month of Ramadan, it’s reduced by two hours a day.

Working in Dubai or the wider Middle East offers a wide range of benefits, but when starting out, it’s important to understand exactly what the job market is going to be like. Knowledge is power, so educating yourself as much as possible can only be a good thing!

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Tiger Recruitment’s Dubai office can help you with your job search across the Middle East. Get in touch today!

1. HTTPS://WWW.ARABIANBUSINESS.COM/BANKING-FINANCE/390879-REVEALED-THE-AVERAGE-EXPAT-SALARY-IN-DUBAI

The post What you need to know about the Middle Eastern job market appeared first on Tiger Recruitment.

Fly through your next PA interview with these top tips!

Interviewing can be a daunting task, particularly when there is significant competition among job seekers. We understand that great jobs in Dubai can be few and far between, and – like anything – preparation is key. Take comfort in the fact that your prospective employer is obviously impressed by your experience and your CV. All that’s left to do is wow them with your presence and detailed experience. As a reputable job agency in Dubai, we’re experienced PA and executive assistant recruiters who have the inside track on how best to stand out from the crowd. Think about taking on board the below tips before you approach your next interview – hopefully they’ll help you seal the deal!

Do your research

First things first, do your research! We recommend starting with researching your interviewer(s) and/or line manager. You can do this quite easily on LinkedIn and by googling their names. Finding out about your interviewers just gives you a little bit of knowledge that could be useful in context. For example, if your interviewer has spent a number of years with the company and progressed through the ranks, you could ask, “When doing my research, I noticed that you have been here a while and have had quite impressive career progression. What advice would you have for me if I wanted to do the same?”

Similarly, it’s important to research the company itself. Check if they’ve recently been featured in the news, find out the company size and look into the company values and mission statement. All of these useful snippets can be used to weave into the conversation. Demonstrating that you have completed your research shows the interviewer that you are thorough, considered in your approach and enthusiastic about the role at hand – all of which will pay dividends when it comes to deciding on the selected candidate.

Put your best shoe forward

One of the key reasons for interviewing candidates face-to-face, rather than hiring a personal assistant based on the CV, is to assess how you present.

First things first: wardrobe! Even if you know that the office has a more casual dress code, always attend your interview in more formal attire. Iron your clothes, if they need it, and polish your shoes. Ladies, please wear minimal jewellery and make-up.

Next up: body language! Did you know that you have just 30 seconds to make a positive first impression? Most of this will be based on your body language, so make it count! When you meet your interviewer(s), ensure you are standing and show them a warm smile. The hand shake should be firm. While sitting down for your interview, keep your body language open. Hands should be placed on your lap or on the table, rather than crossed against your chest.

Lastly, try not to let nerves overshadow your personality from shining through. Your prospective employer wants to see how well you might fit into the team environment, and they will (as most people are) likely be drawn to a warm and engaging personality rather than someone who gives one-word answers and doesn’t smile.

Match your experience to the job description

When preparing for your new job in Dubai or wider Middle East, print out the job description and review the responsibilities and desired skills listed. For each of them, think about previous experiences you’ve had where you can demonstrate a competency in that area. Ideally, you’ll go armed into the interview with a handful of strong examples that you can incorporate into your responses.

For example, if the job description lists complex travel arrangements and a desired skill for ‘juggling multiple priorities’, draw on an example where you perhaps had to organise a multi-stop trip for a previous principal and mitigated a crisis of airline cancellations, delayed meetings and transfer problems. Explaining how you responded in a crisis, all the while ensuring the principal had a great trip and experienced as seamless a trip as possible, will show the interviewer that you absolutely meet those set criteria.

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Ultimately, it’s always better to be over-prepared than under-prepared. Try practising your interview techniques with a friend or family member. Additionally, use your recruiter and ask them for advice on what the hiring manager might be looking for! Any good recruitment agency in Abu Dhabi, Dubai or the wider Middle East will help you prep for your interview properly!

To find your next perfect personal assistant job in Dubai, submit your information to our database here.

The post Interviewing for a personal assistant job in Dubai? Read our tips! appeared first on Tiger Recruitment.

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

Boost training and development

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

Flexibility is key

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

Employee feedback

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

Team building to encourage friendships

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

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

Consider stress-relieving activities

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

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

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

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

Why is having an effective recruitment strategy important?

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

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

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

Why enlist the services of a recruitment agency?

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

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

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

1. Speed up the hiring process

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

2. Access to the best candidates

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

3. Market knowledge 

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

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

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

A unique approach to recruitment

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

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

We do the hard work for you

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

Specialists in permanent and temporary recruitment

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

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

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

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

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

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

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

1. Hire for fit

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

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

2. Ask competency-based questions

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

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

3. Interview at least three candidates

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

4. Act fast

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

3. Partner with a PA recruitment expert

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

7. What is your interpretation of “success”?

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

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

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

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

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

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

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

Make the candidate comfortable

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

Have the candidate meet with other staff

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

Money matters

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

Representing the brand

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

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

Check your biases

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

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

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

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

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

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

The stats

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

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

What does this mean for hiring managers?

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

The benefits of job-hopping

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

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

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

What to look for instead

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

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

—

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

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

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

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

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

Talk to their team

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

Talk to management

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

Talk to them

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

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

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

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

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

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

1. Hungry Designers Wanted – Tonic International

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

2. We’re Looking For Dishwashers – Restaurant Binnen

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

3. New Tattoo Artists Wanted – Bergge Tattoo

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

4. Problem Solvers Wanted – Microsoft

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

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

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

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

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

7. McMistake – McDonalds 

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

8. Big Shoes – Times Ascent

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

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

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

10. Don’t Mention The M – Burger King

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

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

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

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

1. Become an employer of choice

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

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

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

2. Keep them engaged in the hiring process

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

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

3. Close your best candidates

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

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

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

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

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

5. Use a good recruiter

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

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

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

The post Five secrets to winning over your chosen candidate appeared first on Tiger Recruitment.

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

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

1. Use video

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

2. Be honest

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

3. Ask for referrals immediately

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

4. Go the extra mile

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

5. Engage candidates in a different way

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

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

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

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

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

The post Five creative ways to attract top talent appeared first on Tiger Recruitment.

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

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

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

A guide to onboarding remotely

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

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

If you’ve never onboarded remotely before

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

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

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

Before the new starter starts

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

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

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

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

First day of remote onboarding

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

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

First week of remote onboarding

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

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

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

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

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

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

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

Best practice

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

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

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

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

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

Remote Onboarding Resources

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

Essential check-in questions

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

Virtual training tools

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

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

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

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

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

Are you an HR professional looking for guidance when it comes to creating a plan for your work post-COVID-19? Our Head of Marketing and Communications, Coralie Fernando, interviewed Erin Taheny, Head of HR and Operations here at Tiger, on how we’re planning for Tiger’s return to the office in London.

Erin started at Tiger mere weeks before London went into lockdown, so her experience has been incredibly unique! In the interview, they discussed how Tiger is approaching the return to the office post-COVID-19. They discuss the main concerns for our employees, the importance of conducting employee feedback surveys and risk assessments and how important communication has been throughout the process. Listen to the podcast and read the full transcription below.

The post LISTEN: Everything you need to know about creating your return to the office plan appeared first on Tiger Recruitment.

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

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

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

How To Ensure PA Recruitment Success

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

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

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

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

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

1. Personality fit

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

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

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

2. Consider Previous Experience

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

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

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

3. Trust Your Recruiter

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

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

4. Identify Soft Skills

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

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

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

5. Manage Expectations and Be Responsive

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

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

Expert PA Hiring with Tiger Recruitment

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

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

FAQs

How do I recruit a personal assistant?

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

What makes a brilliant PA?

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

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

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