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.

“Tiger doesn’t just look at skills — they focus on values too, which is so important in a small office. The candidates we’ve hired are not only highly skilled but fit perfectly with our team. The process was straightforward, fast and really easy to work with. Having a direct contact who understands our business makes all the difference.”

Company details:

Industry: Asset Management

Role of interviewee: Office Manager (managing multiple European offices)

Division hired into: Business Support / Administrative

The Challenge

A growing asset management firm with offices across Europe needed to add headcount to support its new branches. In small teams, hiring the right person was especially important as a poor personality fit could impact the whole office, and skills alone were not enough.

The challenge was to identify candidates who not only had the relevant experience in the financial industry but also matched the culture and dynamics of a small office. Speed, quality, and confidence in the hiring process were crucial, and the organisation needed a recruitment partner who could deliver all three.

The Solution

Having previously worked with Tiger in London, the firm reached out to the team for support in Zurich. Tiger’s consultants had already established a professional connection with the employer, meaning they understood the business, its culture, and the type of candidates that would thrive in their environment.

Tiger provided a carefully curated selection of candidates, prioritising both skills and personality fit. The consultants worked closely with the employer, maintaining clear and responsive communication throughout the process. The team focused on quality over quantity, ensuring every CV presented had strong, relevant experience and would complement office dynamics.

The Impact

The candidates hired through Tiger were top-tier, with strong experience from well-known companies in the financial sector. The new hires have integrated seamlessly into their teams, supporting both operational efficiency and a positive office culture.

The employer also highlighted the value of having a direct contact at Tiger, which made clarifying requirements and addressing questions straightforward. This personal approach built trust and confidence, allowing the firm to focus on its day-to-day operations while knowing the recruitment process was in expert hands.

Looking ahead

Tiger continues to partner with the firm for future recruitment needs across its European offices. With a deep understanding of the organisation and its culture, Tiger remains a trusted recruitment partner for finding candidates who can thrive in small, dynamic teams.

The post Case Study: Finding the right person for a small team where values matter appeared first on Tiger Recruitment.

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

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

Enhancing HR Processes through AI

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

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

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

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

Enhancing HR Operations and Administration

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

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

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

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

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

Mitigating Risks and Embracing Opportunities

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

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

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

Ethical Concerns and DEI

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

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

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

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

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

The Human Touch in HR

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

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

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

The Future of HR

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

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

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

Conclusion: A Journey of Progress

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

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

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

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

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

In today’s working environment, diversity is no longer an aim – it is an expectation.

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

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

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

Create your business case

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

Monitoring forms

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

Review the data

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

Take action

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

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

*http://www.acas.org.uk/index.aspx?articleid=4071

The post Diversity monitoring – why it’s important and how to do it well 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.

It is now widely understood that job loyalty is a thing of the past, especially among millennials who are rethinking the role of work in their lives. The latest Deloitte Millennial survey revealed that 62% of millennials say work is central to their identity, work/life balance is something they are striving for. Having a good work/life balance is the top trait they admire in their peers, and they top consideration when choosing a new employer [1]

This approach to working represents a serious challenge to businesses’ employment strategies.

It’s now widely understood that by 2025 Millennials will represent 75% 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 take a step in 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. It may also be worth 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

When it comes to your employer brand in recruiting new staff, your current employees 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 PWC’s 2020 Millennials at work survey 88% of millennials said they would choose employers who have corporate social responsibility (CSR) values that reflect their own  and 86% would consider leaving an employer if CSR values no longer matched their expectations[3]. Review and communicate your business’s carbon footprint, CSR programs, 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. If you’re looking for more guidance, check out our interview guide for the best candidate selection.

[1] https://www.deloitte.com/global/en/issues/work/content/genzmillennialsurvey.html?id=gb:2pm:3dp:4genzandmillennialsurvey2023:5:6hc:20230530::search&gclid=CjwKCAjw8symBhAqEiwAaTA__GLGgttzq7xbZ5-yDgmP2DO26ECsyVGX3mhvIHFh0kr_GftA9t7tpBoCzWkQAvD_BwE

[2] https://teamstage.io/millennials-in-the-workplace-statistics/

[3] https://pwc.blogs.com/files/millennials-at-work.pdf

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

Looking for a new job is a job within itself. For any of you who struggle to balance job hunting with your current working life, here are some tricks to help you manage your search time more efficiently and effectively.

1. Identify the recruitment agencies that will most likely be able to help. Agencies do tend to specialise in a particular industry sector. Register yourself with a selective range of agencies who you know can suggest positions that fit your requirements. The best way to do this is to follow the roles advertised on the agency websites.

2. With digital technology advancing, gone are the days of traipsing through hundreds of newspaper job advertisements. Utilise the array of job boards and apply for those positions that interest you most.

3. Tiger Recruitment advertises roles on Facebook, Twitter and LinkedIn. By liking or following these pages, you can receive updates on positions we are currently recruiting for.

4. Make sure you have your admin well-organised prior to your search. A prepared, up-to-date CV that can be easily tweaked if necessary will benefit you hugely. It’s is a good idea to keep a spreadsheet of the roles you have applied for and the agency name/contact for reference.

5. Before you start interviewing, identify an outfit that you can wear to most interviews. This way, it will remove the stress of deciding what to wear and ensure you can present relaxed and comfortable.

6. Being proactive is the most important thing when job searching. Put yourself out there – you never know if you don’t try!

The post The job of job hunting – Helping you manage your job search appeared first on Tiger Recruitment.

Sometimes, once your recruitment agency has presented you with a shortlist, you may prefer to carry out a telephone interview ahead of a more formal face-to-face meeting or a video interview with a potential candidate. There are several reasons for this; for instance, you might be looking to relocate someone from another country or have an extremely busy diary and want to make sure that a meeting with a potential candidate is not going to be a waste of time.

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

Treat the call as a screening process

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

Pay attention to non-verbal signs

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

Keep it brief

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

Take time before committing to a follow-up

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

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

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

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

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

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 and 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 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 great ones 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!

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 – one of the less 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’. 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 geek 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 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 create 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 interview and selection guide for employers will help!

The post Ten of the most creative job ads of all time appeared first on Tiger Recruitment.

When hiring permanent staff, well-prepared open 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 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 complete interview and selection guide for employers.

The post Hiring managers: What you’ll learn from these seven open questions 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 recruitment strategies, and how looking beyond the realms of a traditional job ad might just pay off to attract the best candidates.

How to go above and beyond in talent attraction

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 ‘honour 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. Surprise and delight

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 complete interview and selection guide for employers will help!

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

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

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

If you’re a small business without an HR presence or formalised hiring policy, our tips below can help to guide the right approach.

Make the candidate comfortable

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

Have the candidate meet with other staff

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

Money matters

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

Representing the brand

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

• Leave your stresses and negativity at the door

• Don’t be late

• Allow enough time in the interview for the candidate to ask all the questions they need to

• Listen (really listen) and don’t interrupt

Check your biases

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

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

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

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 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 qujaneestion 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 complete interview and selection guide for employers.

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

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

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

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

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

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

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

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

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

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

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

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

4. The job title and jargon may vary

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

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

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

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

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

Looking for more hiring tips? Our interview and selection guide for employers will help!

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

[1] Collins English Dictionary

The post Five key differences between a job ad and a job description appeared first on Tiger Recruitment.

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

How do you register with job agencies?

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

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

Finding the perfect role

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

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

The perks of using a recruitment agency in your job hunt

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

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

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

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

What do recruitment agencies do?

Recruiting the perfect candidate can be like looking for a needle in a haystack. Between advertising, filtering through CVs, organising interviews and going through any referencing, it can be a time-consuming and labour-intensive process. This is where an employment agency or Zurich-based recruitment agency like Tiger can help.

Whether you’re recruiting temporary staff or hiring permanent candidates, they can support your search, helping to find the perfect candidate. Zurich recruitment agencies have a wide range of capable candidates on their books, each of whom have been vetted, skills tested and have excellent references. They are able to do much of the hard work for you, compiling a shortlist of the best-matched candidates for the position you are looking to fill.

Job agencies in Zurich will consult their detailed databases and draw on their extensive network of contacts to present a tailored selection of professionals for you to consider. They’ll take the guesswork out of recruitment by streamlining the hiring process, ensuring that your new employee is the best fit for your business.

What happens when you use a recruitment agency

Once you’ve chosen your preferred recruitment agency in Zurich and signed their terms of business, the consultant will meet with you to understand what you’re looking for in your new employee(s), as well as your company culture. From there, they will advertise the role on the relevant job boards and search their database to find candidates that match your requirements. Once they have discussed the role with each candidate, they will send over a shortlist of CVs, from which you can choose who to interview.

The consultant will organise interview times, second and third interviews (if needed) and ensure that each candidate has the appropriate right to work permissions.

Once you’ve found your new employee, the recruitment consultant can also facilitate an offer letter and ensure the candidate is all ready to go with their new role. Using an employment agency makes the entire hiring processes simple and stress-free, giving you time to focus on other elements of your role.

Three 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 business’ 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.

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, developing an effective recruitment strategy is critical.

Our 2023 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. 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?

What to look for in Zurich employment agencies

There are many agencies specialising in recruitment in Zurich, so it can be hard to know which agency to work with. Look for a job agency that wants to get to know you and your company. A bespoke approach, adapted to your unique requirements, will serve you best when recruiting.

Leading job agencies will be able to assist you with every step of the hiring process. From writing job specifications to determining appropriate salaries to compiling the shortlist, your consultant will use their market insights, professional knowledge and intuition to guide the recruitment process.

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Are you hiring? Tiger can help! We have the expertise to find you the very best individuals. Request a call back here.

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

When hiring an 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. 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 the technical skills required. However, there are key questions which every interviewer should ask.

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, it is important to find out the last three. 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. Find out the starting and leaving salary for each job. Context is important here. A lack of any visible salary increase doesn’t necessarily indicate a bad candidate. Market forces and a previous employer’s modus operandi might have prevented an increase. You may like to familiarise yourself with position salaries beforehand so you can benchmark their previous salaries 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, take 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 questions that can be asked in interview, 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 a PA or EA, get in touch today. If you’re looking for guidance on interviewing, read our complete interview and selection guide for employers.

The post Questions employers should always ask in an interview 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. This is especially true of PA recruitment.

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

The stats

Tiger’s 2023 Salary Review revealed that 35% 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, compared to older generations. The same survey revealed 60% of millennials say they are open to a different job opportunity.

Led by the younger workforce and encouraged by the global recession in 2008, the norm has shifted. Workers are no longer afraid to move on, search for new opportunities, a pay rise, better benefits, a sense of purpose or simply reach the ceiling in their organisation. Even despite the financial uncertainty of the cost of living, 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 jumpy CVs 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. For example, since 2008, most support staff roles in the banking and financial services industries are now 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 a PA who has stayed in the same role for 18 months. Therefore, when looking at CVs, look for the skillset that you know your role needs. Should it be appointment-heavy, look for PAs and EAs who have dealt with multiple or ever-changing diaries. If the role requires knowledge of an office move, look for previous experience in this area.

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

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

The post What should a good CV look like? Re-defining ‘hoppy’ CVs appeared first on Tiger Recruitment.

Table of Contents

• What is recruitment and selection
• Difference between recruitment and selection
• Diversity in hiring
• Writing a job specification
• Writing a good job ad
• Creative candidate attraction strategies
• What to look for in a CV
• How to conduct an interview
• Tailoring interview questions
• The offer process and securing a candidate
• Best practice onboarding process

We have matched exceptional jobseekers with fantastic businesses since 2001, and for those 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.

Diversity in hiring

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

Everyone brings a unique perspective to the workplace, and if an office is diverse, these different perspectives can make organisations stronger and more successful.

Effective tools for encouraging diversity include:

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

If you’re looking for a diversity and inclusion or freelance HR consultant to help your business, get in touch today.

Writing a job specification

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

Why is a job spec important?

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

Format of a good job spec:

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

Writing a good job ad

If you’re not using a recruiter, 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
• Ignore company culture
• Be evasive about salary

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

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

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

Creative candidate attraction strategies

When looking to attract talented candidates, it’s useful to think outside the box (and the traditional job ad). Creative ways to attract candidates 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?

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 were the first generation to grow up surrounded by digital technologies, and as such, they will rely on the internet for information about their 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 screening a CV, 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
• Write the CV in the same language as the job description. If you are multi-lingual, have one available in each of your languages.
• Correct spelling/grammar
• Try to limit your CV to one page unless you have an extensive work history
• Simple design and font use
• No boasting. A Swiss CV should be modest and reflect a level of humility.

Education

Education is important, but often, employers will rule out candidates who don’t have a bachelor’s degree, even if they are intelligent. 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. Include the languages you speak and qualify the level of knowledge for each language.

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, hoppy CVs aren’t necessarily a negative thing, so never exclude a candidate based on this reason alone.

How to conduct an interview

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

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

Set the scene for the interview

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

Make interviewees feel at ease

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

This includes:

• Who will they be meeting?
• What is the interview type (i.e. panel, telephone, 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 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 ask in interviews. 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 they 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 new recruit’s perception of the organisation’s brand and the team they’re about to join.

How to structure a new starter’s first day

On a new starter’s first day:

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

A new starter’s first weeks

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

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

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

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

Planning a new starter’s initial workload

Recognise that a new employee will take some time to be able to work at their full capacity. If you enforce deadlines too quickly, you could get the wrong impression of their capabilities as they may be tempted to rush tasks 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.

The post Interviewer’s guide on candidate selection appeared first on Tiger Recruitment.

A company is only as good as its people. From the person who greets your customers on the reception desk, to the executives sat on the board, every employee represents a facet of your organisation to your customers and shareholders.

The consequences of poor recruitment and selection can include dips in employee productivity and morale, problems in workplace culture and impacted customer care. Appointing an ill-suited employee is a time-consuming and costly mistake for businesses and could negatively impact reputation and employer branding.

Hiring the right people, however, will help businesses to build a stellar reputation, drive growth and reduce staff turnover.

To ensure business success, it’s critical that hiring teams know how to identify the right candidates and understand the process of best-practice candidate selection. One of the most effective strategies for doing so is robust reference checking.

Why is reference checking important?

Due diligence in the recruitment process helps to ensure that the candidate in question possesses the qualifications and skills required for the role being filled. Reference checking can be extremely valuable in the hiring process as it helps hiring managers to leverage an opinion about a candidate’s capabilities from someone other than the candidate, which in turn helps them to gain a well-rounded picture of the individual, thus increasing the likelihood of a value alignment between the candidate and employer.

It may be difficult to believe that anyone, let alone a top tier candidate you have expertly sourced, would lie on their CV, but international surveys have shown that many have! The majority were dishonest about the duration of previous employment, gaps in employment or about their previous salary.

Using background checks to verify employment history and credentials can help hiring managers to spot dishonest candidates.

How good reference checking helps to improve hiring decisions:

• Gain an unvarnished opinion about a candidate’s strengths
• Learn about the work habits, attitude, capability and skills of a desired candidate by talking to someone who has first-hand experience of working with them
• Form a realistic and objective opinion of the individual
• Verify whether a candidate’s claims about qualifications, experience and previous positions are true
• Understand how the candidate’s aspirations fit with the role in question
• Gain crucial insight into how the candidate performs on the job

Eight tips for conducting effective reference checks

Ensure that checks include the candidate’s most recent work references

It’s important to seek references from the person’s current or former managers and supervisors, and/or educational supervisors. If their current or former manager is not available, other alternatives could be an indirect manager with whom the individual worked, a co-worker or team member.

Check their criminal history

Reduce the chances of hiring an employee with a troubling criminal past and exposing your business to potential liability by conducting criminal record verifications. By establishing if a potential employee poses any threat to the business, you are protecting your customers, employees, and vendors.

Consider taking references over the phone

This gives you, as the hiring manager, the opportunity to ask questions on the fly and to check factual evidence about the candidate in question. It can also be very useful for detecting the level of enthusiasm, or lack thereof, in the tone of their voice.

Look up potential candidates on LinkedIn

To ensure they are who they say are, use LinkedIn to help you in the screening process. LinkedIn can be used to verify information on an applicant’s CV at any stage of the application process. Carefully review the applicant’s profile, recommendations and employment history.

Ask the referee open-ended questions

It’s imperative to ask open-ended and behavioural-based questions to obtain objective information about the individual’s work performance and achievements, technical and soft skills, work habits, attitude, strengths and areas of improvement.

Example reference checking questions:

• What is your relationship to the candidate?
• What roles did the candidate perform while at your company?
• For how long did they work with you?
• What were their main responsibilities?
• How did the candidate deal with the most challenging aspects of their role?
• What are the candidate’s professional strengths?
• What skills do you think this individual can develop further?
• Tell me about a time when x had to deliver a project within x timeframe
• What type of management style did this person work best under?
• What type of working environment did this person excel in?
• Describe a specific problem this person encountered in their role, and how they went about resolving it

Whilst not an open-ended question, it’s always a good idea to ask the referee if they would have the candidate work with them again, as well as paying attention to what the referee doesn’t say about the candidate.

Obtain a minimum of three references

It’s best to avoid seeking personal references as it’s unlikely a personal referee would have worked with the candidate. Their opinion is also likely to be biased and the best they would be able to provide is a character reference rather than a work reference.

Map out your reference-checking process carefully

To ensure consistency, it’s important to develop a process for stringent reference checking. Compose a list of carefully thought through questions that you would like to ask the referee, ensuring that these have been approved by the management team.

Take time to evaluate reference checks on completion

This is particularly important if you are seeking reference checks for multiple applicants. Consider if the information provided confirms or contradicts the impression you have of the candidate, and/or if they raise any concerns that need to be addressed. If you don’t feel satisfied with the information received from the referees, consider asking for additional references, or inviting the candidate for a further conversation to clarify anything you are unsure of.

The bottom line is, never make a hire without having first conducted a robust reference check. Even though the task elongates the hiring process, if you end up hiring the wrong person it will cost you more time, money and headaches further down the road.

If you’d like some help with implementing an effective reference checking process to ensure you are achieving candidate-organisation fit with every hire, please get in touch today.

If you’re looking for more top tips for hiring, our complete interview and selection guide for employers will help!

The post Tiger Recruitment’s guide to reference checking appeared first on Tiger Recruitment.

Why asking your interviewer questions is important

Interviews can often be a dreaded part of the recruitment process. Regardless of whether they’re a panel interview, video interview or phone interview however, they’re integral to your understanding of the PA job and the prospective employer. And, asking your interviewer well-researched and considered questions presents an opportunity to emphasise your enthusiasm for the open vacancy.

It’s likely that a well-prepped interviewer will set out the agenda for the meeting at the beginning, advising whether they’d welcome questions throughout the interview or at the end (be aware, there may be interviewers who are ill-prepared!). If this isn’t mentioned, however, we generally advise to try and keep the conversation as two-way as possible.

Every question you ask the employer affords you an opportunity to highlight your own skills too! By framing your questions appropriately, you can convey your strengths and examples of previous performance in an interactive and proactive way. For example, when asking about process improvement, you could say, “At my last organisation, I set up a committee for all the Pas to meet once a month so that we could share tips and improve processes. Do you have anything similar in place here?”.

How long does a PA interview last?

A typical PA interview will last about an hour and we would normally expect you to have seen a copy of the full job description beforehand.  There will usually be two or three stages to a PA interview process – but we have seen this take a lot longer depending on the company and seniority of the position.

Example questions PAs can ask their employer in interview

1. How many PAs are working in the company at the moment and how do you allocate executives to PAs?

This question will help you to better understand the make-up of the PA team, as well as how the management team view the business support function. Do they recognise its importance or do they, for the most part, try to push senior execs to do the admin for themselves? It might also shed some light on your support network once you’re working for the company (moral and professional!).

2. What are the key goals you’d like to see me achieving in the first three months?

Having a better understanding of the key objectives will give you better clarity around what is important to them. It might be that they want you to focus on getting your head around the different time zones you’ll be working with, in which case you’ll know that that’s the key priority.

3. Can you tell me more about the personalities of the people I’d be assisting?

As you know, personal assistant jobs are so much more than what’s listed in the job description. Having a better understanding of their personalities is likely to give you a better insight into whether or not you’d be comfortable working for them. If the fit doesn’t feel right, you might need to weigh up the pros and cons of the other aspects of the role.

4. What traits do the most successful PAs in the company have?

Having a greater insight into the other PAs’ perceived successes affords you a glimpse of what they deem to be positive. If you’re very lucky, their successes will be things that you already do and know back-to-front!

5. What technology do the PAs and EAs typically use in the company?

This will give you a better understanding of any knowledge gaps you might have, or an opportunity to let them know you have experience in what they’re using! Knowing their use of tech also gives you a sneak peek into how innovative the business is, in that regard.

6. Aside from the people I’m supporting as a PA, who will be my main stakeholders?

Some PAs only spend a few minutes each day with their executives. Knowing who else you spend time with will play an important part in your enjoyment of the position!

7. What do you feel are the main challenges of this PA opportunity?

Having an understanding of the perceived challenges affords you greater insight into the obstacles you might need to overcome. This will hopefully give you an opportunity to get a fuller understanding of the cons as well as the pros.

8. Tell me about your working style and how you like to work with your PA?

This question is obviously directed towards the executive you’d be supporting, rather than an HR representative. Having a sense of their preferred working style gives an awareness of how closely you’ll be working together, how involved you’ll be with their projects and the day-to-day detail of their requirements.

9. Will I have access to your inbox and will I be responding to emails on your behalf?

Email management has the potential to take a significant chunk of time in a personal assistant’s job. Depending on whether this is something you enjoy, it’s always best to know ahead of time if this is something you’ll be doing.

10. Are there any additional areas of responsibility that I can take on, such as committee work or events management, in other areas of the business?

This question should be phrased carefully, to ensure that there are no misconceptions about your enthusiasm for the role at hand. That said, asking about ways you can add value elsewhere in the business will be well-received in the right context.

11. Do you have any initiatives in place to train and develop your PAs?

The question on many PAs’ minds, when interviewing, surrounds career progression and learning and development (L&D) opportunities. Does the company support advancement and how will they support your professional growth? Instead of asking specifically about career progression before you’ve secured the role, knowing how they structure their L&D will give you a glimpse of the ways in which they can support your growth.

12. Do any events or forums exist for PAs within the business in which they can come together and share ideas?

This demonstrates a consideration of bigger-picture continuous improvement and an ability to look outside of your own role. The advantages of collaboration and team building are also significant.

If you’ve not already submitted your CV, you can do so here.

The post Personal assistants, ask the employer these questions in your next interview appeared first on Tiger Recruitment.

Five key PA duties explained

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

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

The gatekeeper

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

The diary manager

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

The travel booker

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

The expense manager

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

The MS Office wizard

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

There are many more ad-hoc tasks you’ll be required to undertake as a PA and, alongside mastering these daily PA roles and responsibilities, the most important challenge of a personal assistant job is to learn the preferred working style, rhythms, and quirks of your manager. If you can click with them and march to the same beat, you’ll be able to anticipate potential problems and distractions ahead and clear them from the path, keeping everything running smoothly.

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

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

Table of contents

• What is quiet quitting?
• Hustle culture backlash
• Work-life balance
• How to retain talent
• Quiet firing and quiet quitting, which came first?
• Why you shouldn’t stay silent about quiet quitting

What is quiet quitting?

On the surface, ‘quiet quitting’ may seem to be an overplayed talking point in the echo chamber of social media, but it’s clearly struck a nerve with a lot of people, and so needs to be taken seriously.

To make sense of the phenomenon it’s important to understand where the recent upsurge originated from. Quiet quitting has been thought to be a descendant of the 2021 counterculture protest in China called ‘Tang Ping’, which translates to ‘lie flat’.

Tang ping was a resistant movement to the overworking pressures and rat race culture influenced by the 996 model, where employees were working 9am-9pm six days a week. The 72 hour a week pattern, although illegal in China, was largely normalised in the workplace.

Quiet quitting, the successor of the tang ping revolt, has been widely featured in an outbreak of news across many publications, with TikTok at the heart of the noise. Part of the escalation of this trend no doubt comes from the catchy, provocative phrase, but the name quiet quitting is very misleading – as it’s not about employees quitting their jobs.

Quiet quitting is to remain in one’s job without performing above and beyond, while avoiding duties that potentially exceed the realms of their position or job description. Some people, weighing in on the debate around the term, have compared quiet quitting to simply just doing one’s job, while others have correlated quiet quitting with doing the bare minimum.

Hustle culture backlash

The exploitation of employees through overwork and unrealistic expectations is a very real problem, and one that should be tackled head-on. Since the pandemic, workers from all industries have been far more vocal against hustle culture. This has led to some fantastic progress in terms of work-life balance, mental health, and workplace benefits. Such positive change was possible thanks to employees speaking frankly and honestly with their employers, setting boundaries they could both agree on. So why go quiet now?

The silent resistance has opened the gateways on think-piece publications, with many associating quiet quitting with the term ‘acting your wage’. The idea is that people are rejecting the notion to improve their performance or the scope of their role if that exceeds their wage bracket. This turn of phrase has encouraged further conversations around the generation pay gap, where historically those on minimum wage were able to afford a better lifestyle in relation to the cost of living compared to now. With inflation and the current cost of living crisis reaching crisis-level for those on lower wages, the movement has gained more traction and, what appears to be, more followers.

We urge people who feel financially stretched by their current wage to do their research into salaries in similar job positions and to arrange a pay review with their employer. There are several ways you can prepare to ask for a pay rise confidently, easing the fear many associate with this process.

Of course, for some self-confessed quiet quitters, it’s not so much their wage that’s pushed them to reduce their efforts. Rather, they feel burnt out or underappreciated, which has led them to become disconnected from the role itself, no longer feeling engaged or driven to do more than required.

Burnout is a very legitimate issue that often goes unnoticed in the lens of everyday life. Having the available knowledge to prevent burnout is an important part of managing your work-life balance, and is something that you should be mindful of if you work in, or employ those, in high-pressure positions.

There is often an unspoken expectation, particularly for employees in entry to mid-level roles, where exposure to experience and learning somehow negates an increase in pay or overtime. Many have been outspoken on how this ‘something for nothing’ behaviour is an outdated system and no longer puts staff in good stead of a promotion and better salary. With evidence of less promotions and slowed career progression in recent years, due to an unpredictable economic climate, it is not necessarily a shock that some employees might be growing dissatisfied at work.

If you feel like it’s time for a change and new opportunities for growth, it could be time to reignite your career as, after all, being engaged in the workplace makes for much better mental health than battling through an unsatisfying and unstimulating 9-5.

Work-life balance

A healthy work-life balance is something we encourage everyone to seek, but if you do this ‘quietly’, i.e., you don’t express to your employer the boundaries you’ve set for yourself, all they will see is an employee that seems distant or unengaged. They may even believe that this contained approach reflects your maximum output, which puts your job, and any later jobs you may apply for, in a precarious position. For how could a previous employer give a strong reference if they’ve never seen your peak performance?

The rise of quiet quitting has coincided with a wave of ‘self-worth’ information on TikTok. The consensus from these types of posts is that the lines are often blurred between the value you attribute to yourself in your professional life and your personal one. It suggests that by detaching these two identities, you will allow yourself to become content with a mediocre performance in your work life. Even with the strategic aid of mental separation, embracing a lacklustre attitude could be a hinderance to your own progression and self-esteem outside of the office.

Yes, you may give yourself more time for your family, friends and passions, but being apathetic at work is likely to upset your mental wellbeing, and sometimes ease can be a greater threat than hardship. Why not strive for a career that truly engages you and inspires your best work?

Our specialist consultants are experts in matching your skills, experience and interests to your next position. So, if you’re ready to find a job that rekindles your love for work, and leaves you energised for your down-time, submit your details today.

How to retain talent

With the ‘great resignation’ still an ongoing issue, many businesses are rightly concerned by the clamour around quiet quitting. They may be looking at employee productivity, trying to work out if any of their staff have been caught up in the trend, and how they can put a stop to it.

For these employers, it’s crucial that you don’t point fingers or call it laziness, but instead look at how you could improve conditions for your employees. Rise and grind culture is so prevalent that even the most progressive companies can suffer from overworked staff, just by trying to stay competitive.

Disengaged employees tend to be the victim of being overworked without company support and benefits. Benefits don’t have to be a financial strain on the company, and when it comes to retaining employees, they could very well be a deal breaker. You can keep employees happy without spending money with simple techniques that may even improve productivity at work.

That being said, promotions and employee incentives can’t be undervalued. Recognising when an employee is deserving of a promotion is just as paramount to whether an employee decides to quietly quit or quit altogether. Loosing valuable employees may feel like something that can’t be avoided, but by implementing a considered retention strategy you are likely to move closer to a more stable team.

Furthermore, paving the way for positive morale in the workplace not only makes for loyal and committed staff, but also a rise in productivity, as workers feel better connected to colleagues and what they’re collaboratively trying to achieve. As an employer steering the ship in a fast-paced workforce, it can be overwhelming to say the least, but making time for morale boosting exercises is possible without financial implications to the business.

Communication is of course, central to all of these strategies and approaches. By creating an environment where employees feel comfortable voicing their concerns and desires, a business can continually adjust benefits and office conditions to create the perfect culture for top performance. This show of good faith to a workforce is highly likely to be reciprocated, and you’ll find that employees will go above and beyond without even being asked. After all, a happy workforce is a productive one!

It’s always been seen as an implicit rule that to hold a steady job, you’ll need to go the extra mile, often without recognition or increased salary. But as reiterated above, employees are increasingly getting impatient with this concept and are simply calling it outdated and not ‘good enough’. Setting competitive salaries that match industry standards should be your first point of call. You can pre-order Tiger’s 2023 Salary and Benefits Review here.

Quiet quitting is an understandable attempt by some to fight back against what they see as unfair expectations, but by being equally unspoken, they could miss the chance to affect real change. Employers must encourage their employees to engage in conversations about the state of the workplace, without the fear of consequences.

Quiet firing and quiet quitting, which came first?

‘Quiet firing’ is just as misleading as quiet quitting. Employers are not outright firing their staff, just like quiet quitters are not actually quitting their jobs. Instead, employers are intentionally creating a work environment that is hostile enough for an employee to resign.

We strongly discourage employers to quiet fire their staff, as it risks professional reputation and creates a toxic work atmosphere. But unfortunately, it’s more common than people care to admit. It begs the question, why are employers quiet firing?

There are a multitude of possible causes to the problem, but when it comes to quiet firing, it all starts with the hiring process. At Tiger, we emphasise the importance of hiring the right candidate who is not only capable of excelling within the job, but is also the right character and fit for the team and values of the business. Read our employer’s guide to interview and selection.

After you’ve hired a suitable candidate, it’s essential to set realistic expectations of what they can accomplish, which may be heavily reliant on the handover and training process. For those selected for a role with less experience, finding what their interests are and nurturing their talent is just as important as capitalising on their strengths.

Why you shouldn’t stay silent about quiet quitting

With the heavy opinions from all angles around quiet quitting, it can be difficult to break through the noise and to reach a conclusion on how to tackle the issue in the workplace. Although quiet quitting is a new buzzword with varying definitions, it is clear that disengaged or unhappy employees should not remain stagnant in a situation that may be damaging to their own mental health, and which could have a knock-on effect on several levels.

It is clear that the quiet quitting trend is encouraging a divide in the workplace. In fact, the use of the term highlights one of the biggest roadblocks to a good relationship between both employers and employees – communication.

As a bridge between both sides, we’ve seen first-hand, the importance of communication at work from the earliest stages of the hiring process. We’ve seen how open, transparent discussion can lead to excellent workplace cultures and boosted productivity. This latest trend shouldn’t be an excuse for both sides to be at loggerheads, but should be an opportunity to work together towards meaningful change.

The post What is quiet quitting? The quiet trend with a lot of noise appeared first on Tiger Recruitment.

After searching far and wide, you’ve found the ideal personal assistant job to apply for. You have the traits required of a great PA, and you’ve made sure they’re all listed clearly your CV. But before you hit that apply button, there’s one more area that needs close attention if you want to stand out to the hiring manager: the personal statement.

Writing an effective personal statement on your CV can have a substantial impact on your job hunt and the success of your application. It will sum up why you’re the perfect fit for the role, and encourage the employer to read on and see the proof. But it’s not always easy to write.

To help you in this process, we’ve put together a list of tips to give you clarity and confidence when writing the best possible personal statement on your CV.

What do you write in a CV personal statement?

On your CV, the personal statement provides a brief overview to the hiring managers of your character, your ambitions, and what you can offer.

In the case of a personal assistant role, it should of course highlight your relevant skills, experience, and the sectors you’ve specifically worked in. But you should also pay special attention to the personality traits that are so crucial to this role.

Below, you’ll find some more specific guidelines to make a great first impression with your CV summary.

Keep it concise

Your CV personal statement should be brief and to-the-point — ideally three to four lines long. The hiring manager will be interested in learning more about you, but they won’t have time to read a whole biography. Keep it punchy and relevant, and therefore effective.

Focus on readability

Don’t get too creative with your vocabulary — keep it simple!

In an effort to sound different or knowledgeable by using very sophisticated words, the risk is that your personal statement will be hard to read. The tone should be professional, but when it comes to the choice of words, sometimes less is more.

Don’t forget to dot the i’s and cross the t’s

You’ll be surprised at how easy it is to make grammar mistakes when writing a personal statement on a CV.  When the goal is to keep it concise and simple, you may feel there’s no need for a grammar check, but it’s always best practice to proof-read. It might also be worth using a tool like Grammarly for extra help.

In conclusion

The goal of your personal statement, when applying for a PA role, is to spark the interviewer’s interest in those first few lines. If you can grab their attention early, they will be more likely to read your full CV and offer you an initial interview. Focusing on the above points will go a long towards achieving this.

Are you not registered with us yet? Submit your details here and let us help you find the perfect personal assistant role!

The post How to write a personal assistant CV profile appeared first on Tiger Recruitment.

When applying for a PA job, you should use every tool at your disposal to make the strongest case possible for yourself. The first and most important step should be an up-to-date and compelling personal assistant CV, but don’t neglect the icing on the cake – a personal assistant cover letter.

Cover letters are not always required by an employer but, where possible, we highly advise that you include one in your job applications. Many hiring managers still use them to distinguish the most enthusiastic and suitable applicants, and they’re a perfect way to showcase your writing skills and personality ahead of an interview.

Here we’ll give you a step-by-step guide to writing a personal assistant cover letter, with a downloadable PA cover letter example.

A step-by-step guide to writing a PA cover letter

A covering letter for personal assistant jobs can be treated as an expanded version of your PA personal statement on your CV. As with the personal statement, a cover letter will highlight your relevant skills, experience and character traits that are perfect for a PA job! But it’s also a chance to show your enthusiasm for the specific job and company, and explain why you’ll be a perfect fit.

In the simplest terms, your PA cover letter should tell the hiring manager:

• Who you are and why you’re applying for this role
• Your prior work experience and the skills attained
• Specific challenges and achievements in your career and how your skills and personality played a part in them
• How those same skills and personality traits will benefit the prospective employer

It’s best practice to keep the document to around one page and use the active voice to make your writing more powerful. Sentences in the active voice describe a subject performing an action on an object, whereas the passive voice describes an object having an action performed on it by the subject. For example, the active sentence “I increased the company’s efficiency by 30%” is much more direct and punchy than the passive version: “The company’s efficiency was increased 30% by me”.

Let’s look at each section of your personal assistant cover letter in detail:

1. Introduction

This is the ‘who and why’ of the piece. Keep it short and sweet, but show your interest in the position and company.

Perhaps you’re applying because you respect the company’s commitment to sustainability, or are a lifelong fan of their products and would love to be part of the team. Whatever it is, be honest in your reasons. In our PA cover letter example, the applicant is applying for a travel company, and highlights their love of travelling as part of the reason for their interest in the position.

If you know the hiring manager’s name, address the letter to them to give an added personal touch, but be careful to do your research and match the level of formality to the company culture.

2. Work experience, skills, and qualifications

Always keep the aim of your letter in mind so, when detailing previous jobs, focus on those that will get the hiring manager sit up and take notice. For a personal assistant cover letter, these will of course be any previous PA positions but, if you’re new to the PA role, it could be team assistant, office assistant, or even customer services roles that display your people skills.

Regardless of your depth of experience as a PA, the important thing in this section is to tie any jobs and the skills involved back to the question at hand: why are you the best person for this PA job?

This is also an opportunity to note any relevant PA certifications or qualifications you have.

3. Challenges & Achievements

By this point, your impressive list of prior employers and skillset have caught the hiring manager’s attention but, if you leave it at that, their answer will simply be “so what?”

There are any number of personal assistants out there with similar credentials who are doing a passable job. You need to show a new employer that you’ve done excellent work and will do so for them too. So, how do you do that?

A simple formula to follow is:

• Describe a challenge you encountered at work
• How did you use your skills and personality traits to overcome it?
• What was the outcome and how did it benefit the business?

Try to find two or three of these achievements that highlight your adaptability to different challenges. Don’t be shy to take credit for your achievements – use ‘I’, not ‘we’. While it’s important to show you work well with others, taking ownership of your successes shows your confidence and pride in doing a good job.

4. Benefits to the prospective employer

Now that you’ve shown proof of the value you can offer to the company or individual you’ll be assisting, all that’s left to do is to circle back to the opening points of your letter – why you want this PA job, and why you’re the best person for the role. Spell it out to the hiring manager in a punchy summary to leave them with the most important points clear in their mind.

It’s great practice to make it as easy as possible to follow up. Let them know when you’re free for a call, or even suggest a day and time. Another tip is to ask someone trustworthy to proofread your cover letter before sending. As the letter is an example of your level of writing skill, you want to be sure you’ve cleaned any typos, grammar slips, or confusing sentences.

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Download our personal assistant cover letter example to see all these points put into practice. For more advice on starting your career as a personal assistant, read our ultimate guide.

If you haven’t already, register with us to get the ball rolling on your PA job search!

The post Four steps to writing a personal assistant cover letter 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: 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: 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: 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!

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

Your new job advert has only been live on job listings sites for a few days, and it already received a hundred applications and growing. With numbers like that, how can you sift through CVs to find the gems?

In this guide, we’ll talk through how to screen CVs effectively, breaking down large volumes of applications into manageable shortlists of the most promising candidates.

Once you’ve mastered the CV screening process, check out our Complete Interview and Selection Guide.

The Importance of Effective CV Screening in the Hiring Process

Learning how to screen CVs of applicants promises huge benefits for yourself as the hiring manager, and for your business. Cutting a longlist of candidates down to only the best fits will save time in the interview process, not to mention save money that might otherwise be wasted on a poorly chosen employee.

Understanding the Basics of CV Screening: What to Look for and Common Mistakes to Avoid

Screening a CV can be broken down into five key steps:

• Understanding the job description
• Categorising candidates
• Evaluating key skills
• Identifying red flags
• Scoring the CV

By following this plan, you will be able to filter out inappropriate, unqualified candidates, and keep hold of those with the perfect skillset and values. You will also be able to identify those who may not be perfect on paper, but show promise in unexpected ways.

Familiarise Yourself With The Job Description

The first step in analysing an applicant’s suitability for a job is to improve your own knowledge of the job. The job description will lay out all the tasks, alongside expected skills and experience of a successful applicant, so this should be your first port of call. Becoming completely familiar with every aspect of the role will help you quickly spot CVs that tick every box, those that are lacking, and those that have enough transferable skills to catch your attention.

Categorise Candidates

Once your job advert is live, you may well have a flood of applications in a short time. This can be overwhelming, so it’s helpful to have a plan to keep on top of everything. You can cut out much time and effort by categorising applications after a first quick review:

• Qualified – these candidates meet all the criteria of your job. Applications in this category will receive a more in-depth review, and likely an interview
• Possibly qualified – candidates who may not meet all the criteria, but show promising signs. These will be given consideration, and several will secure an interview
• Unqualified – for candidates who do not demonstrate the required criteria. This is the ‘no’ pile, and will greatly speed up the screening process

Evaluate CV For Key Skills

With your applications categorised, you can begin taking a closer look at the CVs to find those with the strongest and most relevant skill set. Pay attention to any desirable qualifications, training, on-the-job experience, and transferable skills that could benefit the role in question. The latter skills are always worth evaluating, as they bring a new approach to the work that could identify areas for improvement.

Identify Red Flags

A red flag on a job applicant’s CV could be an unexplained gap in their employment, a series of short stints with different companies, or unusual career changes. Everyone’s career path is different, and some are very varied and interesting, but these signs could point to someone who isn’t as engaged as they will need to be for the role you are hoping to fill.

If these candidates secure an interview, it’s important to question them on these aspects of their career and determine whether they are enthusiastic about this potential role and committed to the long term.

Score CVs

When you have categorised and evaluated the CVs, give each a score. It could be a grade, a mark out of 10, 100 – score it however you like, but try to do so in the most neutral way, based on the evidence they’ve given for their suitability.

It’s important to strive for neutrality in the hiring process as a way of tackling unconscious bias. Despite our best intentions, there is always a risk of unconscious bias based on gender, sexuality, race, or religion playing a part in our choices. A scoring system can help cut down this risk, and improve a company’s diversity, equity and inclusion hiring, which has many benefits.

For example, you could create a checklist of the most desirable skills or qualifications you are looking for, each gaining one point for the candidate. This way you can build an unbiased list of the top candidates to take to the next stage of the hiring .

How Tiger Recruitment Can Help

Our consultants see hundreds of CVs week after week and are experts at sorting the wheat from the chaff. They will work with you to cut down applications into manageable shortlists, to which you can then apply your own critical eye.

If you’re ready to find top talent in a more efficient and effective way, reach out today with your requirements.

The post How to screen CVs: a comprehensive guide appeared first on Tiger Recruitment.

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 states 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 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.

How to Hire a VA

Regardless of whether you’re engaging a recruitment agency or going through the process yourself, knowing how to hire a virtual assistant (VA) is key to successful virtual assistant recruitment. Before you start, follow the steps outlined below to ensure you’re fully prepared.

1. Document Tasks For Virtual Assistant To Take On

If you’re looking to hire a VA prior to writing the job description, it’s important to list down all the important tasks you’d expect your virtual assistant to take on.

Clearly candidate selection is the first step in understanding VA hiring. Define the specific tasks you will want your virtual assistant to manage such as administrative work, customer support or social media management. Managing these expectations early on can help support the longevity of your virtual assistant and help you to understand exactly the type of virtual assistant you are looking for.

2. Create Job Description

 It is essential to create a compelling and detailed job spec in your steps to understanding virtual assistant recruitment. After listing down your expectations, start by clearly outlining the primary responsibilities and tasks expected from the virtual assistant, such as managing emails, scheduling appointments, conducting research, and providing administrative support. Specify any required skills or qualifications, such as proficiency in specific software languages, and indicate the desired level of experience.

At this point, you can also provide information about the company, including its mission, benefits, values and work environment. This will give prospective employees a sense of the organisation. Finally, note down the hours and any opportunities for growth and development.

Next, establish your budget and what you’d like to pay your new VA. You’re now in a great position to put together a comprehensive job description.

You’re now in a great position to hire a qualified virtual assistant candidate and find the right fit for your organisation.

3. Post Virtual Assistant Jobs Online

After finalising your job description, you can send it across to your recruiter to create a job advert to post online, unless you’re recruiting directly. A detailed and enticing job ad will give you the best possible chance of attracting talented candidates who are eager to contribute their skills as a virtual assistant.

4. Review Applications & Schedule Interviews

When reviewing applications to schedule interviews, consider the applicants’ experience, communication skills and compatibility with your work culture. When you have narrowed down your options you can then reach out to your top choices and schedule interviews or trial periods to assess their suitability further – unless you’re using a recruiter. In this case, they’ll reach out to the candidates to give feedback and schedule interviews.

5. Choose Candidates for Trials

Asking candidates to complete trials can be a good way to ‘try before you buy’. If you’d like to engage someone in a trial before committing on a long-term basis, review the candidate’s qualifications, experience and skill set in the first instance. Look for an individual who possesses effective communication skills, organisational abilities and a good understanding of technology and virtual assistant tasks. Additionally, consider their availability and flexibility to accommodate your specific needs. If you’re using a recruiter, they can communicate this to the candidate for you.

When conducting interviews or assessments, make sure you create tasks to evaluate their problem-solving abilities, diligence, and ability to adapt to new situations. It is crucial at this stage to gauge their responsiveness, professionalism, and overall attitude during the trial period. Look for candidates who take initiative, are reliable, and can work independently while following instructions.

Lastly, once the trial session has ended, gather feedback from other team members who interact with the candidate during the trial. Their perspective can provide valuable insights into the candidate’s collaboration skills and overall fit to the organisation.

6: Hire A Virtual Assistant

As part of the trial, if other members of the team met the candidate you can ask for their feedback. Once the feedback has been received and you’ve assessed every candidate thoroughly you can begin to draft up your job offer to share with them. If you’re using a recruiter, the consultant can offer the job directly to your chosen candidate.

Benefits of Hiring Virtual Staff

Hiring a virtual assistant offers numerous benefits that can enhance productivity and streamline business operations. A virtual assistant provides flexible support, allowing you to delegate tasks without the need for physical presence. This means you can focus on core business activities while the virtual assistant manages time-consuming administrative duties, such as scheduling appointments, managing emails, and organising documents.

Additionally, virtual assistants can offer round-the-clock availability, ensuring your business operates smoothly across different time zones. By delegating non-essential tasks to a VA, you can prioritise important strategic decisions and dedicate more time to business growth. Finally, by having the option of sourcing virtual staff from around the globe, you’ll have access to a richer, wider talent pool of candidates compared to those who you require to work onsite.

Types of Virtual Assistants

 Virtual assistants can specialise in a number of different areas, each offering a unique skill set to cater to specific business needs.

Administrative virtual assistants

Administrative virtual assistants support tasks such as managing calendars, scheduling appointments, organising data, and handling correspondence. They are proficient in using productivity tools and possess excellent organizational abilities.

Marketing virtual assistants

Marketing virtual assistants focus on digital marketing strategies, social media management, content creation and SEO optimisation. They have a deeper understanding of online platforms and trends, allowing businesses to enhance their online presence effectively.

Technical virtual assistants

Technical virtual assistants specialise in IT support, website development, software troubleshooting, and database management. Their expertise ensures a smooth operation and resolves technical issues promptly.

Creative virtual assistants

Creative virtual assistants possess skills in graphic design, video editing, copywriting, and content creation. They bring artistic flair to branding, marketing materials and multimedia content.

Customer service virtual assistants

Customer service virtual assistants are adept at handling customer enquiries, managing live chats and providing exceptional customer support. Their verbal and written communication will be second to none, with the aim of providing an exceptional experience to your customers or clients.

How to Manage Virtual Assistants

Effectively managing virtual assistants is crucial for maximising their productivity and ensuring a smooth working relationship. To start with, you will need to familiarise virtual assistants with your business by providing comprehensive onboarding and training. Create detailed standard operating procedures (SOPs) to outline tasks and workflows. This not only helps virtual assistants to understand their roles but also enables seamless knowledge transfer if a new assistant joins the team.

First, establish clear communication channels and expectations from the outset. Use project management tools like Trello or Asana, instant messaging platforms like Teams or Slack, and regular video calls to maintain contact and provide feedback.

Clearly define tasks, deadlines, and deliverables to avoid misunderstandings. Trust and delegate responsibilities, empowering virtual assistants to make decisions within their expertise.

Lastly, regularly evaluating the workload and performance of virtual assistants ensures that they are not overwhelmed. Adjust tasks and responsibilities as needed to maintain a healthy work life-balance. By implementing these management strategies, businesses can effectively manage virtual assistants and optimise their productivity and contribution to the organisation.

Hire Virtual Assistant

If you are looking to hire a virtual assistant, we can help. Our team has extensive experience in how to hire a virtual assistant. All our candidates are rigorously screened, tested and reference checked.

Our consultants regularly meet virtual assistants with a variety of diverse skills and experience. During the shortlisting process we will consider their professional backgrounds alongside their values, ensuring you are fully informed before the interview stage.

Frequently Asked Questions

Find a few of our most frequently asked questions below. If you have further questions about the Business Support staff hiring process, get in touch today!

The post How to hire a virtual assistant appeared first on Tiger Recruitment.

Engaging, motivating, and training employees are considered core goals for HR teams. Likewise, distinguishing and engaging candidates to reveal the best talent is an ongoing objective for talent acquisition teams. Gamification can help with all these and more, to deliver results, create momentum, and drive engagement and learning in both existing and prospective employees.

We’ve consulted four gamification experts: Helen Routledge, CEO of Totem Learning Limited; An Coppens, Founder of Gamification Nation; Emanuela Corazziari, Gamification Trainer at SAP; and Michiel Van Eunen, Experience Designer at Living Story, to understand the potential of gamification in HR and talent acquisition.

Gamification in practice

In simple terms, gamification involves the integration of game mechanics and design principles into non-game contexts. Gabe Zicherman and Christopher Cunningham define it as “using the way of thinking and the game rules in the game to engage the user and solve problems.” Gamification has been gaining popularity in business over the past few decades, with companies successfully using it to tap into the human psyche to engage employees and attract talent.

HR Trend Institute outlines the wide-reaching uses of gamification and how it can be applied to different areas of a business. Cisco, for example, successfully used gamification to build the social media and sales outreach skills of their employees, while also utilising a certification system and team challenges to incentivise employees. Similarly, HR Cloud analysed Ford Motor Company, “who launched a game that trained the staff about new vehicles models, configurations, and financial details, [and] saw a 417% increase in learning engagement.” Humans are naturally drawn to games and friendly competition. Introducing gamified elements to training, if done well, can invigorate the learning process and improve desired outcomes. In other words, as PwC’s Chief Learning Officer Leah Houde remarks, “business outcomes are tied to how well employees are engaged”.

Avoiding pitfalls

For gamification to succeed, HR should clarify its purpose in the first instance. Helen Routledge explains how gamification “leverages the principles that make games captivating to transform how individuals interact with learning, training, and work processes.” Further, “True gamification is not just giving someone a badge for showing up to a website, it is the understanding of human engagement, motivation, desire, and mastery.” This understanding is vital for utilising gamification effectively in HR.

Michiel Van Eunen also warns against overlooking the potential downsides of technology-enabled gamification, such as feelings of surveillance. He advises HR professionals to carefully select gamification tools that align with their goals and employee preferences. While the promise of gamification is compelling, Emanuela Corazziari acknowledges the need for strategic implementation. She highlights the importance of recognising that not all gamification approaches fit every organisation. Companies should always test and learn, and find the right blend of gamification techniques and traditional methods in their HR and talent acquisition practices.

Improved onboarding

Gamification can also make a significant impact on employee onboarding, with a key strength being “instant feedback”. This allows the onboarding process to happen remotely, or before a new hire starts, and in a stimulating way. It is also efficient, with less supervision required from managers in a gamified training setting, reducing the amount of resources required in the onboarding.

According to research by Glassdoor, “a strong onboarding process improves retention rates by 82% and productivity rates by 70%.” In addition, TalentLMS found that “83% of those who receive gamified training feel motivated, while 61% of those who receive non-gamified training feel bored and unproductive”. Gamification can help employees identify with a company early on, thereby increasing their motivation and ability to retain information in the onboarding process. Given that the onboarding process is key to improving retention rates, gamification can help businesses save money and integrate new hires faster and more efficiently.

Gamification can be particularly effective with younger workers, with research by Business News Daily demonstrating that “gamification is especially effective when onboarding a digitally native workforce.” As companies compete to stand out and retain a new generation of workers, it’s clear that gamified onboarding can help Gen Z employees acclimatise to an organisation extremely effectively.

Employee engagement

When it comes to motivating employees, gamification “can increase employee engagement in an organization and can keep up employees’ efforts to continuously improve upon existing work.” The benefits of an engaging learning environment cannot be understated, and regular gamified training can motivate employees to self-develop and apply their learning. This is reinforced by An Coppens, who highlights that gamification “taps into what motivates people, offering them a sense of achievement and reward.” This is particularly effective with a younger workforce, who are accustomed to interactive and technology-driven experiences.

HR teams should ensure that the progress is being tracked, and anonymous surveys or feedback forms can be used to gauge how useful employees are finding it.

Gamification can be applied in many ways, and elements can be utilised by both large corporations with big training budgets, and smaller companies searching for cheap productivity boosts. Examples include “real-life work scenarios, microlearning-based games, and leaderboards”, which can be mixed and matched to form bespoke training programmes that suit individual organisations, teams, and budgets. With any employee engagement initiative, HR teams should ensure that the progress is being tracked, and anonymous surveys or feedback forms can be used to gauge how useful employees are finding it.

Micro-learning, where training is split into short sessions, is often linked with gamification, and Vardarlier looks at how “the use of gamification elements can encourage learning in small steps to improve their competence by identifying employees’ ways of learning and giving feedback on their progress.” Business News Daily describes how “gamification tactics, such as interactive visuals and infographics, can help people retain up to three times as much information as they would otherwise.”

Gamification in hiring

By incorporating gamified tasks in a hiring process, talent acquisition teams can create role-based scenarios to better assess a candidate’s suitability for the position. This also contributes to minimising any bias that might come from CV assessment alone. By levelling the playing field, more introverted candidates may also showcase their abilities that might otherwise be suppressed in a traditional interview setting. Overall, gamification can help employers recruit more diverse candidates and ensures that they hire the ‘best person for the job’. Routledge states, “A game doesn’t care who you are… it just wants to know can you do the job.” This equitable approach to assessment can help companies modernise their hiring practices.

To Gen Z workers, who place immense importance on work-life balance and company values, a gamified hiring process can reflect positively on an employer’s brand.

Corazziari agrees and points out that gamification allows candidates to showcase their “actual competencies and agility.” In the context of talent acquisition, this aspect is particularly valuable for candidates who are transitioning to new industries or career paths. While traditional assessments might overlook transferable skills, gamified scenarios can provide a platform for candidates to demonstrate their adaptability and relevant skills, leading to a fairer evaluation process.

To Gen Z workers, who place immense importance on work-life balance and company values, a gamified hiring process can reflect positively on an employer’s brand. Embracing ‘fun as a strategy’, as described by Vardarlier, provides an edge in the competition to attract top Gen Z talent. This is mirrored by Van Eunen, who emphasises that gamification introduces “a sense of competition and instant feedback.” This competitive element can translate seamlessly into talent acquisition, where candidates are more likely to invest time and effort into a recruitment process that resembles a game. By leveraging gamification in recruitment, employers gain a competitive edge in attracting top talent who are drawn to interactive and engaging experiences.

Employee bonding and collaboration

An article by Forbes showcases how “successful gamification can empower employees to perform their best, foster collaboration and celebrate and recognise employee achievement. Beyond these benefits, gamification can help create the all-important bond between company and employee.” When part of their regular training programme, employees work in a fun and collaborative way, for example by implementing games, challenges, quizzes, and spin-to-wins. Adding prizes can further increase the motivation and friendly competitiveness that is being sparked by gamification.

The Research Journal of Business and Management notes that the “effect of gamification is also reflected in the social lives of employees, and employees’ ability to establish communication and social relationships increases.” This is echoed by Coppens, who emphasises playfulness and its role in fostering positive work culture. Coppens notes, “Through play or playful experiences… we are tapping into a very primal instinct.” By incorporating playful elements, teams can build stronger connections, elevate morale, and reveal authentic selves.

________________________

HR and talent acquisition continue to evolve, but what is clear is that gamification has the potential to reshape work culture, streamline hiring processes, and foster team unity. With a strategic and inclusive approach to gamification, organisations can harness its potential to shape HR practices – leading to engaged employees, more effective learning outcomes, and an improved position in attracting and retaining talent.

The post Gamification in HR appeared first on Tiger Recruitment.

Table of Contents

• What is diversity and why is it important?
• Our responsibility in recruitment
• Unconscious Bias
• Interviewing
• Job Advertisements
• Applying D&I policy to recruitment
• Diversity at Tiger
• FAQs

What is diversity and why is it important?

Diversity is about including, embracing and empowering a range of people by respecting and appreciating their age, gender, ethnicity, religion, disability, sexual orientation and education.

Diversity is important because everyone deserves to have the same opportunities in the workplace. However, due to discrimination, prejudice and systemic racism, this is rarely the case. So, if a workplace promotes diversity and inclusion
(D&I) through actionable initiatives, it can help provide opportunities for those from underrepresented groups.

Everyone brings a unique perspective to the workplace and, if an office is diverse, these different perspectives can make organisations stronger and more successful. There have been many studies to support this, one being the McGregor-Smith Review, which found that the benefit of having a representative black and ethnic minority workforce adds an additional £24bn a year to the UK economy, or 1.3% of GDP^[1]

The below links offer useful further reading about diversity in the workplace:

CIPD Diversity Factsheet

This provides a good introduction and overview for HR professionals and those in management. It includes a factsheet about the basics of diversity, information about building inclusive workplaces, D&I in the time of coronavirus, benefits and managing D&I.

ACAS – Improving EDI In Your Workplace

This page provides information for employers about checking existing D&I policies, making sure workplaces are inclusive and processes to follow if workers feel excluded.

Stonewall – LGBT In Britain Work Report

A report about people who identify as LGBTQ+ and the discrimination they face in the workplace (also deals with the intersection between sexuality and race).

Forbes – Four Ways You Can Tackle Racial Discrimination In Your Workplace

A US-centric article written in the context of the Black Lives Matter protests of June 2020 – it lists some good ideas about how employees can tackle discrimination within the workplace.

Our Responsibility in recruitment

If you recruit for your business, you can have a direct impact on the social mobility of someone from an underrepresented group. You do this by opening up job opportunities that they may not have had otherwise.

An opportunity to work will not only positively impact a person’s financial security, but also opens up networking opportunities, the possibility for career development and other social benefits. Conversely, if you don’t promote diversity in your hiring practices, jobseekers from underrepresented groups may continue to not have access to these opportunities.

Unconscious Bias

Unconscious bias refers to the biases and beliefs we hold about certain groups of people, without being aware of them. This isn’t just about race or nationality. It could be sexuality, gender or age. Unconscious bias can play a big part in recruitment, especially when it comes to dealing with candidates. Common forms of unconscious bias in the hiring process include:

Education bias

For example, assuming that because a candidate went to a good university, they’ll be smarter than someone who went to a smaller/less well-known university.

Gender bias

For example, assuming that because a candidate is male, they are a better suited to a management role than a female.

Experience bias

For example, assuming that because a candidate has many years of experience, they will be better qualified for the role than someone who doesn’t.

Enthusiasm bias

For example, assuming that because someone is outgoing and friendly in an interview, they will be better for a job than someone who is quieter.

‘Like me’ bias

For example, assuming that because someone is like you (or you can picture yourself being friends with them), they will be better for a job than someone who is different to you.

Remember – it’s about a candidate’s achievements and skills, rather than their race, education level, sexual orientation, gender or age.

Interviewing

Asking structured interview questions, with clearly defined standards based on the requirements of the role, can help remove unconscious bias in interviewing. If you are not confident that you or your interviewers can do this, you may want to prepare a list of approved interview questions.  This can also help eliminate biases, as it minimises the chance of straying into territory which will bias the interviewer against the candidate. Remember, the questions asked in an interview should directly relate to the requirements of the role.

Examples of good interview questions:

Tell me about a time you have had to use your initiative to resolve a difficult situation?

This question speaks directly to a candidate’s ability to think independently and creatively.

How would you describe your managerial style?

If the role is in a management capacity, asking this question to all candidates will give you an indication of how they have stepped up to show key leadership skills.

Give me an example of where you’ve worked well with a team?

If the role requires teamwork, this will allow the candidate to display their ability to work well and cooperate.

Give me an example of where you’ve used X software/program in the past?

If the candidate needs to demonstrate they have a certain level of experience/skill with a particular program or type of software, this is a great question to find out exactly how they have used it in their previous roles.

Tell me about a time you’ve used your creativity to overcome a dilemma?

This is a good question that will help assess a candidate’s problem-solving skills.

Tell me about a time you made a mistake? How did you work to rectify it?

This is a good question to ask within a professional context, as it will assess their ability to handle difficult situations and to learn from their failures.

Can you tell me how you manage conflicting priorities and delegation?

This question is appropriate for a manager/supervisor level role, as task delegation will be essential.

The above questions relate specifically to particular skills/requirements of a role, rather than their personal life.

When it comes to bad interview questions, these typically include anything that will unfairly bias the interviewer against the candidate. As you can see from the below examples, these include anything that will cause the candidates to reveal personal details. These have no bearing on the requirements of the role, which should be in the main focus of the interview.

Examples of bad interview questions:

If I polled everyone you’ve ever worked with, what percentage would not be a fan of yours?

This has no relevance to the requirements of a role, it is too personal and can lead candidates to reveal possible points of discrimination they’ve experienced.

Tell me about the relationships you’ve had with the people you’ve worked with.

Similar to the above, this question can reveal discrimination the candidate has experienced.

Tell me about your home life?

Even though this seems harmless, it’s important to steer away from personal details that aren’t related to the role’s requirements.

I’m interviewing X number of people for this job – why should I hire you?

Forcing a candidate to compare themselves to other candidates is not helpful and may encourage an answer that relates to personal information or a protected characteristic.

What can you tell me about your childhood?

Again, this question forces the candidate to reveal personal information that has no bearing on their current personality or the requirements of the role.

All of the above questions ask the candidate to reveal information that the interviewer could use to prejudice them. As a rule, steer away from questions that reveal personal information and have no relation to the role itself.

Job Advertisements

Be very careful with the language you use in your job ad, as there are certain words that attract different jobseekers. For example, a woman is less likely to apply to a job if it has words like ‘ninja’ or ‘rockstar’ in it, while phrases like ’enthusiastic young people’ can put off certain age groups.

This is also the case for listing job requirements in a job ad. Men are more likely to apply for a role if they meet some of the ‘essential’ job requirements, whereas women will often only apply if they fulfil all of them. So, splitting these into ‘essential’ and ‘desired’ skills will encourage more women to apply for your role.

According to the Equality Act 2010 (via the REC), the publishing of a discriminatory job ad is not illegal under the Act, however an employer can be liable for discrimination if the wording used indicates there is an intention to discriminate because of a protected characteristic.

When advertising for your role, seek out candidates from underrepresented groups where possible. This can be done by posting to a variety of different job boards, or asking candidates from underrepresented groups to make referrals.

Applying D&I Policy to Recruitment

If you’re looking to change your recruitment process to help eliminate biases, below are some effective tools to do so:

Blind CVs

• Removing names, ages and genders from CVs before they are passed to the hiring manager
• Blind CVs can still be read in a certain way, so shouldn’t be the only measure put in place to remove bias
• Blind CVs can be implemented through either automation software that can remove personal on information CVs, or by a colleague who won’t be part of the recruiting process

Reporting on applicants

• This is when a breakdown of the applicants by protected characteristic is sent alongside the shortlist
• This can only be done when a candidate chooses to disclose their protected characteristics at this stage
• A recruiter/the employer can also ask them to disclose their protected characteristics during the hiring process, however, the candidate has the right not to disclose this information

Skills testing

• Using skills tests as the first step in the recruitment process can help candidates progress through to the following stages, based entirely on their skills
• This can help remove bias based on protected characteristics in the first stage of the recruitment process
• To implement, an employer must first choose the skills they want to test, and then select/devise a test to adequately assess this skill. From there, they can monitor the results

Creating a role-based scorecard for interviews

• Using a set scorecard for each interviewee, which is weighted towards essential skills/characteristics, can make interviews more objective
• Each scorecard should be developed to match the unique skills of the role (with about five different skills being scored) – they can either be formulated entirely from scratch or can be adapted from a template online

Diversity targets

• These are the number of people with a certain protected characteristic you want to aim to hire for your business. These can be based on the location of the office (reflecting the general population of that area) or by another metric
• However they are formulated, it’s important to have a reasoning behind the particular quota you’ve chosen
• Be sure to communicate any diversity targets up front to recruiters if you’re working with them

Where do we start?

According to the CIPD^[3], the approach to progressing diversity and inclusion in your workplace should be systematic. Businesses need to ensure their culture, employee processes and interpersonal interactions are all taken into account.

To do this:

• Develop a holistic D&I plan and strategy for your business, ensuring it aligns with company values
• Examine current practices and data to pinpoint where existing inequalities sit
• Implement targeted initiatives to directly amend these inequalities

Areas for improvement may include communication, behaviour in the workplace and learning and development. Any action or initiative put in place should be regularly reviewed and measured against set objectives.

Diversity At Tiger

Tiger Recruitment embraces diversity and aims to promote the benefits of diversity and inclusion in all of our business activities. We seek to develop a business culture that reflects that belief and we understand our responsibility within the recruitment sector to encourage diversity in businesses.

We will promote diversity for our staff, workers and applicants and are committed to help ensure that our clients meet their own diversity targets (via our Diversity and Inclusion Plan, available on request at marketing@tiger-recruitment.co.uk). Some of the initiatives we have put in place include:

• Internal/unconscious bias training
• Internal communications focused on D&I education
• Monthly book club focusing on diversity topics and/or authors
• External communications: thought leadership and events focusing on D&I
• Promote underrepresented groups on blogs and social media
• Sharing D&I resources in email communication with candidates and clients
• Partnerships with schools and colleges for internships/apprenticeships internally
• Diversity placement survey to monitor progress

Take a look at our D&I website page for more resources.

Want this blog as a PDF? Order it here.

Frequently Asked Questions

Read some of our most frequently asked questions on DEI below.

^[1]  https://www.gov.uk/government/publications/race-in-the-workplace-the-mcgregor-smith-review

^[2]https://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20insights/delivering%20through%20diversity/delivering-through-diversity_full-report.ashx

^[3]  https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet#gref

The post DEI Recruitment Guidelines appeared first on Tiger Recruitment.

If you’re thinking of hiring domestic staff to take on some of the burden of running a household, we can help.

In this blog we’ll take you through each step of the hiring process, from identifying your household support needs, to creating a job description, interviewing, and finally recruiting experienced staff.

1. Assess Business Needs

Everyone’s household needs are different, and to ensure you’re spending money in the right place when hiring domestic staff, you should do a full assessment of your personal needs before approaching a domestic recruitment agency.

2. Identifying the specific roles and responsibilities you require

The needs of your household will inform the type of staff you hire. Your requirements may be any combination of the following:

• Chauffeuring
• Cleaning
• Close protection
• Cooking
• Estate management
• Gardening
• Groundskeeping
• House management
• Laundry

3. Creating Job Descriptions

An accurate and detailed job description is one of the most effective tools when hiring domestic staff. Recruitment consultants will help you finesse the document to target the most relevant, experienced candidates.

4. Advertise Job

With your job description ready you can now work with your recruitment agency to craft an appealing job advert. This will include the description, as well as details of salary, benefits, and a small amount about the household they would be working within. Job adverts will typically be posted on your recruiter’s own jobs board and, with your permission, partner job boards they work with.

5. Screen CVs

As applications for your domestic role begin to come in, your recruitment consultant will build a shortlist of the best candidates, cutting out any that lack the relevant experience. To decide which of these shortlisted candidates to interview, you will need to screen their CVs carefully, something your consultant will be able to assist with. Check for relevant experience, skills, values, and previous employers who could be contacted for referrals. You should also run a background check on all applicants before progressing to the interview stage.

6. Interviews

By this point you should have a strong understanding of a candidate’s employment history and skillset. The interview is a chance to get a better idea of their values, and to test some of those skills. As domestic staff will have close contact with your personal life, it is best practice to conduct face-to-face, or at least video call interviews, to find out whether you feel comfortable with them.

7. Recruiting Candidates

When you have made your choice on a new employee for your household you will need a formal contract to finalise the recruitment process. If this is your first time employing someone, we can help with writing your contract. Remember, you should still consult a lawyer to be sure the contract is legally binding.

Tiger also offers a payroll and contract service, which can take on much of this work and give you some distance from employees, if you prefer more privacy.

8. Onboarding Candidates

The final step in hiring domestic staff is the onboarding process. With household support, this will involve basics such as orienting them around the property, drawing up their schedule, and laying down any ground rules to follow while they are on-site.

Managing Your Domestic Staff

Household employees require ongoing management, and this aspect of hiring domestic staff should be planned for well in advance. If the daily admin becomes too much work as the domestic team grows, it’s advisable to hire a house manager or butler.

Looking To Recruit Domestic Staff

Whether you’re looking for housekeepers, butlers, or gardeners, temporary or permanent, we can provide you with exceptional staff. Our expert team will advise on hiring for any role and any property type, so please get in touch with your requirements and we will be happy to set up a consultation.

The post Hiring household staff 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 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 candidate has another offer on the table, for example, you might expedite the interview process to get an offer out more quickly.

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 complete guide to interview and selection for employers

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

When it comes to onboarding, the office manager’s job isn’t just about setting up a new starter’s computer, phone and official documents. They are in the unique position of working across all departments, so should 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 an office manager can play a crucial role in settling in a new starter.

Prepare Their Team

One important thing to do beforehand is 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’re 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 Senior Staff

The new starter’s manager will be overseeing their workload. If they are experienced, they will know the best way to introduce information – slowly, with regular check-ins and making sure their new hire is coping with their new role.

What about their interactions with other departments? Take the initiative and chat to each manager about a time they will be available to introduce themselves to the new starter. Once confirmed, make sure you remember to pop it in their calendar 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 around them, 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, which is beneficial for productivity and ideas.

Communicate With 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. Meet 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 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 Interview and Selection Guide for employers.

The post Three Ways an Office Manager Can Help Onboard New Staff appeared first on Tiger Recruitment.

Onboarding can make or break an employee’s experience when starting a new role. Research by Gallup found that only 12% of “employees strongly agree their workplace does a great job of onboarding new employees.” [1]

Considering a great onboarding experience can improve employee retention rates by 82%, neglecting these process can be both costly and time consuming in the long run. [2]

This is especially relevant when hiring for graduate jobs in Zurich, as they often have little experience in corporate environments. Graduate recruitment in Zurich is a competitive market, so you don’t want to be losing your new employees just a few days in because of onboarding issues.

Here are four things to consider when welcoming graduates to your team:

1. Preparation is key

No new employee wants to arrive on their first day to no desk and a colleague that’s flustered at their arrival. It’s essential you take the time to get organised a few days before they begin, printing off or filling out paperwork, installing all software and hardware, setting up entry passes and computer logins and anything else that’s required. While notice periods are part and parcel of recruitment, it’s worth moving quickly – leaving too much time between accepting an offer and starting a new role opens you up for potential problems. If onboarding remotely, ensure hardware has been sent to the employee’s house well in advance, and they have been in touch with IT to support them through the setup.

2. Invest in video

Millennials are the video generation, with the average personal watching 1.5 hours of video a day [3]. So, invest in creating an orientation video, covering your company’s history, current structure and culture, as well as office instructions and tips and tricks for their first few weeks – maybe a suggestion of where to grab lunch? This means you won’t have to repeat yourself with every new starter and it ensures the messaging is consistent. It also allows graduate to take notes in their own time, pausing where needed, and frees you up to focus on other things.

3. Show them the way

The top drivers of engagement for millennials are career opportunities, clear management of performance and organisational reputation.⁴ Therefore, the onboarding process should also include a clear directive on where graduates can expect to be in three, six and twelve months’ time. Objectives should be clearly established and training avenues should be actively promoted and acted upon in order to encourage growth. This way, those taking on Zurich graduate jobs (or elsewhere) can see just how they’ll be using their hard-earned knowledge.

4. Implement a mentoring programme

Starting a new role is daunting at the best of times, but for graduates, it can be even more so. Providing a mentor for those first few months can go a long way in helping new grads settle into the workplace, giving them a person that can answer ‘dumb questions’ that they might not be comfortable asking their direct manager.

Mentorship can also encourage a sense of community, helping to welcome new members to the team. A familiar face can go a long way in making a work environment more comfortable.

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Tiger is one of Zurich’s leading graduate recruitment agencies. If you’re looking to hire a graduate or looking at jobs for graduates in Zurich, we can help! Get in touch today. If you’re looking for more hiring advice, read our complete interview and selection guide for employers. 

1.https://www.gallup.com/workplace/238085/state-american-workplace-report-2017.aspx
2. https://b2b-assets.glassdoor.com/the-true-cost-of-a-bad-hire.pdf
3. https://www.rev.com/blog/how-gen-z-and-millennials-consume-video-content-what-that-means-for-production-teams
4. http://diversitybydesign.co.uk/wp-content/uploads/2014/10/Diverse-Voices-final.pdf

The post Four things you should be including in your graduate onboarding process appeared first on Tiger Recruitment.

For a company to remain competitive, they need a steady flow of diverse people to bring new ideas and inspire innovation. As the most digitally native generation in an overwhelmingly digital world, Gen Z employees (those born between 1997 and 2012) are a vital component of any company’s workforce. However, their distinct attitudes towards work are creating stumbling blocks for many line managers, who are struggling to figure out what makes this youngest generation tick.

We spoke to two hiring experts to understand how businesses can attract, hire and retain Gen Z staff: Charlotte Steggall, Global Employer Brand Manager – Early Careers at WTW and Corey Bainerman, Vice President – People and Culture at Orangutech.

What does Gen Z want?

For your job offers to appeal to this generation, it’s important to first understand their mindset. As Charlotte Steggall says, “Gen Z don’t have any different needs to other generations, they just vocalise their needs better.” They are not shy about asking more of their employers: more flexibility in hours and places of work, more diversity in the workforce, and more social responsibility from the company. And they’re not shy about quitting, with 25% planning to move jobs in the next 6 months.

For a successful relationship, then, managers need to talk openly and clearly to Gen Z workers about their wants and needs. The cohort now makes up 25% of the UK workforce, so their attitudes are no longer a minority that hiring managers can afford to ignore. Understanding also needs to lead to action, with this LinkedIn article noting that “Gen Z’s demand for authenticity and transparency is compelling organizations to bridge the gap between what they claim and what they actually do.”

Why does Gen Z have different needs to other generations?

Several factors have shaped this generation’s attitude to work.

Millennial burnout

When Gen Z were at school, they could watch the rise-and-grind culture from a distance, alongside its negative effects. Their closest generation, millennials, were burning out at a high rate, overworking themselves for little reward. Gen Z’s reaction to this has been to switch their focus to a healthier work-life balance and higher salaries, rather than holding out on promises of career progress to come.

Pandemic disruption

The pandemic played a role in exacerbating worker burnout and hit just at the time Gen Z was entering the workforce. Not only was the pandemic an eye-opener for Gen Z on how businesses should not treat their employees, it was also a watershed moment that revealed alternative ways businesses could work.

Before Gen Z were fully assimilated into the decades-old status quo, they were living the reality of a viable alternative to 9-to-5 office work.

Entrepreneurial spirit

Gen Z is the master of the side hustle. They grew up in an era of self-made online success, when anyone could earn money as a content creator on YouTube or TikTok, selling arts and crafts on Instagram, or, as Charlotte has observed, “going to charity shops to find things to resell on Depop and Vinted.” This business-minded, tech-savvy confidence is the reason why they think little of leaving a job that isn’t serving them: “they know their own worth and have a strong sense of what they’re able to offer an organisation.”

How to attract Gen Z

Value alignment

Alongside their desire for better mental health, Gen Z are well-known advocates of inclusivity and accountability. This means they will actively seek out, or avoid, businesses based on their corporate social responsibility (CSR). By updating DEI guidelines to follow current best practices, businesses can show Gen Z workers that they share their values. This is vital in attracting Gen Z talent, who matured in the shadow of the Covid pandemic: “Holistic wellbeing, social and environmental activism, and personal fulfilment top their list of values driving workplace engagement”, according to an article by We Forum.

Indeed, Gen Z place a significant emphasis on the purpose and impact of the employer within their community. Corey Bainerman highlights the importance of alignment between the company’s ethos and Gen Z’s personal values as a crucial requirement in attraction. Corey also underscores the importance of this value alignment coming from the top. Gen Z values an organisation that places equal effort and focus on culture and the employee experience, and the CEO should actively champion this culture-oriented approach. “This is most true of the CEO, as many people will follow their behaviour.” Building cohesive values in an organisation, showcasing them on the company website and throughout the hiring process, will help to tick boxes that Gen Z talent are looking for in a new role.

Benefits

Because many members of Gen Z are going into their first jobs, benefits packages could be a completely new concept to them. For Charlotte, the most important thing for hiring managers to do is educate Gen Z about the potential of different benefits: “Someone leaving education may not know the great benefit of having private healthcare or a dental plan, and research has shown that Gen Z are the most likely to opt out of their insurance plans as they don’t know the benefit.” It’s thus important to build this education into the hiring and onboarding process. By giving new Gen Z employees a full understanding of how they can best use their benefits, a business empowers them, inspires trust and loyalty. Loyalty is particularly important in talent retention of Gen Z.

Hybrid working continues to be a key priority for a generation that have largely only worked this way. An article in the Financial Times notes a 2022 survey of 647 Oxford University students, where “Good work/life balance” was the most important attribute of a job. Employers that choose to reduce the number of remote working days do so at the risk of alienating Gen Z staff and losing them to their competitors.

While benefits packages are increasing in importance, salary is still a key priority to Gen Z. Given the rising cost of living and the fact that many Gen Z employees occupy more junior, lower-paid roles, younger workers look for pay transparency in the hiring process. They tend to be assertive and know their value, and won’t waste time in a hiring process if they believe that the salary won’t match their ambitions.

Talent Retention of Gen Z

Investment

While earlier generations’ loyalty to a company could be earned with the promise of secure income and steady career progress, this commitment in the process has been eroding since the financial crisis of 2008. Winning Gen Z’s loyalty is much more about value alignment and demonstrating investment. As Charlotte puts it, “it’s about the commitment to the employee. When they see investment and long-term planning with themselves, they are more likely to think long term about the employer.” Part of this is down to management style. Charlotte goes on to note: “emotional intelligence is the biggest skill managers need to have in 2023″;

“the old school style of cold, directive management doesn’t fit with the needs of today’s young workers.”

In fact, Gen Z talent expect significant investment in their professional and personal development. Businesses should leverage their desire to grow and develop in their careers and provide ample learning opportunities. As a LinkedIn article states, “By enabling Gen Z employees to pursue their passions and personal interests within the context of their professional journey, L&D teams tap into their natural curiosity and foster future leaders.” According to Deloitte, robust training and leadership programmes with a “real and tangible focus on diversity” form a golden egg for companies looking to nurture and retain Gen Z.

Whilst investing in employees is key, the direction of this investment must be influenced by workers. Corey emphasises the need for an intentional strategy around listening to employees, incorporating stay interviews, focus groups, and engagement surveys. “Nothing frustrates people more than being asked to answer surveys, only to see that no changes happen,” he warns.

Training and opportunities

One of the most important ways to invest in any employee is through training and development. Gen Z want these opportunities for personal and professional development as much as other generations but, as Charlotte describes, a one-size-fits-all approach is not always enough: “it’s about having conversations about their aspirations and helping them towards those goals.” Working with a Gen Z employee to build a more bespoke, personalised progression plan is a highly effective way to draw them deeper into a team and company. Managers should set aside time to help employees work out “exactly what skills they need to improve and signpost them, so the accountability is on them.”

Corey also emphasises the importance of transparency and career progression in retaining Gen Z workers, and the need for employers to provide clear, tangible career progression paths. This can be achieved through the development and publicising of career frameworks, outlining the requirements and associated salary bands for each department. He adds, “What is true is that most companies fail to clearly share the requirements to move to a new role in the company, and to show what kind of pay changes are associated with those new roles.” This sentiment is echoed in an article by We Forum, stating that Gen Z workers “want more control over a variety of career paths and the option to speed up and slow down”, and to “give people more stretch opportunities and training to progress faster if they want to — with pay structures that reflect the extra initiative.”

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Understanding the unique priorities, benefits, and engagement initiatives of Generation Z is crucial for HR professionals and hiring managers. Charlotte Steggall and Corey Bainerman’s expert insights shed light on how to create a workplace that not only attracts but retains Gen Z talent. By implementing these strategies, organisations can position themselves as forward-thinking employers in the eyes of the generation that are shaping the future workforce.

The post Attracting and retaining Gen Z appeared first on Tiger Recruitment.

Introduction to Virtual Assistants

Providing exceptional support that is tailored to a business’s unique needs, virtual assistants can play a pivotal role in the success of entrepreneurs and industry leaders alike.

With remote work increasing in popularity, VAs can now offer a broad range of services.

So, how can you go about for your company? These are our top tips.

Understanding the Role of Virtual Assistants

A virtual assistant’s role usually echoes the responsibilities of a personal assistant, with the difference being that they work remotely. They may simply work in another city, or on the other side of the world, and can assist with anything from diary management to bookkeeping, to copywriting and social media management.

A VA’s responsibilities will depend on the nature of their employer’s requirements. The most common tasks include phone handling and email management, scheduling meetings, arranging travel, providing customer support and basic IT assistance.

Virtual assistants provide support in a range of areas. Many act as a remote PA and carry out administrative tasks, while others specialise in areas such as finance, customer service, marketing, technology or creative support. While some VAs offer temporary support, others commit to permanent roles on either a part-time or full-time basis.

Benefits of Hiring a Virtual Assistant

A great VA can be an invaluable resource for a company, able to work unusual hours and provide support across a broad range of ongoing or ad-hoc tasks. It is common for SMEs and entrepreneurs to favour hiring VAs, as their versatility suits the fluid nature of new and smaller businesses.

Hiring a virtual assistant can save a business time and money. This is mainly because their role can entirely be designed to suit your business’ unique needs. Whether you need someone for the length of a specific project or to permanently provide customer support at unusual hours, there will undoubtedly exist a VA whose expertise and availability can fit your requirements.

Working to an hourly rate and generally managing their own overheads, a VA can be more cost-effective than other types of staff. In addition, VAs tend to be specialised experts, which can minimize hiring costs associated with bringing on a new employee.

Where to Look for Virtual Assistants

Virtual Assistant Agencies

Virtual assistant agencies such as Tiger Recruitment specialise in matching exceptional VAs with employers. Agencies can quickly tap into their network and database of VAs to find the perfect shortlist of professionals for a role. Agencies will generally handle the initial screening and reference checking to ensure they are a good fit for your requirements.

At Tiger, we can also handle the payroll administration if required.

If you’re wondering where to find a virtual assistant, get in touch with us today to begin the process.

Online Virtual Assistant Marketplaces

Virtual assistant Marketplaces are essentially job boards specifically for VAs. Employers can post vacancies for professionals to respond to, and individuals can list their professional services. These can be a great way of checking out the available talent and familiarising yourself with the role of a VA.

Here are some of the most popular marketplaces right now:

Fiverr is a popular freelance marketplace with a wide range of VAs.

Upwork is the largest freelancing marketplace in the world, allowing you to post roles, review proposals and hire VAs.

Freelancer allows VAs to bid on your job posting, and provides a secure payment platform.

Networking and Referrals

Utilising your own professional network can be a valuable tool in sourcing top VAs. Ask around for suggestions of top VAs who could fit your needs. It might also be worth posting on LinkedIn or other social channels to extend your reach of recommended candidates.

Key Considerations When Hiring a Virtual Assistant

Defining Your Virtual Assistant’s Role

A clear project brief or job specification is the first step to success when looking at how to how to hire a VA.

Make a detailed outline of all the tasks your VA will be taking on and the associated skills and experience required. Do you need someone who can work unusual hours or is an expert with excel? This will ensure that everyone involved in the process knows what to ask about and check in the interviewing process. If you’re working with an agency, this detailed outline will also ensure that your recruiter only sends the most appropriate candidates to you.

Assessing Skills and Experience

Once you have clearly defined your VA’s role, you will have a clear outline of what skills and experience should be required. If you’re recruiting through an agency, this is something that they will consider when shortlisting jobseekers for you.

Soft skills are particularly important when hiring a VA, as communication, organisation and work ethic are all the more important in a remote working environment.

Communication and Language Proficiency

Communication is paramount in making remote working successful. Both employer and VA must be on the same page and able to communicate clearly and effectively. Pay attention to how well you communicate with an individual throughout the interviewing process, as this will be a good indication of how things will be moving forward.

Language proficiency is also something to consider if hiring an international VA who will be working in their second language.

Time Zone and Availability

Time zone and availability are important logistical factors to address early on. You don’t want to get to the end of an interview process only to realise that your prospective VA isn’t available when you need them!

Working across different time zones works well for global businesses, but some might find it too challenging. Consider how much back and forth will be involved in this role, and whether this will dictate the location of the person you hire. Some VAs will be willing to work unusual hours to match your working day to help with this.

Interviewing and Onboarding Virtual Assistants

Conducting Virtual Interviews

Most VA interviews will be conducted online. When recruiting VAs, we recommend following your business’ established interview process. For larger businesses, this could look involve multiple stages of online interviews with key stakeholders.

Creating a Smooth Onboarding Process

As with all new hires, a smooth onboarding process can be the cornerstone of success. Even though your new hire is working remotely, it is still important to introduce them to the team and to make them feel welcome.

Putting extra resources into ensuring an effective remote onboarding process to clearly establish communication and expectations will save you time in the long run, so try not to rush things here.

Managing and Optimising Virtual Assistant Relationships

Establishing Clear Communication Channels

Managing remote staff can be challenging. Whether your VA will be taking on secretarial duties, administrative tasks, or content creation, establishing clear communication channels is key. Make sure it is clear when it is appropriate to email, message, and call, and how to do so.

Having regular video calls is important to maintaining a healthy working relationship with a remote staff member. Your VA won’t be around to socialise or have chats around the watercooler, so ensure you take the time to get to know them on these calls.

Setting Expectations and Deliverables

When you’re unable to walk to a colleague’s desk for quick clarifications, things can quickly unravel. Before starting your new VA on their projects, run through their list of deliverables together, ensuring a shared understanding of each. It is also important to discuss expectations for things such as deadlines, feedback, and processes.

Monitoring Performance and Providing Feedback

Establishing how you will monitor the performance of your new VA is one of the final things to set you up for success. Work with your VA to develop a process for providing feedback that will be effective for both of you. Make sure that they know when and where to expect feedback, and what actions they should take in response. With a new VA, daily check-ins are often useful for providing regular feedback. As they settle in, these can sit within your weekly catch-up calls.

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

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

What is neurodivergence?

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

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

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

Benefits of a neurodiverse workforce

Numerous studies show that diverse businesses are more innovative and agile due, in part, to a greater variance in thinking and approaches. This can lead to disruptive breakthroughs by offsetting a tendency for companies “to all look in the same direction,” according to 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 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 experiences of employees, the programme is designed to help the rest of the workforce understand neurodiversity and how they can best accommodate neurodivergent co-workers.

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

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

Inclusive hiring practices

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

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

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

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

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

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

Conclusion

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

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

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How to Write a Letter of Resignation

If you’re wondering how to resign from a job, the best first step is to have a verbal conversation with your manager notifying them of your intention to resign, and that you will be sending in your letter. This can be an opportunity to provide any detail that doesn’t belong in your letter if you should so choose.

In addition, if you need to negotiate or discuss anything such as the length of your notice period, this conversation will give you the opportunity to come to an agreement before putting the details in writing.

It can be hard to know how to best go about writing a resignation letter, but doing so correctly is a crucial step to resigning gracefully. From structure and tone to how much detail you should include, here is an outline of how to write a resignation letter.

Resignation and Final Day

The two most important things to include when you write a letter of resignation are your statement of resignation and the date of your final day. Your statement of resignation can simply say that you are formally notifying your line manager of your resignation from your role at the company.

Secondly, it’s important to avoid any confusion around when your last day is. Check your employment contract for your notice period, count forwards to identify the correct date for your last day, and clearly state this date.

It’s possible that your notice period may end up being shorter or longer than that listed in your contract. This could be for many reasons, such as the starting date in your next role, or agreeing
to a request from your employer to stay longer and assist with the transition. If your notice period is adjusted from your contractual length, ensure to put it in writing, either in your letter or in a follow-up email. This will avoid any possibility of confusion about when you will be finishing up.

A Thank You

It is courteous to include a comment of thanks to your employer. Thank them for the opportunities and support provided during your time at the organisation. If there is something in particular you would like to thank your manager for, then briefly do so. You are not required to include a statement of thanks, but it is a recommended thing to include as part of a graceful resignation.

Handover

We suggest that you add a sentence offering to assist in the handover of your tasks to your replacement. You don’t need to go into detail here, as this is something that you will most likely discuss with your manager in person. This is an optional part of a resignation letter, but it is a great way to show your manager that you intend to leave on good terms. Remember, you may need your manager for a reference in the future.

Conclusion

Finish by signing off your letter with your full name. As this is a formal letter, it can be a good idea to include your contact details in the footer (or header) of your letter.

The above are the most common points to include in a letter of resignation. Depending on the nature of your work, you may be required to include additional information. Have a thorough read of your employment contract before writing your letter and ensure that you have identified any additional points that need adding.

Things To Avoid In Your Resignation Letter

There are some things that shouldn’t be said in a resignation letter. These topics may either be better suited to a face-to-face discussion, your exit interview, or even just for conversations at home. When considering how to write a resignation letter, keep these in mind.

Why You Are Leaving

You are not required by law to give a reason for your resignation, and it is usually a good idea to avoid this topic altogether in your letter. If you have found a new role, this is something that you can choose to verbally disclose in conversation with your manager.

Your New Employer

If you have found a new role, do not disclose the details of this in your resignation letter. You can choose to let your manager know about your new role in person, but this isn’t something that you should be including in your letter.

Complaints

It’s important to leave a job on good terms where possible, and your resignation letter is not the place to be airing grievances. If you have constructive feedback to provide your employer with, this is something that can be discussed in your exit interview. If you have frustrations that you feel need venting, avoid doing so in the workplace. Letting out your emotions is what friends and family are for!

Example Resignation Letter

As a starting point, we’ve outlined an example resignation letter below. Most resignation letters these days are handed in digitally. If you are handing your resignation letter in physically, it is a good idea to sign the bottom of the letter.

Date

Dear [manager’s name],

I am writing this letter to formally notify you of my resignation as [role title] at [company name], effective [date of sending]. In accordance with my employment contract, my last day of work will be [date of last day].

I would like to take this opportunity to thank you for the support and opportunities provided to me in my time at [company name].

Please let me know how I can help ensure a smooth transition over the next [notice period length].

Kind Regards,
Your full name
Your contact details

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The role of personal assistant is a demanding one. It requires a PA to match the pace and rhythms of their manager’s day-to-day schedule, while also staying several steps ahead of them. To achieve this balancing act, we generally find that PAs need some key character traits.

Communication

Strong written and verbal communication is crucial for a PA. Everyone has their preferred form – email, text, phone call, face-to-face – even when dealing with a largely uncommunicative manager. No matter the manager’s preference, a PA must ensure that they are relaying all information back to them.

Some executives prefer for their PAs to attend all meetings with them. If this is the case, it’s crucial for the PA to make thorough notes to discuss post-meeting. They will then be able to pull them apart and prioritise action points. If it’s a virtual meeting, the advantage is that a PA will be able to record it to refer to afterwards.

If a PA does not attend meetings with their boss, it’s best practice to sit down together afterwards to discuss everything that has been touched on.

A PA will also often represent their boss to key stakeholders or be required to ‘gatekeep’. For this reason, we typically look for a PA’s communication style to be diplomatic, discrete, and for them to remain calm in the face of high pressure.

Example interview questions around communication:

1. Can you give us an example of a time when you had to relay complex information to someone in simple language, and how you achieved it?
2. How would you approach a conversation with a frustrated colleague or client on behalf of your manager?

Resilience

A resilient PA will quickly become an invaluable support to their team. Most of us, at one time or another in our careers, will occasionally be presented with the challenge of dealing with tricky situations and people. These might be clients, managers, time-sensitive projects or make-or-break presentations. PAs, however, see all of these regularly.

Not taking things personally is key, quite simply because they’re so frequently in high-pressure situations and more often than not (rightly or wrongly), on the receiving end of a frustrated individual or team.

Example interview questions around resilience:

1. How do you manage your stress levels in high-pressure situations?
2. Can you give an example of a time when you have juggled multiple deadlines?

Efficiency

It goes without saying that a great PA must be organised! They will implement organisational structures into their work and stick to them. By keeping their work life neat and tidy, a great PA will maintain a clear head and be ready for all situations.

Email management often plays an important role in a PA’s typical day: by organising all their emails into set folders, they can be broken down by sender or task and stored in each folder. Alternatively, there are apps to help automate inbox and diary management, ensuring that all emails are on hand when they are needed.

It goes without saying that every PA monitors their to-do list with pinpoint accuracy. Every time a new task comes up, PAs should think about its priority within their workload, then place it accordingly in the list. This reduces the chances of forgetting something and will help with time management.

Taking on the most difficult and time-consuming tasks at the beginning of the day minimises stress levels and maximises the standard of work.

Example interview questions about efficiency:

1. How do you organise your workload?
2. Tell us about a time you improved the efficiency of processes at work, and the results.

Proactivity

If nothing else, a PA must be proactive. It’s vital that they can stay ahead of their manager, regardless of the situation. This often means reviewing the meetings their manager has at the beginning of the week, and ensuring that all requirements, such as travel, agenda and rooms, are considered ahead of time.

There may be a time when a manager is out of the office or away on annual leave, leaving the PA to manage their affairs. As the first point of contact for clients and contacts, they will need to maintain high levels of professionalism to ensure that they are acting exactly as their boss would do in each situation.

Example interview questions about proactivity:

1. Can you give us an example of when you foresaw a potential issue and were able to avoid it ahead of time?
2. What methods do you use to stay on top of upcoming deadlines and events?

Positive attitude

Not only can the PA role be incredibly stressful at times, but a busy team will look to their PA as a constant. So, a successful PA must be able to approach every situation with optimism, working logically through each problem to find a solution. By keeping calm and staying upbeat, they will be able to complete tasks to a higher standard.

A PA is often required to represent their manager and company either on the telephone, via email, or face to face. Therefore, they need to be comfortable engaging in small talk and networking, always remaining polite and courteous. A PA will also be expected to stay positive and have that can-do attitude at all times, as this will play a huge part in staff morale.

Examples interview questions:

1. Describe a time when you faced a setback. How did you address and move past it?
2. Describe a challenge you’re most proud of overcoming?

Self-motivation

Personal assistants work with time-stretched senior managers, so cannot expect praise every time they complete a task on their to-do list. Self-motivation is therefore key to PAs being able to progress with their workload.

The most effective PAs will set themselves goals for the working day, aiming to complete a certain number of tasks on the list before taking the next coffee break. Working hard may look like it is going unrecognised, but it is always noticed.

Examples interview questions:

1. What do you do to get yourself into a work mindset after a break?
2. Describe a time when you set a challenging goal for yourself. How did you stay motivated to achieve it, and what were the outcomes?

Discretion

Discretion is one of the most important behaviours of a personal assistant, particularly private PAs. They will be exposed to a myriad of personal and professional confidences as a PA, and this unique characteristic will see the best assistants go far in their careers. A gossip might find their credibility is tarnished early on, while those who understand confidentiality will shortly prove themselves to be indispensable.

Example interview questions:

1. In what ways have you maintained confidentiality while working in a team environment, and how do you ensure that information remains secure and protected?
2. How would you handle a situation in which you discover a colleague’s confidential documents left behind in the office?

Looking to hire a PA? Read our guide to hiring a PA and get in touch with your requirements.

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Choosing to hire a personal assistant is a smart move. A personal assistant (PA) can take a load off your shoulders, handling everything from managing your diary to running your daily errands. Their expert assistance can help boost your daily efficiency, increase your productivity, and reduce your stress levels.

To really benefit from hiring a personal assistant, you must pick the right one. That means finding someone who not only has the skills and experience but will also match your lifestyle and the way you work. Asking the right questions during the interview process will give you the insights you need to make the best decision.

To ensure your hiring success, we’ve created a guide on the best personal assistant interview questions to ask. We also highlight what to look for in their responses, helping to streamline the interview process.

General Questions for PA Interview

General personal assistant interview questions help you understand the candidate’s background, personality, and communication skills. Asking these questions at the start of the interview will help make candidates feel comfortable to share more freely and give you valuable insights from the get-go.

Here are the top five questions we recommend asking all your PA candidates:

Tell me about yourself.

This is the best question to start an interview with as it allows the candidate to explain their professional journey and interests right away. This helps you get a sense of their personality and see if they would be a good fit for your team or in your household.

Their answer should succinctly cover their career choices, proudest achievements, and personal motivations. Their enthusiasm, clarity, and the way they present their story can also give you clues about their communication skills and confidence level. Please note that modern interview best practice does not allow for deeper questioning around an interviewee’s personal life. For more information on this, read our Interview and Selection Guide, which dives into more detail on DEI considerations for interviews.

Why should we hire you as a personal assistant?

This question tests both their understanding of the role and their ability to sell themselves. The candidate should be able to highlight their specific skills, experiences, or personal attributes that make them your ideal choice for the PA position.

In their answers, look for clarity, confidence, and specificity. Candidates should be able to pinpoint exactly what sets them apart, such as particular competencies that match your role requirements.

What is your greatest strength and weakness?

Asking about strengths and weaknesses gives candidates a chance to show how well they can critically evaluate themselves. It can also show how willing they are to open up about the areas that they need to work on.

When candidates talk about their strengths, you want to hear them mention things like being really organised, able to communicate well, flexible, and good at being discrete. They should also share specific stories or examples that concretely demonstrate these strengths.

When discussing weaknesses, the candidate must highlight an area for improvement that is relevant to your role. The candidate should follow up with the steps they have taken or plan to take to address this weakness, showing their commitment to growth.

How do you prioritise tasks and manage your time effectively?

Time management and task prioritisation are essential skills for a PA. This question allows the candidate to explain how they approach planning, decision-making, and efficiency, showcasing how they could potentially manage the demands of your role.

Look for answers that include specific strategies the candidate uses for managing their time and prioritising tasks. These could include categorising tasks by urgency, using tools to track project status, or an example of how they adapt when priorities change.

Why do you want to work here?

Find out what motivated the candidate to apply to your role by asking this question. It’s a great way to measure their genuine interest in the role and how well they might align with your personal and professional principles.

Look for signs that the candidate is not just looking for a job opportunity. This can be shown with great research into your business or personal brand or highlighting how the specific duties in the job description align with their interests or values.

Experience-related interview questions

The experience-related personal assistant interview questions you ask will depend on the type of personal assistant you are hiring. Alongside our recommended questions, include a few specific virtual assistant, corporate PA, or private PA interview questions.

Can you tell me about your previous position?

Learn about the kind of responsibilities the candidate has held by asking this question. It’s a straightforward way to start understanding their professional background and how it aligns with what you’re looking for.

In their answer, you want to hear about the specific tasks they handled and any achievements they’re proud of. Listen for details that show they have the skills and experience relevant to the PA role you’re offering.

What do you think are important skills for a personal assistant?

This question helps you understand how well a candidate knows the personal assistant role and what they believe is crucial to succeed in it. It gives you insight into their priorities and if they align with the skills and qualities you think are essential.

Look for a mix of hard and soft skills in their response, such as organisation, communication, or time management. They should also explain why they think the skills they mention are important. For example, if the candidate says that time management is essential, they should follow up by saying how this skill helps keep your day-to-day on track and efficient.

What is the biggest mistake you have made at work?

Asking about a candidate’s biggest mistake at work gives you a window into their ability to handle setbacks and learn from them. It’s another way to test their honesty and self-awareness, which are crucial traits for anyone you’re considering bringing into your team or household.

In their response, you should look for a genuine mistake, followed by how they fixed the situation. It’s a positive sign if they can share what they learned from the experience and how it has influenced their professional approach since then, showing growth.

Can you provide an example of when you went above and beyond your duties as a personal assistant?

Test a candidate’s willingness to take initiative with this question. It helps you see if they are the type to go beyond their role. It will also show what they interpret as exceeding the expectations of their role.

You want to hear a specific story that showcases their proactive attitude and commitment to their job. Look for examples that demonstrate creativity, problem-solving, or exceptional service.

Can you provide an example of a challenging situation you encountered as a personal assistant and how you resolved it?

Challenging situations can shed light on a candidate’s problem-solving abilities, which is a critical skill for a PA. It can also provide further insights into their experience or abilities to maintain a working relationship with their employer.

They should explain a specific challenge, what caused the challenge, and the steps they took to overcome it. Whether it was with their employer or an aspect of their role, they should be able to reflect on what they learnt from the experience. Top of Form

Business or personal-related interview questions

Wrap up your interview with a few questions about the duties of your PA role. These should questions focus on specific tasks and scenarios a PA might face in the role. You can ask a mixture of professional and personal task questions to test their skill set.

Here are just a few examples of the types of questions you can ask:

Have you ever been responsible for managing travel arrangements?

Imagine arriving at the airport, excited for a family holiday in the Caribbean, only to find your tickets are taking you to the Maldives. If you regularly travel for work or go on frequent vacations, having a PA you can trust to make accurate travel arrangements is essential.

The candidate should outline their experience with booking flights and accommodation, as well as how they handle the paperwork and invoices for these bookings. Check if they talk about planning travel itineraries, showcasing their commitment to streamlining every aspect of your travels.

How do you handle working with confidential information?

From where you live to your financial information, your PA may have access to sensitive details about your personal and professional life. You need to ensure that you can trust that your PA will maintain the privacy and security of this information.

In their response, look for clear examples of how they’ve managed confidential information in the past. They should be able to describe specific measures or protocols they follow to protect privacy and confidentiality. It’s also important they demonstrate an understanding of the consequences of mishandling such information, showing they take this responsibility seriously.

Have you organised an event or function?

This question is recommended if event coordination forms part of the PA job description. From birthdays to team-building events, your PA should be ready to assist you with all aspects of event planning. This question helps you understand the types of events that they have previously planned and whether these match your needs. It can also showcase certain key skills, such as creativity, project management, and multitasking.

If they have previously planned an event, they should explain the type, size, and what went into the event’s success to showcase their experience. Listen to how they handled logistics, vendor relationships, and any challenges that arose.

What household or personal errands have you managed?

This question is especially important if you’re planning to hire a private PA but can also be relevant if your role includes a few personal duties. It’s a great way to find out what tasks the candidate has experience in handling.

Look for examples that demonstrate a broad range of capabilities, from everyday errands to more complex personal projects. This will help you know what you can and cannot get assistance with should you choose this candidate.

Is there any part of this job role that concerns you?

Find out if there are any aspects of the role that the candidate is unfamiliar or uncomfortable with. This will allow you to either address their concerns or determine whether they are a deal-breaker, ensuring a good fit for both parties.

The candidate should be honest and specific about their concerns. For example, if you need 24/7 assistance but they have family responsibilities, they should air this with you. It allows you to either come up with a solution or inform them that this is a key aspect of the role.

Remember to ask candidates for their questions

When planning your interview, make sure to allocate enough time at the end for the candidate to ask questions. This will show that you value their input and can make them feel confident in choosing to work for you should you make an offer.

The more important reason to ask candidates for their questions is that it offers a final opportunity to evaluate them. The questions they ask will reveal their priorities, what they value in a workplace, and their level of interest in the role. A candidate asking detailed, thoughtful questions is often one who is genuinely interested in the position and is considering how they can fit and grow within it.

Hire a PA With Tiger Recruitment

Interviews are just one part of the process of how to hire a PA. You first need to source a strong list of candidates to interview. At Tiger Recruitment, we specialise in matching your unique requirements with skilled professionals. We’ll provide you with a list of tested, reference-checked candidates, ensuring that you’ll find the best PA during your interview process.

Ready to find your ideal PA? Contact us today, and let’s start sourcing a list of top candidates for you. For more detailed insights, read our ultimate guide to hiring a PA.

The post Personal Assistant Interview Questions and What To Look For 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, read our ultimate guide to hiring a PA and, for further information, contact us today.

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

Preparing for a job interview can be a daunting experience, especially in a highly competitive job market.

So, how do you stand out from the competition? To help you make a great first impression and optimise your chances of acing the interview and securing your dream role, we’ve compiled a list of ten winning interview tips.

Ten tips to help you ace your interview

1. Do your homework

This is a critical yet often overlooked component of interview preparation. When you are invited for an interview, ensure you research the company and show that you have done your due diligence. This also includes research on your interviewer.  Employers may not be willing to offer a role to somebody who has failed to demonstrate a genuine interest in the organisation and role in question.

It is always good practice to research what a company does, what their values are, and what differentiates them from their competitors. Be ready to talk about what that means to you and how it aligns with what you are looking for.

2. Read the job description carefully

Ensure you are prepared to answer questions about how your experience relates to the job description. The hiring manager will use your answers to determine your suitability for the role.

Draw upon examples from your experience that demonstrate that you have a particular skill or core competency the company is looking for. For instance, if the role you are applying for requires someone who can manage multiple projects at once, the hiring manager might ask you to share an occasion where you used that skill in your professional experience.

Refresh your technique to be able to manage competency interviews and frame your answers well.

3. Dress appropriately

The way you present yourself in a job interview will influence the interviewer’s impression of you and the overall success of the interview.

Choosing the right attire is an important step, as each organisation will have different expectations for what their employees should wear.

A finance company may have more professional requirements for employee attire compared to a tech company; therefore, it is imperative that you consider how you’ll dress and ensure it’s appropriate for the company you are meeting with.

Good presentation is as important for a video interview as it is for a face-to-face. Check out our video interview tips.

4. Make a good first impression

Making a good first impression can determine the degree to which you are successful in your interview. The way you introduce yourself, shake the interviewer’s hand or interact in the initial conversation, all play an important role in the outcome of your interview. So, arrive on time, remember good posture, a friendly greeting, and most importantly, smile!

5. Pay attention to your body language

Effective body language can help you convey a positive message to the interviewer and is an important indicator of your confidence and interest, regardless of whether you are attending a face-to-face or virtual interview. You should pay attention to your posture, avoid slouching and sit up straight.

Don’t cross your arms on your chest as it creates an invisible wall between you and the hiring manager, and steer clear of excessive hand movements.

6. Prepare three personal facts about yourself

As much as the interview is to assess your professional skills and abilities, employers also want to learn more about you as a person. Sometimes this question can throw you off in an interview.

Think about your interests and hobbies, volunteering projects, or anything else that you feel comfortable talking about that will help the interviewer to develop a more in-depth understanding of you and what makes you tick.

7. Highlight your most relevant transferable skills

Transferable skills are a set of skills and abilities that can be applied to a wide range of different jobs and industries.

This will be extremely helpful for selling your potential, especially if you’re at the start of your career and don’t have extensive experience under your belt, or if you’re looking to transition into a new industry. demonstrating that you have transferable skills will help to convince the hiring manager that you are a good fit for this role, regardless of your lack of experience in a certain industry.

8. Prepare insightful questions to demonstrate your interest

Preparing insightful questions to ask prospective employers in an interview will help you to come across as interested, enthusiastic and engaged. Asking strategic questions shows that you have conducted in-depth research into the company and that you have a strong interest in the role in question.

For example, you may wish to ask about the key challenges of the role, career progression opportunities offered by the company, or the company culture.

9. Be yourself

As cliché as this sounds, it’s probably one of the best pieces of advice you could receive.

Pretending to be someone you are not or providing misleading or dishonest information about your background or experience won’t lead to a successful outcome. Employers want to hire someone who is honest and transparent, and if you simply focus on being yourself, it will pay off.

10. Send a thank-you note

Finally, sending a thank you note or email after an interview is not only an act of courtesy, but also demonstrates your enthusiasm for the role.

Sending a simple email to thank your interviewer for their time will make you stand out in their memory.

Job interviews don’t have to be an intimidating experience, the key to reducing job interview stress is thorough preparation and practice.

Following our 10 must-do tips will fast-track your route to your dream job.

If you’re interested in receiving interview guidance or if you are looking to make a career change, we can help! Submit your details or apply for a job here.

The post Ten tips for a successful job interview appeared first on Tiger Recruitment.

Job hunting isn’t just about finding a role. It’s about the career path that’s on offer too. With this in mind, having a growth mindset is important at every stage of the interview process. Discussing progression opportunities with your potential employer gives insight into the company’s growth culture. It also demonstrates the value you can bring to the organisation.

In this guide, we explore a different approach to job hunting, with growth as the focus. Navigating the right balance between your career aspirations and the reality will ensure that your equipped with the right information when you make the all-important decision of accepting the role at hand.

Having a growth mindset when job hunting

Before sending out any applications, ensure that your growth mindset is in place. This means managing your expectations around the job hunt and preparing for the obstacles that might fall your way.

• Embracing challenges – The uncertainties of job hunting can feel daunting. Use any challenges to your advantage. View them as learning opportunities and ways you can improve.
• Learning from feedback – Each application and interview is a chance to gather valuable feedback. You’ll see criticism as constructive, to make improvements as needed.
• Setting achievable goals – Setting ambitious but achievable goals with the understanding of the effort, planning and ongoing learning involved.

Preparing for interview

An interview presents you with a chance to demonstrate your eagerness to grow in your career. It’s a two-fold opportunity to learn about the company’s commitment to professional development, whilst communicating your intentions.

That said, it’s crucial to strike the balance between that and your enthusiasm for the role at hand – the one they’re interviewing you for!

Research the company

It’s no secret that researching the company before an interview is a must. Find out their values and look at the potential internal progression opportunities.

It might also be worth looking at employee profiles who are in similar roles on LinkedIn. You’ll be able to see their progression path within the company, which tells you 1. If they support growth and 2. The skillsets and backgrounds required to progress.

Personal development plan

Express your current skill set during your interview and your drive to build on it. Discuss any courses or reading materials that are part of your development plan. Being proactive underscores your commitment and passion/

Evaluate your offer

If you receive a job offer (which we hope you do!), look beyond the financial incentives. Dive further into the long-term growth opportunities that each position offers and don’t be afraid to walk away.

How to evaluate an offer with a growth mindset:

Career path clarity

Does the role offer a clear career path or is it a dead-end job? This should be easily identifiable from your interview. Look for opportunities for movement in the company and seek clarity on anything you’re unsure of.

Training and professional development

What training opportunities does the company provide? Is there a professional development budget?

Recognition and feedback

Does the company acknowledge employee progress and provide feedback regularly? A work environment that values input and nurtures growth is key here.

Industry trends and organisational growth

How does the company stack up against what’s current? A business that’s thriving should have ample opportunities for employees to thrive too.

Maintaining a growth mindset in your new role

Once you’ve started the position and settled into the role you can start to take steps to develop further. Here’s how:

Network and seek mentorship – Build a strong network that includes those who can guide you in your career.

Take initiative – Volunteering for new projects and responsibilities will go a long way to show your value. It sets you up as a proactive contributor and shows commitment.

Continual learning – Invest time into researching current trends in the industry. Seek out learning opportunities both inside and outside of your company.

Summary

Having a growth mindset can set you apart from other candidates. Have achievable goals and showcase your growth mindset during the interview process. When evaluating job offers, make sure you focus on professional development and don’t be immediately tempted by the compensation package alone.

You want your new role to contribute towards a fulfilling and progressive career so don’t settle for a job that doesn’t fulfil you. Embrace your new mindset and you’ll open yourself up to endless possibilities.

The post Job Hunting with a Growth Mindset: Prepare for Career Progression appeared first on Tiger Recruitment.

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

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

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

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

Contents

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

What Is a Personal Assistant?

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

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

What Does a Personal Assistant Do?

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

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

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

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

Personal Assistant vs Executive Assistant

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

Why Hire a Personal Assistant?

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

Effective Time Management

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

Increased Organisation

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

Efficient Communication

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

Personal Support

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

Types of Personal Assistants

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

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

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

Corporate PAs

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

Team Assistants (TAs)

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

Private PAs

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

Family Office PAs

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

Business assistants

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

Virtual PAs

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

How To Hire a Personal Assistant

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

Personality fit

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

Consider prior experience

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

Trust Your Recruiter

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

Manage Expectations and Be Responsive

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

Skills To Look For In a PA

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

Organisation

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

Communication

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

Proactivity

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

Discretion

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

Computer literacy

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

Resilience

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

Language

PAs will need to have excellent communication skills, and this includes being able to work at a professional level in the local Swiss language. Very often, English is required and an additional European language is always highly beneficial

Writing a Personal Assistant Job Description

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

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

Personal Assistant Job Description Template

Key responsibilities:

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

Essential requirements:

• Qualification/certificate in a relevant area
• At least three years’ experience in a similar role
• Excellent written and verbal communication skills
• Competent with Microsoft Office suite
• Polite telephone manner
• Languages: English required alongside German, French or Italian

Personality profile:

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

Benefits:

• Competitive salary and bonus
• Gym membership
• Company phone
• Pension scheme
• Health care
• 25 days annual leave per annum

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

Tips For Interviewing a PA

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

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

General interview questions

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

Experience-related interview questions

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

Onboarding and integration

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

Set expectations

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

Create a schedule

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

Use the latest technology

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

Set KPIs

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

Set up a support base

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

Learning & Development for PAs

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

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

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

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

PA career progression

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

PA Career Progression in SMEs

PA Career Progression in medium-sized businesses

PA Career Progression in Large Businesses

Looking To Hire a PA?

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

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

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.

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.

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 finance and accounting 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.