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.

The world is opening up for the growing number of founders, investors, and entrepreneurs operating from abroad – there are now over 50 countries with digital nomad visas (DNVs) that allow globally-minded individuals to explore new territories without needing to set up a new office. With these modern arrangements, professionals can scale their start-up or build an international business portfolio anywhere, from the heart of the Balkans to a beachfront penthouse in Rio.

With so many countries emerging as digital nomad locations, it can be hard to know where to set sail for. You may already have a particular city in mind, but if your curiosity knows no bounds, we have some suggestions below.

Firstly, there are some considerations you should weigh up to ensure you make the right decision:

• Digital nomad infrastructure – is there widespread, fast Wi-Fi, dedicated spaces for remote working?
• Career opportunities – is there a potential new customer base, and a network of industry peers to help keep your skills and knowledge up to date?
• Climate – do you thrive in the heat, or are you more at home in fresh, Nordic air?
• Application process – each country has its own eligibility rules for securing a DNV, with some, such as Romania, catering to a wide audience, while others like Norway, require a higher income and closer local business ties.
• Transport links – how easily can you travel for meetings? Is there an international airport, a marina for yachts, or a reliable chauffeur service?
• Culture – are you a foodie, art lover, or sports fanatic? Do you prefer a hike on the weekend or exploring the nightlife?

With these factors in mind, let’s look at some of the best countries and best cities for digital nomads.

Portugal

With Lisbon and Porto frequently placing in the top ten of the world’s best digital nomad cities, Portugal should be a consideration for everyone. It has a high quality of life, fantastic climate, and a wealth of culture and history. Lisbon has become a global hub for entrepreneurs, particularly in tech, so the possibilities for networking and scaling up are vast.

Portugal’s digital nomad visas allow you to stay temporarily for up to three years, with the option to apply for longer-term and permanent residency, further boosting Portugal’s reputation as one of the best countries for digital nomads. Applicants must have a minimum monthly income of €3,480, sufficient savings and proof of self-employment or other contract outside Portugal.

Top cities

Lisbon – networking, thriving culture, nightlife, Michelin-star dining

Porto – laid-back lifestyle, art, local heritage

Malaysia

With its fast-growing economy, Malaysia is an exciting place to be right now, and a great strategic base for expansion into ASEAN markets. Cities like the capital, Kuala Lumpur, have a modern infrastructure and English-speaking business sector that makes comfortable living and remote working viable. Of course, the incredible scenery, tropical climate, and delicious food are also a big plus.

Malaysia has one of the easiest digital nomad visas to apply for, with an entirely online process and the option to live in the country for up to two years. There are no restricted nationalities, and the minimum required monthly income is $2,000 USD.

Top cities

Kuala Lumpur – modern infrastructure, international connections, nightlife

Penang – coastal living, history, culture, cuisine capital

Brazil

A recent adopter of digital nomad visas, Brazil is a great option for those with an adventurous spirit. Famously one of the most naturally diverse and beautiful countries in the world, Brazil also has excellent infrastructure for remote working in buzzy melting pots like São Paulo, one of the world’s best cities for digital nomads.  You may choose to visit for a taste of the country-wide Carnival each February/March, or the São Paulo F1 Grand Prix in November, but no matter the dates, there’s no shortage of world-class dining, entertainment and fellow entrepreneurs to connect with.

Brazil’s digital nomad visas are for one year, with an option to renew for one more year. They require a minimum monthly income of $1,500 USD, and that your work is based outside of Brazil.

Top cities

São Paulo– business capital, networking, international connectivity

Brasilia – capital city, modernist architecture, mild climate

Florianopolis – beaches, laid-back, large digital nomad community

Croatia

A fantastic option for connectivity across EU countries, Croatia also has the benefit of a Mediterranean climate and coastline and a rich history. Popular destinations like Split and Dubrovnik lie on the coast, where luxury seaside properties and hotels are in abundance, while the capital Zagreb is inland, with many of the best museums and galleries in the country, as well as a thriving start-up scene.

DNVs in Croatia are available to non-EU/EEA/Swiss nationals with a monthly income of at least €3,295, and are granted for up to 18 months. With the community quickly growing, this is no doubt one of the best digital nomad visas available.

Top cities

Split – large digital nomad community, strong digital infrastructure, coastal Mediterranean lifestyle

Zagreb – capital city, culture, history, less busy tourist season, growing entrepreneur community for networking opportunities

Spain

Spain is as popular for digital nomads as it is for tourists, and for good reason: the country’s DNV has a very generous limit of up to five years and allows for family members to accompany the applicant. There’s a huge variety between the many historic cities and regions of the country, from the Basque Country to the Balearic Islands, so it’s an appealing choice for those who like to stay on the move. The country’s historic ties to Europe, North Africa, the Middle East, and the Americas make it a melting pot of international trade and business, providing ample networking opportunities.

Spain’s DNV requirements include a non-EU/EEA nationality, employment outside of the country, a university degree or three years’ professional experience and minimum monthly earnings of €3,000.

Top cities

Barcelona – thriving culture, international hub, great networking, digital infrastructure

Madrid – business capital, historic culture, international connections

Valencia – laid-back, beach culture, growing community

This is by no means an exhaustive list, and there are many more countries with digital nomad visas on offer for the adventurous entrepreneur. But with these pins in your map, many more digital nomad locations will come into your range, as well as endless opportunities for business, career and network growth.

If your business is growing and in need of additional full or part-time employees, our recruiters are ready to help. Get in touch with your requirements today. We also offer an Employer of Record service if you are looking to hire employees abroad.

The post Best Countries and Cities for Digital Nomads: Top Locations and Easiest Visas 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.

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

Company Details

Industry: Investment management

Role: Various

Headcount: 60+

Division: Business support & finance

The Challenge

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

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

The Solution

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

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

The Impact

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

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

Looking Ahead

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

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

“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.

Company details

Industry: Real Estate Investment & Development

Role: HR Director

Headcount: 75 (UK-based, with European offices)

Division: Human Resources

The Challenge

The employer is one of the UK’s largest multi-let urban logistics property developer and investment asset manager, with a strong ESG-led approach and ambitious growth plans across Europe. As the business expanded beyond the UK, the need for a senior HR leader became increasingly clear.

The organisation required an HR Director with the depth and breadth of experience to support a growing, multi-jurisdictional workforce. This individual would need to navigate complex European employment legislation, support entity set-up across new territories, and work closely with senior leadership to build scalable people processes aligned with the business’s long-term strategy.

Given the seniority of the role, its breadth of responsibility, and the requirement for hands-on experience across multiple European markets, this was a highly specialist search.

The Solution

Tiger HR led a targeted and highly focused search. The brief centred on identifying candidates with proven experience operating across the UK and Europe, particularly those who had supported expansion into markets such as France and Germany and had first-hand experience of establishing HR infrastructure within new entities.

They conducted a discreet headhunt, prioritising candidates with strong technical HR expertise, a solid grasp of European employment law and compliance, and the ability to partner confidently with C-suite stakeholders. Throughout the process, clear communication and a streamlined approach ensured minimal administration for the client while maintaining momentum.

The shortlist presented closely aligned with the employers requirements, enabling them to appoint an HR Director who could immediately support both day-to-day operations and longer-term strategic objectives.

The Impact

The successful candidate is expected to play a pivotal role in supporting the employers continued growth across the UK and Europe. Their appointment strengthens the business’s HR capability at a critical point in its international expansion and provides senior leadership with the expertise needed to manage risk, compliance and culture across multiple jurisdictions.

Feedback

“The process was straightforward and efficient, with clear communication throughout. The shortlist met our expectations very well, and the successful candidate exceeded them.”

Looking ahead

Following the successful appointment of the HR Director, Tiger HR continues to partner with the employer on further hires across business support functions, supporting the organisation as it scales both in the UK and internationally.

The post Case Study: Appointing a senior HR Director to support European growth appeared first on Tiger Recruitment.

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

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

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

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

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

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

When contemplating a career move, aspiring to a more senior position represents not only an opportunity for professional growth but also a substantive increase in responsibility and accountability. The decision to pursue a higher-level role requires careful evaluation of your capabilities and career objectives.

Evaluating your capability for advancement

A higher-level position typically entails expanded responsibilities, which may include overseeing teams, managing complex projects and making critical business decisions. Before pursuing such a role, reflect on your comfort with accountability, decision-making and leadership. Consider whether your experience has sufficiently prepared you to guide others effectively or whether further skill development, mentorship or exposure to complex initiatives would strengthen your readiness.

To assess suitability, review your current contributions and achievements. Identify experiences that demonstrate leadership, cross-functional collaboration and stakeholder management. For example:

• Leading projects that span multiple teams or departments
• Mentoring or developing junior colleagues
• Successfully navigating organisational change or complexity

Understanding the scope of responsibility

Prior to committing to a new role, ensure clarity on the scope and expectations. Senior roles often involve:

• Managing larger or more diverse teams
• Handling complex, multi-stakeholder projects
• Navigating higher levels of accountability to the business or board

Engage hiring managers in a dialogue to understand success metrics, performance evaluation cadence and leadership expectations. Some questions might include:

• How is success defined in the first six to twelve months?
• How is performance measured, and how frequently is it reviewed?
• What leadership style does my manager employ?

Evaluating the total impact, beyond compensation

While remuneration is an important consideration, it should not be the sole driver of a career move. According to Tiger Recruitment’s recent salary and benefits survey, 12% of Swiss professionals left roles due to burnout.

Senior positions frequently come with elevated expectations, longer hours, and increased pressure. A higher salary may be insufficient compensation if it conflicts with your values, work-life balance, or engagement with meaningful work.

Strategic decision-making

Ultimately, deciding to pursue a senior role should balance capability, opportunity and fit. Consider:

• Are you equipped to manage increased responsibility effectively?
• Could additional experience or mentoring enhance your readiness?
• Does the organisation recognise your potential and support your development?
• Does the role align with your long-term career trajectory?

A deliberate and strategic approach to career advancement increases the likelihood of a successful and fulfilling transition, ensuring that your progression enhances both professional impact and personal satisfaction.

The post Assessing your readiness for a senior role 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.

Working from home or your favourite café was until recently considered the preserve of freelancers and creatives, but we all know that’s no longer the case. As flexible working and the use of home as an office is taken up by employees in more sectors, many of us are thinking it’s time to set up a work-at-home office. There are plenty of benefits and challenges to home working, so to help you tackle them, here are some home office essentials to consider when creating an environment where you can work effectively!

Start with your workspace

Many of us discovered during the pandemic that home working isn’t quite as comfortable as you’d think. Working from the kitchen table, couch, or even bed for hours at a time can leave you stiff and aching all over. So, appropriate and functional seating at a proper desk should be your top priority, as it will allow you to look after your body and aid in your ability to be productive. We also recommend working in a space with natural light, maintaining a healthy posture and adjusting the height of your screen to be at eye level. There are plenty of options for hardware designed to improve your experience while working on a laptop or computer. We recommend investing in:

• Adjustable computer chair
• Laptop stand
• Mobile phone stand
• Wireless keyboard
• Wireless mouse (ideally vertical)
• Ergonomic mouse pad
• Footrest

Prepare your computer and tech tools

It’s incredibly important to make sure your technology is as good as possible while at home, that your internet connection is fast and the computer you’re using is up to date. It may also be worth researching apps you can use to help you complete your daily tasks, such as Scannable for PDF scanning, Zoom for group video calling and Slack for instant messaging between your team. There are a multitude of apps for remote team working out there which may make everyday processes far more efficient. Even though we’re physically isolated, technologies like these allow us to work collaboratively like never before.

Minimise distractions

Distractions are inevitable in any workplace, but they can be a little harder to ignore at home, where it’s friends, family or pets vying for your attention. It’s therefore advisable to establish boundaries. This could be anything from working in different parts of the house, to setting periods without talking. If anyone has to take calls, it might be a good idea to designate a separate room for this so the rest of the house doesn’t become distracted. This way, you can transform a space normally designated for eating or socialising into your productive work haven!

Set your working hours and stick to them!

It’s easy to lose track of your usual nine-to-five without the obvious signs you’d receive in the office – colleagues leaving for home, cleaners arriving or your scheduled train. Studies have shown that people find it harder to switch off when working from home, so we strongly advise you to set out a timetable that you can stick to. Routines like taking a coffee or lunch break in another room, or clearing away your workspace at the end of the day act as clear signals to your brain for when to work and when to relax.

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The mainstream adoption of flexible-working contracts for a large swathe of employees is doing great things for work/life balance. However, to ensure that it’s sustainable, it’s important to create an environment at home where you can find focus, and also keep the personal and professional separate.

Whether you’re looking for a flexible, remote, or office-based role, register with us today to start your search for the perfect job!

The post Remote working for the first time? These are your home office essentials 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.

Often a freelancer or contractor, virtual assistants (VAs) can take repetitive or time-consuming admin tasks off your hands, freeing up vital time for your top-level priorities. VAs are particularly effective as support for project work, as they can be brought in for short term projects at short notice, reducing the costs associated with onboarding.

Thanks to high-performing communication technology, VAs offer a cost-effective alternative to the traditional PA role, providing much of the same assistance, but without the need for an extra desk or the expenses of a full-time employee.

How a Virtual PA could be the ideal solution for you

Personal assistants are a life saver for executives and managers the world over, but not every business is lucky enough to be able to accommodate them. Perhaps you’ve downsized your office and don’t have room, or you’re an entrepreneur without the budget for an in-house PA.

Regardless of the size of your operation, there is often a need for assistance across a range of admin tasks – this is where a VA can be invaluable.

What does a virtual assistant do?

If you were to write a virtual assistant job description, it would share many of the same tasks as one for a personal assistant. Many VAs come from a PA background, and so are already very skilled in similar duties, such as:

• Travel booking
• Diary management
• Database management
• Expenses
• Preparing briefs and presentations

But that’s not all. The technology that allows VAs to work remotely is constantly evolving and improving, to the point where there are very few tasks they couldn’t do effectively. So the answer to ‘what does a virtual assistant do’ is changing all the time, and is limited only by the software they can access.

Differences between a VA and a PA

Having said that, there remain some distinct differences between virtual assistants and personal assistants.

Having an assistant with you in person and in the office allows them to take care of the inevitable physical paperwork any business produces. A PA will typically be involved in incoming and outgoing deliveries, filing documents, preparing meeting rooms, and the occasional personal errand (ever needed a last-minute gift for a forgotten birthday?)

A virtual assistant can’t be expected to cover these tasks, but they do have heightened expertise in other areas. Working remotely and without quick access to IT support requires serious tech know-how from a VA. Their computer and software literacy can be a valuable leg up for their manager and the wider team, who perhaps won’t know of certain online tools that could help boost performance.

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Virtual employees, as a staffing solution, are growing in popularity thanks to the flexible working model, and the option is well worth exploring if your business has limited office space, or needs short-term support. Whatever the situation, our consultants are available to help, so be sure to get in touch with your requirements.

If you’ve hired your first virtual staff member, be sure to read our advice on onboarding remotely, as well as our tips on how to manage a remote team.

Looking for a virtual job, or in need of some virtual assistance? Register with us today to see how Tiger Virtual can help!

The post What is a virtual assistant? appeared first on Tiger Recruitment.

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!

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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.

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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.

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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.

Automation continues to pervade our everyday lives, with Amazon’s Alexa, Apple’s Siri and a multitude of chatbots now commonplace. As this technology continues to rise in popularity, it’s being adopted in the professional space, with everyone from factory workers to CEOs recognising its potential.

As a PA, you may be having visions of those chirpy AI assistants taking over your role, but fear not – there are plenty of benefits of automation for personal assistants! Here are five ways to take advantage of the technology and start automating processes at work.

1. Inbox management

There are plenty of tools for PAs out there that can filter through inboxes, categorising emails into different folders and marking them in terms of importance. If needed, they can also send receipts straight to your nominated accounting software, forward tasks straight to to-do lists and even delete unneeded communications. When handling multiple inboxes, it can make maintaining emails easier than ever. Check out these top services:

• Clean Email
• Mailbird
• Boomerang

2. Multi-tasking

Smart browser extensions can coordinate your many different apps and programmes, reducing the need for repetitive tasks, and opening up the workflow from one application to another. For example, you could send an important PowerPoint or Excel document in an email, and the attachment will be automatically saved to Dropbox. Project management apps can also be linked – Evernote can be connected to Trello or a Google calendar, meaning there’s no need to repeat notes. Streamline your workflow with these recommendations:

• Zapier
• If This Then That
• Workato

3. Diary management

There are some things that only a human PA or EA can do when it comes to scheduling, but rote tasks such as organising meetings can be offloaded to an automation app.. These programmes can find the next available spot in your Principal’s calendar by CC-ing them into an email. Most of these bots are also programmed to learn from each experience, meaning that any pre-sets are carried onto the next interaction. Our favourites are:

• Calendly
• Fantastical
• Google Calendar

4. Travel booking

Forget liaising with a travel agent or spending hours on the multiple airline apps to find a spare business class seat – travel booking tools will do your organizing for you, leaving more time for other human-centric tasks. With the potential for personalised results, automatically generated itineraries and a concierge service, they take care of every element for both personal and business travel. Take the stress out of travelling with these apps:

• TravelPerk
• TripIt
• TripActions

5. Minute-taking

Minute-taking may be one of the regular tasks for PAs and EAs, but if the tech world has anything to do with it, it won’t be for much longer. Several apps now exist to automate the entire process, dialling in like a human participant and using speech-to-text technology to take accurate notes. They can also email a copy after the meeting and highlight any actions discussed, ensuring each meeting is of use. Our top picks are:

• Beenote
• Otter.ai
• Sembly

We know that the true value of PAs and executive assistants stems from their soft skills such as empathy, negotiation, diplomacy and personal touch. Automating repetitive and administrative tasks, as part of your role, will ultimately allow those soft skills to shine so that you can take the next step in your career.

Looking for a new PA job or seeking further training? Tiger can help – register today to start your job search!

The post PAs, are you up to speed on the benefits of automation? appeared first on Tiger Recruitment.

As virtual jobs continue to rise in popularity, thanks to new technology and flexible working setups, more and more people in personal assistant jobs are becoming a virtual assistant. With added flexibility and convenience, it has become a fantastic option for those looking to even out their work-life balance.

However, the transition to a virtual assistant role requires plenty of forethought and preparation – it’s not just a case of dropping everything on Friday and starting up on Monday. So if you’re interested in how to become a virtual assistant, look no further than the following tips:

Plan ahead

Becoming a virtual assistant won’t happen overnight. It’s worth putting a plan in place as early as possible. Because you’ll likely be setting up as a freelancer, you need to treat the endeavour as a business, setting targets for business development, pitches and completed work. You can even create a path plan, identifying milestones and the skills and experience needed to reach them.

Network

When starting out, it’s all about who you know. Start networking with decision makers, calling on old acquaintances and connections to build a database of potential clients. One of the best ways to find potential clients and useful contacts is via LinkedIn, so spend time learning how to use LinkedIn effectively.

Another fruitful avenue for networking is with fellow ‘digital nomads’ working remotely. These could be other virtual assistants, or freelancers in other fields who may nonetheless have good advice and connections. Your best chance to meet these peers (and to have a break from the home office!) is in co-working spaces.

Get online

As part of becoming a virtual assistant, it’s imperative to make sure your online presence represents your brand as well as possible. These days, setting up an impressive and professional-looking website is very simple through services like WordPress and Squarespace. Having an easy-to-find online space with up-to-date contact details and information about your services will be one of the biggest drivers of new business. You should likewise treat your LinkedIn profile as a shop window, ensuring it reflects your achievements, services, and career aspirations.

Research

Do your research before engaging any clients. Know what the industry standard pay rate is, what normal turnover rates are and the average weekly hours. This will protect you from being taken advantage of, but it also shows prospective clients your depth of knowledge in your field.

At the same time you should learn all you can about businesses or clients you’re approaching. Show them from the start that you have an understanding of their work, their industry, and what would be required of you. This will certainly pique the interest of target clients.

Invest

Make sure you have all the equipment ready to go. This includes a fast computer and internet connection, microphone, headphones and, of course, a quiet space to work. For help setting up your own personal den of productivity, check out our guide to creating a home workspace.

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The move from PA to VA is a natural one in the increasingly online world, but it’s not always obvious how to become a virtual assistant. If you keep these principles in mind you’ll have a much greater chance of success as you head off in this exciting new direction!

Looking for a virtual role, or in need of a VA? Tiger can help – get in touch today.

The post From PA to VA: How to become a virtual assistant 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.

If you’re in a personal assistant job, you may have considered moving into a more flexible role. Flexible working has been increasing in popularity for a number of years, even before the COVID-19 pandemic brought the idea of hybrid working to mainstream attention.

It’s not hard to see why the popularity of working from home is on such a sharp rise. Offering additional flexibility, removing the need to commute and higher levels of productivity, it is often a preferred option for many full-time workers. However, just like any endeavour, working virtually presents its own challenges, not least isolation and overworking. Below, we look at the pros and cons of remote working.

Advantages of remote working

An environment to suit you

One of the most commonly noted benefits of remote working is flexibility. It allows you to adapt your working hours based on your schedule and accommodate tasks that require being at home. It also allows you to adapt your working environment to your needs, changing the lighting, temperature, setting and background noise as needed.

More time, more money

Working from home also reduces the need for a commute, saving time and money and increasing morale – after all, who wants to spend hours travelling to and from work? These time savings can also result in a better work/life balance, as you have more time for maintaining your physical and mental health.

Master your to-do list

From a productivity perspective, virtual workers are reported to get more work done, as meetings become more effective and there are less distractions in the form of co-workers. You may also find you take fewer sick days as a remote worker, as you’re less likely to take a day off for a mild illness. Taking less time off makes it easier to stay on top of your workload and deliver outcomes effectively and efficiently.

Build your self-reliance

There are also opportunities for personal and professional development that come from independent working. Being separate from most people within your company and the influence of your colleagues will force you to become more resourceful and solve problems by yourself. For example, you might be able to do a quick Google search to solve a minor IT problem, rather than approaching the IT department as a first port of call. You might even be able to pick up a few additional skills along the way by watching online tutorials, which can help to boost your professional confidence.

Challenges of remote working

Lack of socialising

Working remotely also has its challenges. For starters, working from home is often isolating and can see you not talking to anyone for hours on end. In line with this, maintaining an employee community and connection to your colleagues can prove difficult. With no way to chat over a cup of tea or check in to see how your colleagues are faring, there are fewer opportunities to connect, engage and build a sense of camaraderie. It also reduces your exposure to the overall company mission and values, as you are removed from the office environment.

No more 9 to 5

Virtual working can make switching off difficult, as the boundaries of working hours may become blurred – is it appropriate to be answering emails at 7pm? According to research from Zapier, remote workers are more likely to overwork, as the lack of the office routine makes it harder to disregard tasks outside of business hours.

This is supported by findings from a report from the UN’s International Labour Organisation (ILO), which found that 42% of regular home workers dealt with insomnia, while 41% suffered from stress. This was attributed to the blurring of boundaries between professional and personal lives and the ease of which workers can complete supplemental tasks outside of traditional working hours.

Losing motivation

For some, working from home also introduces the risk of slacking off or getting distracted. Without your team or managers around you to spur you on, it can become harder to stay engaged, or perhaps that quick home task takes longer than expected, or you’re distracted by a visitor. It also restricts performance monitoring and, in some instances, can increase the danger of being overlooked for promotions and career progression.

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The pros and cons of working from home are highly influenced by personality types; some thrive in a quiet, self-motivated setting, while others work best in the buzz of a busy office. Finding the right balance is important for you to excel in your job and career.

If you’re looking for a remote working role or to transition to a virtual job, Tiger can help, register with us today!

The post The benefits and challenges of working from home 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.

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

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

1. Spelling and grammar

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

2. Tone of voice

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

3. Avoid complex and lengthy headlines

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

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

4. Keep it simple and clear 

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

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

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

5. Be excited

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

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

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

While seemingly similar requirements are highlighted, which of the two would you rather apply for?

6. Why you?

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

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

7. What do they want to know?

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

• Overview of the position

• Location

• What differentiates this role from another in the same sector?

• What makes your company so great to work for?

• What experience, skills and qualifications are required?

• How to apply/call to action

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

8. Which job boards will your candidates be using?

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

9. Let them know what to expect next

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

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

Why is this important? Other than basic good manners, you just never know where they might pop up in the future.
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Are you looking to hire a PA, EA or other support staff? Tiger’s consultants are experts in helping you find outstanding candidates for each role. Get in touch today to see how they can help.

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

The post How to write the best possible job ad (and attract the right candidates) appeared first on Tiger Recruitment.

When it comes to hiring for a private household, a private chef can be an invaluable addition. However,  hiring a private chef in Zurich or internationally can be a complex process with a number of elements to consider. From figuring out the correct salary and hours, to catering to your family’s dietary requirements, finding the right fit is essential.

Tiger Private works with a wide range of private chefs who are available for one-off events, weekends, seasons or in a permanent, full-time capacity. With varying responsibilities and experience, it’s vital to understand what you’re looking for, what you expect of your chef and the level of culinary prowess your family expects on a day-to-day basis.

What is a Personal Chef?

A personal chef is, in short, a qualified chef that you can hire on a temporary or permanent basis to cook bespoke meals for you and your family, or for an event, holiday or other special occasion. The main benefits of hiring a private chef are:

1. You remove the need to cook, saving valuable time that can be allocated
2. A personal chef uses their expertise to source, prepare and serve restaurant-quality meals in the comfort of your own home or chosen location
3. Personal chefs can come up with balanced, nutritional meal plans in accordance with your preferences or dietary requirements, ensuring that you’re looking after your health, and eating tasty meals

Private Domestic Chef

Private domestic chefs work for one client or several, on a part-time or full-time basis. If they’re working for one client full-time, they will often also live on the Principal’s estate. Hiring a private domestic chef allows for a truly customised meal plan, and completely removes the stress and time taken from preparing multiple meals a day.

Restaurant Chef

A restaurant chef works in a professional kitchen and is trained to prepare meals to a high standard. Private chefs usually have several years of experience working in demanding restaurant environments, often in fine dining. This means that private chefs are extremely capable of working to tight deadlines and above-and-beyond requests.

Why hire a private chef?

A private chef is becoming an increasingly popular option for busy UHNW individuals and families. Hiring a private chef for the night for a dinner party can take the stress out of catering, while hiring a private chef for a weekend – perhaps during shooting season – means your family can focus on more important activities!

A private chef can also assist when catering to complex dietary requirements or eating behaviours. If your Principal or a family member has allergies, eats a restricted diet or simply prefers one cuisine over another, having a private chef can make a huge difference – they can design menus, source ingredients and prepare meals with your Principal’s needs in mind.

How to Hire a Personal Chef for a Week?

Hiring a personal chef for a week can be the perfect way to elevate a busy or special time for you and your family. Simply call or email our team on +41 442146109 to brief us on your requirements. The longer the lead time the better, as it will mean we can perfectly cater to your needs, however it’s not uncommon for us to be able to source someone at a moment’s notice! Regardless of whether you need someone in Zurich, or internationally, we can help.

Once a professional has been selected, we will handle all the paperwork on both sides. The candidate will submit a timesheet at the end of the week which is sent to your email for approval. Once approved, we will pay the candidate directly and send you an invoice.

Tiger Private’s chefs are highly experienced, capable and are available to be hired on a temporary basis. To turn a holiday or special occasion into an unforgettable experience, consider hiring a personal chef for a week as a top professional handles the kitchen and cooks delicious meals.

Read more about temporary private hiring

Hire a Personal Chef for a Week

Whether you’re pressed for time, have a taste for exquisite food, or just want to kick back and relax whilst an experienced professional cooks a meal for you and your family, either in the comfort of your own home, on holiday, or for a special event – there are many good reasons to hire a personal chef for a week.

For more information about chef recruitment,  get in touch with Tiger Private. We have a wide range of chefs available immediately for temporary placements and permanent positions and can provide advice on how to hire a private chef.

 Email Tiger Private

Looking for a temporary chef job? 

If you’re an experienced private chef and looking for your next temporary opportunity, Tiger Private can help you. Find your next chef role here or submit your details.

The post Hiring a private chef: what you need to know 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.

You’ve worked hard to put together the perfect team, but the newest member has opted to work from home. And now others are snapping up the company’s flexible working offer, leaving you as the manager staring at a half-empty office and managing a remote team.

This is a common problem in the modern workplace, but the secrets to encouraging collaborative working in a remote team still boil down to five simple concepts.

• Regular communication
• Shared routines
• Respecting boundaries
• Clear expectations
• Socialising

More than ever, employees want to choose when and how they work, and there are many reasons for employers to adopt flexible working too. But equally this comes with its managerial challenges, not the least of which is encouraging collaborative working in a remote team.

You may by worried that your close-knit team will be undone by this individual way of working, so we’ve put together the best actionable tips on how to manage a remote team.

Communication is key

We often take for granted how much information is picked up in an office through general conversation, whiteboards and non-verbal cues. So how can you replicate that easy back-and-forth between a team in an online situation?

The first step is to ensure that everyone, especially yourself as the manager, is easily reachable via computer or phone during work hours. Depending on your budget, you may even want to invest in work phones and laptops to ensure everyone is on a level playing field in terms of hardware capabilities.

From there you can explore the many options for group messaging and calls. The list is endless, but we recommend:

• Microsoft Teams
• Slack
• WhatsApp
• Zoom

These services help create the open-plan office feeling, with whole-company group chats and video calls, down to smaller teams and one-to-ones. Encourage your team to be active in these chats, asking questions, sharing useful links, and celebrating each other’s wins. This virtual ‘water-cooler’ will keep the group tight even when they’re miles apart.

Build routines and respect boundaries

Clear and accessible lines of communication between all members of the team will help everyone’s work flow smoothly. However, when everyone is easily contactable, there’s a risk of blurring the lines between working hours and personal time. When managing remote teams, setting clear schedules of when people are expected to start and end their work day helps everyone stay coordinated, and feel respected.

Part of this scheduling should be designed to protect your time as a manager. To avoid being constantly bombarded with messages and phone calls from team members looking for guidance, block out regular times in the week to have one-to-one video calls.

Use shared online tools

Group chats are a great start, but shared virtual spaces go so much further than that. There’s intuitive, easy-to-use software for sharing calendars, project timelines, spreadsheets and more.

Teammates can plan for when their colleagues are on annual leave and help keep each other on target for deadlines, while you as a manager can efficiently monitor progress across all ongoing work. Some of the best shareable calendar and project management tools available include:

• Trello
• Calendly
• Monday
• Asana
• Google Calendar

Onboard correctly to create a sense of engagement

For new starters, joining a remote team can be especially stressful. Without face-to-face interaction, new team members can feel they aren’t gelling with colleagues, and the much-needed collaborative environment will suffer.

Managers need to take great care when onboarding these staff to ensure they feel welcomed, understand what’s expected of them, how they can reach you with any questions, and when they will receive feedback. Read our comprehensive guide to onboarding staff remotely for a crash course in this integral part of managing remote teams.

Facilitate team learning

What better way to help your remote team see eye-to-eye than by giving them the chance to learn skills that are new to them all? Not only will the challenge bring them closer as a team, but the skills acquired will boost performance as well as future-proof the company with the latest tech and industry best-practice.

If you, as manager, have knowledge you can pass on, why not organise a video call workshop for the whole team? Or throw yourself into the classroom with them through online learning platforms, such as our partners New Skills Academy. Other platforms we recommend are:

• Future Learn
• EdX
• LinkedIn Learning

Don’t forget the fun!

It may not be the first thing on your mind when considering how to manage a remote team, but the fun and social side of work can bridge the geographical divide between colleagues.

Encouraging remote team-mates to keep in touch through group chats or with a quick video call is the simplest way to ensure they don’t miss out on the social side of work. But if you want to take things a bit further, why not try some of these ideas:

• Bingo/trivia game on a Friday afternoon (keep an ongoing scoreboard to really get the team engaged!)
• Daily wellbeing email from someone in the team
• A virtual exercise/yoga class at lunchtime
• Virtual team away days – companies like Wildgoose host games where your team can compete against each other

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Transitioning a strong team dynamic from the office space to online is no walk in the park, but when done with care and attention, it can be achieved successfully. With the above guidance, you can give your staff the autonomy to work in the way that they feel comfortable, while also maintaining the camaraderie and support base that a great team offers.

If you’re ready to add more exceptional members to your remote or in-office team, get in touch with our consultants today!

The post Six tips on managing remote teams appeared first on Tiger Recruitment.

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

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

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

A guide to onboarding remotely

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

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

If you’ve never onboarded remotely before

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

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

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

Before the new starter starts

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

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

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

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

First day of remote onboarding

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

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

First week of remote onboarding

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

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

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

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

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

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

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

Best practice

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

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

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

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

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

Remote Onboarding Resources

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

Essential check-in questions

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

Virtual training tools

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

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

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

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

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.

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It’s been called ‘The Future of Work’ and ‘The Next Great Disruption’, but does hybrid working make sense for your business?

The pandemic forced us all to adapt to new realities, not the least of which was the swift and sometimes stressful shift to remote working for a huge number of employees. While many of us initially saw this as a short-lived solution, as the lockdowns dragged on, it increasingly became a way of life.

With studies last year indicating more than half of employers expect a surge in flexible work requests from their employees after the pandemic, it’s clear the hybrid option needs to be given serious consideration if a company wants to stay at the forefront of their industry. In fact, even before the pandemic, research found that as many as 87% of us wanted more flexibility in our work structure, so it’s no wonder that it has become the preferred way to live and work for a lot of Tiger’s candidates.

However, not every employer is convinced by the new dynamic, and feel that its merits remain unproven. This cautious approach could prove costly in the long run though, as we’re seeing candidates go so far as to turn down roles that require 5 days a week in the office. So, in what ways can flexible working be shown to provide benefits for both parties?

Focus on what’s achieved, not what’s perceived

As we’ve mentioned in a recent Forbes article, the pandemic had a significant effect on the culture of presenteeism and long-hours working. The happy result of the reduced micromanagement was that both employers and employees could stop measuring their worth on sometimes misleading metrics like number of hours worked, and focus instead on what has actually been achieved. Less clock-watching takes a load off employees’ minds and frees up much-needed mental energy for delivering exceptional work.

Lower costs on office space

Post-lockdown studies have shown that, on average, surveyed companies are reducing their office space by 30%. These companies are shifting to flexible work options like hot desks, with fewer staff on-site on a given day. Of course, this can reduce overheads significantly, and a quieter office has its own perks, as we’ll see in the next point.

Empowering all personalities in your workforce

Naturally, working from home isn’t for everybody, and many employees thrive in a busy, fast-paced office. But we often neglect those who hit peak performance in quieter settings. Flexible working gives these employees more control of their environment, so they can maximise their productivity and work to their natural rhythms.

A less stressful commute

With more employees taking up the option of a hybrid work-week, the once ubiquitous morning sight of packed trains, buses and gridlocked traffic isn’t such a sure bet anymore. With fewer nerve-jangling commutes, employees are arriving to offices still brimming with morning energy and raring to go. Companies can also offer commute-easing incentives to encourage employees into the office more regularly, such as cycle-to-work schemes, hot desks in more nearby offices, and flexible start times.

Stay ahead in a competitive talent market

Increased market confidence has put the ball back in the employees’ and jobseekers’ court, and businesses hoping to attract the top talent would do well to keep flexible working at the forefront of their offers. This type of tailored benefit shows respect for employees’ wellbeing, and could give you the edge over your competitors.

Increased job satisfaction

Another welcome effect of increased employee autonomy is a deeper sense of satisfaction in their role. They feel more valued and trusted by their employers, and a greater ownership over the work they’re doing. They are thus much more likely to remain loyal to their company, and are a great advert for attracting further talent.

It’s more and more apparent that flexible, hybrid working is here to stay, and is becoming a key enticement for talent. Our Hybrid Working Survey report digs deeper into just how important it is for jobseekers, so be sure to request your copy today.

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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.

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

1. Know the business

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

2. Know the market

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

3. Know your value

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

4. Know the details

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

5. Know your next move

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

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

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

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

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.

Are you looking to kick-start a career as a personal assistant? Do you have the perfect skillset for this challenging role, but can’t quite put it into words?

We’ve all been there – it can be tricky to write about yourself in a way that shows off your best qualities. That’s why we’ve put together an ideal PA CV example and tips to help get you on the right track.

Of course, no two CVs will ever be the same. The trick to a great personal assistant CV is to take all your achievements and experience, before tailoring to highlight those most relevant to the job at hand.

What should a personal assistant CV include?

A PA’s CV should include a profile (or bio), personal details, your skills, employment history, achievements, education and interests. Your personal details, employment history, and education will always need to remain untouched, so let’s look at the areas you can use to your advantage.

Profile – the elevator pitch

The profile section of your CV is where you can really sell yourself for the specific job at hand. And just like any great sales pitch, it should be brief, compelling and to-the-point.

It’s an opportunity to shine a light on the most impressive, relevant points from elsewhere in your experience, as well as flaunt your passion for the role.

In our personal assistant CV example, the aspiring jobseeker has noted their skills, desirable traits, and motivation for seeking a PA role.

Skills – the test drive

The hiring manager will want to see that your abilities are up to scratch for the job – to kick the tyres as it were. So, you’ll need to demonstrate you have all the bells and whistles they want.

While you mustn’t change the job titles or dates in your employment history, you certainly should cherry-pick the most relevant duties those jobs entailed, and the skills they taught you.

These are known as ‘transferable skills’, and you’ll have many more than you might suspect! Our example jobseeker’s previous role as a waitress taught them to be calm under pressure, as well as the importance of timely service. Another role as an office administrator involved proofreading and travel booking, while another lists expenses management – those all sound like classic PA skills to us!

Achievements – the proof

Alongside your employment history and key responsibilities, you should list your achievements in the roles. Why? These demonstrate exactly what you contributed to your previous employer and how it benefited them. Keeping your achievements concise and to-the-point will allow your future employer to quickly envision how you might also add value to their business.

Interests – the charm

It may seem like a minor section of a CV, but writing about your interests is the most powerful way to get across your personality. The clue is in the job title, Personal Assistant – you’ll need to show why you’ll click with your principal!

You can be especially selective here, depending on the business or individual you’re applying to work with. Think about aspects of your hobbies and passions that further highlight your suitability for the role.

Our example personal assistant CV talks about taking part in football tournaments since childhood. You can frame this as being a natural team-player, with the dedication to stick at it for the long haul. Likewise, a love of travelling may not seem relevant, but didn’t that require a knack for planning, preparation, flight and accommodation booking? All music to the ears of a PA hiring manager!

By applying these tips, you can turn a stale, uninformative CV into one that hits all the important points, and does so in your own unique voice. This will immediately help you stand out from the competition, especially in such a personality-focused role as a PA.

Download PDF here:

Tiger Recruitment – Personal Assistant CV template (CH)

Ready to put that freshly polished CV to work? Apply for PA roles on our jobs board now!

The post Writing a personal assistant CV appeared first on Tiger Recruitment.

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

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

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

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

Diary management: Calendly

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

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

Tidying up the to do list: Trello

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

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

Travel itinerary: TravelPerk

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

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

Balancing the books: Expensify

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

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

Flawless writing: Grammarly

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

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

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

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

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

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

When it comes to understanding how to be a good PA, it’s one thing learning about the tasks of a personal assistant, but it you want to thrive in the role, you’ll need a firm grasp of the top PA skills that support those tasks.

These range from administrative to time-management and interpersonal skills. Assessing yourself against these most desired abilities will help you build an honest picture of your prospects, and pinpoint where you can improve to boost your chances of securing your dream PA job.

So, what makes a good PA? The best personal assistants possess a balance of hard and soft skills that allow them to handle the admin side of the job and, as the name suggests, the personal side. Let’s look at what these personal assistant skills are.

Organisation and timekeeping

The first skill that will see you sink or swim as a PA is your ability to multitask. Staying on top of your workload is a must for any job, but because the daily duties of a PA are so varied and often at the mercy of other people’s schedules, you’ll need to have a knack for organising, prioritising, and sticking to deadlines. We recommend getting to know the many useful apps and tools for PAs that will help you manage multiple projects and calendars.

Clear communication

A personal assistant must filter out the barrage of noise coming their manager’s way, and pick out only the most pertinent points to feed through to them. The manager will want quick and concise updates that they can then make a decision on, so learning to ‘cut to the chase’ when speaking or writing should be a priority for a PA.

Attention to detail

Having a good eye and memory for small but important details is a superpower of personal assistants. Working at a fast pace on a mix of tasks means crucial information is always at risk of being lost, be it data for a report, flight times, or a top client’s email address, so as a PA you’ll need to stay vigilant at all times. Honing this skill takes time and focus, but it pays dividends.

Tech-savvy

While a PA won’t need to be a tech guru to do their job effectively, general computer and software fluency is essential. Programmes like Excel, Word, and PowerPoint will be a permanent fixture on your desktop for tasks like expenses, comms and presentations, while businesses will also expect you to be able to pick up their internal systems quickly.

Be a people person

The number one soft skill for the role of PA is your sociability. Not everyone has the people skills needed to succeed as a personal assistant, but we’re betting part of the reason you were drawn to the position is because you love helping and working with others! As the first point of contact for your manager, you’ll occasionally deal with frustrated or angry colleagues and clients, not to mention the manager themselves. So, the best PAs have a thick skin, calm temperament, and the ability to connect with all sorts of personalities, ensuring even the trickiest situations can be resolved.

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If you’re planning to apply for a PA job, being able to demonstrate these skills will greatly improve your desirability to a hiring manager, so don’t forget to include them on your personal assistant CV. When you’re ready, head over to our live jobs page to find your perfect role!

If you are looking to hire a personal assistant, read our guide to hiring a PA for a comprehensive rundown of every aspect of the recruitment process.

The post Five personal assistant skills you need to succeed appeared first on Tiger Recruitment.

Every year, Tiger Recruitment releases a Salary and Benefits Review. This year we collated the data from a survey of 500 employees.

What’s included in the report?

The report combines data from survey respondents with Tiger’s wealth of in-house expertise, to share detailed market insights, salary benchmarks and trending benefits, designed to optimise your employment offering and secure the best talent. We surveyed professionals working across business support, private, finance and accounting, HR, digital and hospitality roles. 

How the report can benefit your business

A high quality, independent salary survey is a key component in your compensation strategy and will help you stay on target to attract and retain the best talent in your industry.

Having access to a comprehensive data set ensures that your HR team stay abreast of changes in the employment market and has a thorough understanding of pay rates and trends, helping you to maintain your competitive position.

The report provides valuable statistical insights into the markets in which your business competes for talent and serves as a benchmarking tool enabling your business to make informed remuneration decisions.

Referring to credible survey data can also help to increase employee motivation as it will be clear that diligent decisions have been made around compensation.

Highlights of this year’s salary survey

The results of this year’s survey highlight what employees and jobseekers want and to what extent they feel their expectations are being met.

A selection of the major findings in this year’s review include:

• Flexible working continues to be well received by employees, with 73% being happy with the flexible working options offered at work. Over 70% of jobseekers agree that employers should be prepared to pay higher salaries if they expect people to work from the office full-time.
• Employees wanting a salary increase was the most popular reason for leaving a job, at 21%, closely followed by lack of progression at 19.4%. This demonstrates how a move towards greater visibility in career development and salary benchmarking will help towards employee retention from the outset. With salary holding great significance in employee retention and acquisition, interestingly, 55% of employees said their salary hadn’t increased in the last 12 months.
• Over a third (33.6%) say that salary was the most important factor in attracting them to their current role, closely followed by job security at 29.2%. Despite being risk averse, jobseekers have no qualms when it comes to moving for the right pay cheque, with over half (50.2%) of people making it their top priority when looking for their next position.

Request your copy of the Salary and Benefits Review here.

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

The post Salary and Benefits Review 2023 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.

This year has already shown how exciting the future of technology is and the enormous potential it holds for humanity. Technological advancements are coming in thick and fast, transforming the way we live, interact and work. If you work in tech and are hiring digital staff, you’ll already be well aware!

No matter how hard you try to stay on top of this flood of software, gadgets and trends, sometimes the pace of technological innovation outruns us all. So, it’s good practice to regularly set aside time to take in the tech landscape and reorient yourself – particularly if you’re a professional looking for a job in tech. We’ve been doing just that and have singled out five tech advancements that will have a big impact on your working life for years to come.

These are some of the exciting trends in technology we’re following closely:

1. Artificial Intelligence (AI) and Machine Learning (ML)

AI and ML have already revolutionised the way we use technology, and this trend is set to continue. AI writing tool ChatGPT has been on everybody’s lips this year, and that’s just the tip of the iceberg.

Companies from Google to Snapchat are beginning to incorporate AI tools into their platforms to improve user experience. Many other AI-powered devices and applications will follow suit, becoming ever more sophisticated, personalised and widespread, thereby improving efficiency and decision-making in industries like healthcare, finance, and manufacturing.

Professionals in many industries have already been discovering new ways to streamline their work with AI tools, from helping to write blog posts, to creating marketing plans, and even spotting errors in coding.

2. Internet of Things (IoT)

The Internet of Things is the name given to the increasingly large ecosystem of internet-connected devices. These days, this includes everything from doorbells to watches and baby monitors, and the list is growing.

The IoT will continue to connect devices and sensors, creating a vast source of data that can be analysed and utilised to enhance various sectors, including smart cities, transportation, and agriculture.

3. Virtual and Augmented Reality (VR/AR)

From its humble beginnings as gimmicky sci-fi goggles, VR (and later AR) has grown massively in quality and application. With mega-corporations like Google and Meta investing heavily, these technologies will continue to improve, making it possible to create immersive experiences for users in various fields such as gaming, education and healthcare.

4. 5G Technology

5G networks will provide faster and more reliable connectivity, enabling improved data transfer and supporting the growth of IoT and other emerging technologies. As the networks are rolled out in more locations, including developing markets, the possibility for increased global trade and seamless collaboration between businesses will skyrocket.

5. Quantum Computing

At the cutting edge of tech innovation is the hugely exciting quantum computing. This ground-breaking technology will revolutionise data processing, allowing for faster and more efficient computation, with potential applications in fields such as cryptography, logistics, and drug discovery.

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Overall, the future of technology looks incredibly promising, with many exciting advancements on the horizon that will help to solve some of the world’s most significant challenges. But they will also have untold impacts on our personal and working lives. Keeping one eye on these evolving technologies will ensure you’re in a good position to seize the opportunities they present.

We work with digital and tech professionals who have the skills and knowledge to keep your business at the forefront of its field. Get in touch today to benefit from their expertise.

The post Five tech innovations you should know – and how businesses are using them 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.

The Basics

Münsterhof 8,

8001 Zürich

Snapshot

The Zunfthaus zur Waag, based in the heart of Zurich’s old town, is one of the hottest addresses in the city when it comes to Swiss cuisine. From classic “Züri Geschnätzlets” with Rösti to “Kalbsleberli”, this guildhall combines all Swiss culinary classics. The restaurant offers an authentic piece of Zurich history served on a plate and embraces the hospitality in this historic 17^th century house.

A Bit of Background

The Zunfthaus zur Waag was the meeting place of the linen and wool weavers from 1440 and a place where people used to come and go, meet, eat and drink while discussing political, economic and social subjects. Since 1636 it has been a restaurant and, until today, people continue to do the same as they did in the old days –dine, drink, chat and debate together. It is an inspiring house; you can feel the history as soon as entering the imposing building.

The Food

The food at the Zunfthaus is a variation on traditional Swiss cuisine while at the same time sophisticated in presentation and taste.

As a starter, we enjoyed oven-baked pumpkin topped with goat cheese and walnuts on an apple-celery salad, alongside a truffled celery soup.

For the main course, we adored the traditional sliced veal “Zurich style” with Rösti  and the Swiss whitefish fillet with lemon dill butter, young leaf spinach and boiled potatoes.

To complete the meal, a Swiss chocolate souffle served on raspberry and vanilla sauce.

Needless to say, the dishes were absolutely delicious!

The Venue

Even from the outside, the Zunfthaus zur Waag stands out in contrast to the other buildings. The old weaver’s house is painted in discreet light blue and every window seems to be illuminated. Upon entering, a high and heavy iron door must first be opened before climbing the stone stairs up to the second floor, where the restaurant is located. Once there, we were greeted by the maître d’, our coats were collected and we were quickly escorted to our table. The hall is furnished in dark blue tones with wooden elements, giving it a charming elegance.

In Summary

Overall, we had a wonderful evening. The atmosphere was very friendly and welcoming. We would highly recommend the Zunfthaus zur Waag as a superb place for both business lunches and special occasions with families or friends.

The post In Review: Zunfthaus zur Waag appeared first on Tiger Recruitment.

Table Of Contents

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

Introduction

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

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

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

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

Money Talks

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

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

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

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

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

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

Key actions

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

Development and Training

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

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

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

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

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

KEY ACTIONS

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

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

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

Equity, diversity and inclusion

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

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

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

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

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

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

Education

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

Reach wider audiences

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

Communication

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

Offer meaningful opportunities

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

Foster at all levels

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

Offer better workplace flexibility and policies

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

KEY ACTIONS

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

Flexible working

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

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

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

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

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

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

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

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

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

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

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

KEY ACTIONS

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

Employee Wellbeing

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

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

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

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

Relationships at work

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

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

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

KEY ACTIONS

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

Summary

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

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

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

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

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

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

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

KEY ACTIONS

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

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