“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.

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.

Creating impactful charity-corporate partnerships can generate incredible value, not only for the charity itself but also for all employees involved. From making a difference in your local community to improving team morale, these partnerships present a powerful opportunity to align corporate goals with meaningful social impact.

We spoke to Brendan McGowan, a Senior Consultant at New Philanthropy Capital (NPC), on our podcast, From the Tiger’s Mouth, to share his tips for establishing meaningful partnerships. With 20 years of experience working in the charity sector, Brendan breaks down the essential steps to effectively define and measure your impact.

Setting up an effective charity partnership

Start with a Clear Rationale

Whether motivated by an emotional connection, a critical unmet need, or a desire to boost visibility for a cause, companies should establish a well-defined purpose for their charitable partnerships. Brendan explains how this clarity helps to establish alignment from the outset and provides a strong foundation for a successful collaboration. For example, Kellogg’s partnership with Magic Breakfast addresses food insecurity by providing breakfasts to children. The alignment of a cereal brand providing breakfasts for children is clear, with Kellogg’s bringing their expertise to make a real impact.

Define Your Desired Impact

Before embarking on any partnership, it is vital to identify what success looks like. Brendan emphasises the importance of understanding both short- and long-term goals. For some organisations, success might mean achieving certain measurable outcomes, such as meeting specific fundraising goals. For others, it could involve broader ambitions like improving well-being within the local community or supporting multi-year initiatives. Establishing these benchmarks early on and continuing to check in on your progress helps ensure that both the charity and the business remain aligned throughout the entire partnership.

Leverage Your Unique Assets

Beyond financial contributions, consider the unique skills, expertise, and resources your company can offer. Brendan stresses that successful partnerships involve more than just transactional donations. Companies may wish to contribute to the charity’s impact by providing strategic advice, marketing support, or technical expertise. For instance, employees might offer IT training for a charity’s staff or use their financial acumen to serve as trustees, adding lasting value to the relationship.

Understand the Charity’s Needs

Building a meaningful relationship requires a deep understanding of the charity’s challenges and priorities. Those involved in the partnership should spend time learning about the charity’s operations to confirm that they are addressing real priorities rather than perceived ones. Brendan shared a fantastic example of Leyton Orient FC, whose foundation, the Leyton Orient Trust, delivers place-based initiatives such as coaching within local schools and youth groups, recovery programmes and employment support for adults in the area. By embedding themselves within their local community, Leyton Orient FC has achieved a profound, long-lasting impact.

Co-Design the Strategy

Work closely with your chosen charity to create a shared roadmap. This should include clear objectives, measures of success, and a framework which lays out how you will commit to continuous improvement. Brendan also highlights the importance of recognising the power dynamics between companies and charities and explains how open, honest communication can help to balance out this relationship. Co-designing the strategy not only builds trust but also establishes mutual ownership of the charitable outcomes.

Use Theory of Change to Measure Success

The theory of change framework offers a structured method for evaluating the impact of charity-corporate partnerships. This process includes completing a situation analysis, defining your target groups, mapping activities to their outcomes and identifying key metrics to monitor progress. Brendan describes it as a comprehensive strategy that helps all stakeholders understand their roles and contributions toward achieving the partnership’s goals. By continuously reviewing and reflecting on the partnership’s aims and plans, both companies and charities can optimise their efforts to achieve maximum impact.

Support with Multi-Year Funding

One of the many ways companies can provide meaningful support is through multi-year funding. This enables charities to plan strategically and invest in sustainable solutions rather than constantly seeking short-term funding. For businesses, committing to multi-year partnerships signals a genuine commitment to social impact and ultimately allows for deeper stakeholder engagement.

Enhancing Employee Engagement

Charity partnerships offer much more than an external impact; they can also transform the culture of a workplace. Activities like volunteering days, charity challenges, or collaborative projects provide employees with opportunities for skill development and purpose-driven work. For instance, a marketing team might collaborate with a charity to enhance its communications strategy, creating an opportunity for mutual learning. These initiatives help to build camaraderie and pride within teams, ultimately boosting overall staff engagement and retention.

Real-World Examples

Brendan highlighted several examples of impactful partnerships:

• Magic Breakfast and Kellogg’s: This collaboration addresses food insecurity by providing school-aged children with daily breakfasts, aligning Kellogg’s product offerings with a pressing social need.
• Leyton Orient Trust and Leyton Orient FC: By embedding themselves within their local community, this partnership delivers initiatives which tackle health inequalities and unemployment.
• Good Things Foundation and O2: Focused on digital inclusion, this collaboration offers free data to underserved communities, addressing the digital divide.

Practical Advice for Businesses

For companies considering charity partnerships, Brendan recommends that all stakeholders take a realistic and pragmatic approach. Mistakes are inevitable, but maintaining open dialogue and a willingness to adapt can help all involved to overcome challenges. Brendan suggests starting small, focusing on just one charity initially, and expanding partnerships as alignment and trust grow.

Why It Matters

At Tiger Recruitment, we’ve seen the incredible potential of charity partnerships firsthand through our ongoing work with Helen Bamber. Whether through pub quizzes or office fundraising challenges, our initiatives have not only supported a vital cause but also strengthened our team’s bond and sense of purpose.

For employers, hiring managers, and HR teams, these partnerships offer an opportunity to enhance your company’s external reputation while also delivering tangible benefits to both employees and the wider community. By following Brendan’s checklist and committing to long-term, collaborative relationships, you can create charitable partnerships that truly make a difference.

To hear more insights from Brendan McGowan, listen to the full episode of From the Tiger’s Mouth here, and for more information on developing meaningful charity partnerships, visit NPC’s website here.

The post How to Build Impactful Charity-Corporate Partnerships appeared first on Tiger Recruitment.

Research around leadership styles and gender has gained traction, with Bloomberg UK suggesting that companies with more women on executive boards are ten times more profitable. In the UK, female representation in leadership positions across business, politics, and the public sector continues to increase.

According to the latest FTSE Women Leaders Review, women now hold 43% of board positions in FTSE 350 companies, but what makes women in particular excel as leaders, and how can we continue pushing for equitable leadership teams? More importantly, how can individuals early in their careers take steps toward leadership despite systemic barriers?

Emotionally Intelligent Leadership Styles

Studies conducted in the UK indicate that women frequently adopt a democratic and transformational leadership style, prioritising collaboration, mentorship, and team development. The Chartered Management Institute suggests that women tend to steer clear of authoritative approaches and are more inclined to engage in compassionate and empathetic leadership.

Research published in the British Journal of Management proves that female leaders generally excel in emotional intelligence, a trait linked to higher levels of employee engagement, job satisfaction, and workplace cohesion. This kind of leadership style is predicted to set individuals apart in an era of AI, where adaptability is increasingly desired in hiring processes and will become vital for business success.

Diverse Leadership Outperforms Competitors

The effectiveness of women’s leadership approaches has been demonstrated across various sectors. Reports by McKinsey UK have continuously found that companies with diverse leadership teams, including women in senior positions, perform better financially and have stronger organisational cultures.

Case studies of female-led businesses have shown that female leaders are more likely to place a stronger emphasis on employee wellbeing, flexible working arrangements, and ethical decision-making. These factors contribute to improved employee retention and innovation, particularly in industries where teamwork and creativity are crucial.

Closing the Gender Leadership Gap

While the rise in women’s board representation is a landmark achievement, the picture is far less balanced when it comes to executive leadership. Only a fraction of FTSE 100 companies have a female CEO, and across industries, women are still hitting a glass ceiling when it comes to the most senior decision-making roles.

This gap is not due to a lack of capability or ambition. Many talented women still struggle to break into top roles due to outdated leadership models, unconscious bias, and a lack of structured progression pathways. However, those in earlier career stages can take proactive steps to position themselves for leadership opportunities.

How to Progress into Leadership

If you’re currently in a non-senior role and looking to progress, here are some practical steps you can take:

1. Seek out sponsorship, not just mentorship: Mentors provide advice, but sponsors advocate for you in key decision-making spaces. Identify leaders in your organisation who can actively support your career progression.
2. Develop leadership skills early: Take on projects that allow you to lead, whether it’s managing a team initiative, mentoring junior colleagues, or presenting at meetings.
3. Communicate your ambitions: Many employees assume that promotions will come naturally with hard work, but it’s essential to make your leadership aspirations known to managers and decision-makers.
4. Build a strong professional network: Surround yourself with peers and mentors who inspire you. Attend industry events, join professional groups, and engage in conversations that elevate your presence.
5. Be strategic about career moves: If your current organisation lacks clear progression pathways, consider roles in companies that prioritise internal mobility and leadership development.
6. Challenge outdated leadership stereotypes: The perception of leadership is changing, and diverse styles are increasingly valued. Don’t feel pressured to conform to traditional leadership models—your natural leadership style can be a strength.

Barriers to Executive Leadership Are Still Systemic

While individuals can take action, systemic barriers remain. Some key challenges include:

• Limited access to sponsorship: Women are less likely to receive career-advancing sponsorship compared to men, despite mentorship being widely encouraged.
• Rigid career pathways: Traditional leadership trajectories favour uninterrupted career progression, often disadvantaging those who take career breaks or work flexibly.
• Outdated leadership stereotypes: Women must often navigate narrow expectations of leadership styles to be deemed suitable for top roles.

Driving Real Change

The business case for change is unarguable. Businesses with diverse leadership teams are more adaptable to market shifts and significantly better at attracting top talent. To further push for change, business leaders can:

• Shift from mentorship to sponsorship: Senior leaders should actively champion women with high leadership potential for promotions.
• Redefine leadership norms: Recognise and reward a broader range of leadership styles beyond the traditional ‘alpha’ model.
• Offer flexible leadership pathways: Ensure career progression structures accommodate different working patterns, rather than favouring linear career trajectories.

The research is clear: gender-equitable leadership is a proven driver of business success. As more businesses dismantle systemic barriers and embed truly inclusive leadership pathways, the opportunities for women to step into executive and C-suite roles will increase exponentially. However, for those at the start of their careers, taking small, strategic steps today can lay the foundation for a future in leadership.

The post Women Now Hold 43% of FTSE 350 Board Roles, But Executive Leadership Still Lags appeared first on Tiger Recruitment.

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

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

What is a Finance Business Partner?

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

Responsibilities of a Finance Business Partner

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

Strategic Planning and Analysis

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

Budgeting and Forecasting

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

Performance Monitoring and Reporting

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

Decision Support and Advisory

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

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

Risk Management and Compliance

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

How to Hire a Finance Business Partner

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

1. Identifying the Need for a Finance Business Partner

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

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

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

2. Essential Qualifications and Experience

To ensure your business benefits from hiring an FBP, you need to look for candidates with the right qualifications. The candidate should have a degree in finance or accounting, with additional certifications.

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

3. Competencies and Soft Skills to Look For

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

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

4. Interviewing and Selection Process

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

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

Once you’ve identified the right candidate for your business, it’s time to make them an offer. The offer you make needs to reflect their experience level and the value you expect them to bring to your company.

5. Integrating a Finance Business Partner into Your Team

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

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

Challenges in Finance Business Partner Hiring

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

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

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

Hire a Finance Business Partner with Tiger Finance

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

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

The post What is a Finance Business Partner? appeared first on Tiger Recruitment.

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

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

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

Understanding DEI: The Basics

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

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

Why Measuring DEI Matters

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

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

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

Key Metrics for Measuring DEI

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

Workforce Demographics

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

Pay Equity Analysis

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

Employee Feedback and Inclusion Surveys

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

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

Retention Rates

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

Challenges in Measuring DEI

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

Data Gaps

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

Lack of Actionable Insights

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

One-Size-Fits-All Approaches

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

The Role of AI in Measuring DEI

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

Inclusive Recruitment Processes

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

AI in Data Analysis

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

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

Innovative Improvement Strategies

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

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

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

Turning Data into Action

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

Communicate Findings Transparently

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

Set Clear Goals

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

Implement Targeted Improvements

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

Monitor and Adapt

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

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

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

Company details

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

The Challenge

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

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

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

The Solution

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

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

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

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

The Impact

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

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

Client Feedback

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

Looking Ahead

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

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

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

Company details

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

The Challenge

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

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

The Solution

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

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

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

The Impact

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

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

Client Feedback

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

Looking Ahead

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

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

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

Company details

Industry: Executive Search

Company headcount: 20-25

First placement made: 2019

Division: Business Support (PAs)

Number of placements: 8

The Challenge

Our client required reliable PA support for each of their partners. With four partners, each supported by a PA, alongside a Head of Operations, the firm’s structure demanded administrative staff who could balance both partner support and wider office responsibilities.

While they experimented with another agency for one PA hire, the candidate proved an unsuitable fit, highlighting the need for an agency that truly understood their business culture and expectations. This experience reinforced the importance of working with a long-term, trusted partner who could deliver the right talent consistently.

The Solution

Over the past 6.5 years, Tiger Recruitment has successfully placed the client’s entire PA team. From their longest-serving PA, who will celebrate seven years with the business in January, to their most recent hire earlier this year, every placement has been carefully matched to the unique requirements of both individual partners and the wider operations team.

When a previous hire outside of Tiger did not work out, the client immediately returned to Tiger, recognising the value of an agency that “just gets it.” By investing time in understanding the nuances of each partner’s working style – from high-demand requests to balancing personal and professional support – we were able to source candidates who not only excel in administrative duties but also integrate seamlessly into the firm’s culture.

Tiger Recruitment also provided valuable benchmarking insights during salary discussions, ensuring compensation remained competitive while reflecting the demands of the role.

The Impact

The result has been a stable, high-performing PA team that has revolutionised the client’s operations. By alleviating administrative pressures, partners have been able to focus on client delivery, while the Head of Operations has confidence that day-to-day tasks are managed smoothly.

Each PA placed has contributed beyond traditional administrative duties, taking on wider responsibilities across IT, office management, and charitable initiatives. This has created a highly collaborative operations team where every member adds measurable value.

The client highlights that Tiger’s ability to consistently deliver the right candidates has “taken the stress out of admin,” with hires tailored to the personality and demands of each partner.

Client Feedback

• “I just trust Tiger and their judgment. They know what’s important to us as a business and always deliver.”
• “I recommend Tiger all the time. I don’t even think about the referral prize; I just know they offer a good service.”
• “It has revolutionised the team because it takes the stress out of admin.”

Looking Ahead

While the client’s operations team is now at full capacity, they remain committed to Tiger as their recruitment partner should future needs arise. Having recommended Tiger to others within their professional network, the relationship continues to strengthen beyond direct hiring.

The trust built over years of successful placements ensures Tiger Recruitment remains their go-to partner for PA recruitment.

The post Case Study: How Tiger Recruitment Transformed One Firm’s Admin Team appeared first on Tiger Recruitment.

Company Details

Company industry: Renewable Energy

Company headcount:25-30

First placement made: 2018

Division: Business Support (Receptionists)

Number of placements: 13

The Challenge

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

The Solution

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

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

The Impact

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

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

Client Feedback

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

Looking Ahead

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

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

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

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

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

Five key attributes of talent acquisition specialists

A good judge of character

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

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

Future-conscious

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

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

Tech-savvy

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

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

Speak the language

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

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

Relationship-minded

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

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

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

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

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

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 a staggering 92.5% of surveyed UK workers have! The majority were dishonest about the duration of previous employment, gaps in employment or 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 and weaknesses
• 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 expose 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 they 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 with 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 People’s guide to reference checking appeared first on Tiger Recruitment.

When hiring an executive assistant, PA or other administrative position, it is essential to get the interview right. The judgment 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 raise 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 allows you to discuss your 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 into 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 they should be able to talk animatedly about anything listed here.
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Many questions can be asked in an interview, but the above 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 an interview.

If you’re ready to hire a PA or EA, get in touch today.

The post Questions employers should always ask in an interview appeared first on Tiger Recruitment.

If you’re caught in the belief that to get things done correctly, you must do them yourself, you’re not alone. Many busy professionals find themselves trapped in this mindset, leading to an endless to-do list that leaves little time for relaxation or relationships.

You might have heard about personal assistants and wondered, “What can a personal assistant do for me?” Hiring a personal assistant may seem reserved for business owners or the elite, but it’s increasingly becoming a practical solution for anyone overwhelmed by their daily commitments.

In this guide, we’ll explore the many ways a personal assistant can support you, as well as highlight the tasks that may be out of scope.

Roles and Responsibilities of a Personal Assistant

The diverse skills of a personal assistant will make hiring a PA a valuable addition to your professional and personal life. Their main goal is to make your life more organised, streamlined, and efficient, helping to minimise your stress levels and increase your free time. They can handle a wide range of administrative and personal support tasks, all tailored to your unique needs.

Below are some of the typical tasks you can expect a PA to manage for you:

Manage Schedules and Calendars

A PA will keep your schedules and calendars in perfect order. They’ll organise all your appointments, meetings, and deadlines to ensure nothing falls through the cracks. This allows you to focus on more important tasks without worrying about the details of your day-to-day schedule.

Handle Correspondence

In the digital world we live in, keeping up with all your emails, calls, text messages, and social media DMs can feel like a full-time job. Plus, it’s easy to get sidetracked by responding to messages instead of focusing on your main work. Your personal assistant can take this burden off your shoulders by handling a wide range of communication tasks, from organising your inbox to replying to messages in your tone and style.

Support Administrative Tasks

A personal assistant can handle a variety of administrative tasks. Their support ensures that your professional life is productive, and your daily routines run smoothly.

Here are a few common administrative tasks handled by a PA:

• Reports and Documents: Preparing, formatting, and editing reports and documents.
• Meeting Minutes and Agendas: Writing up minutes from meetings and preparing agendas for upcoming meetings.
• Scheduling Appointments: Communicating with clients, colleagues, and others to schedule appointments and meetings.
• File Organisation: Creating and maintaining a filing system for physical and digital documents to ensure that important papers are easy to find.
• Maintaining Office Supplies: Keeping track of office supplies and placing orders to ensure the workspace is well-stocked.
• Data Entry and Database Management: Entering data into systems, updating records, and maintaining databases to ensure information is organised and easily accessible.

Personal Support

A personal assistant’s role often extends beyond professional tasks. They can assist with personal duties such as shopping, booking restaurants, scheduling personal appointments, and organising events. This level of support can help reduce stress and improve well-being by leading to a better work-life balance.

Travel Arrangements

Whether you’re travelling for business or leisure, a personal assistant can handle all aspects of the travel arrangements. These include booking flights, organising your accommodation, and planning your itineraries. Their expertise can make your travel experience more enjoyable and less stressful, ensuring that everything is tailored to your preferences.

Project Assistance

Personal assistants can offer crucial support to business owners and professionals involved in multiple projects. They can assist with project research, coordination, and tracking project progress. This can help you to be prepared and stay organised, ensuring you successfully complete the project.

Expense Management

Keeping track of personal and professional expenses can be challenging. A personal assistant can manage your finances by tracking expenses, processing invoices, paying for travel arrangements, and preparing financial reports. This financial management helps save you time while also providing insights into your financial health.

What Can’t a Personal Assistant Do?

A PA is an asset to any business owner or busy family by providing a wide range of professional and personal support. However, there are a few tasks that you shouldn’t ask your PA to do. It’s important to recognise these boundaries to maintain a productive and respectful working relationship.

Specialised Professional Services

PAs can’t provide specialised services or advice that require professional qualifications. While PAs are highly skilled, they cannot replace the expertise of professionals in specialised fields like law, accounting, or healthcare. Your PA can help you by managing your appointments with an accountant or scheduling your medical check-ups, but they won’t be able to prepare your taxes or offer medical opinions.

Unauthorised Financial Transactions

A PA can be helpful with your financial management, but it’s important to establish clear boundaries around financial transactions. Make sure your personal assistant knows they should not make large payments or financial decisions without getting your approval first. While this approach may mean you have a few extra items to check off your list, you are preventing any expensive errors or security issues. These boundaries will safeguard your finances and maintain your working relationship with your PA.

Personal Tasks Outside of Scope

The personal tasks that fall outside of scope will depend on the responsibilities you laid out in the PA job description and their contract. It’s essential to avoid asking your PA to handle any tasks outside of their set duties to avoid discomfort or misunderstandings that could impact your working relationship.

Here are a few personal tasks that may not be appropriate for a PA to handle:

Deep Cleaning Your Home

While your PA may assist with a quick tidy, it’s not expected that they scrub the floors or any other labour-intensive cleaning tasks. These tasks should be handled by housekeeping professionals who have the necessary skills and tools.

Cooking For Your Family

Your PA can assist you with meal planning and grocery shopping, but cooking for you or your family generally falls outside of their scope. Meal preparation and the cleanup take significant time, which could take them away from their core duties.

Childcare Services

It’s not a good idea to depend on your personal assistant for regular childcare. Looking after kids requires constant focus and sometimes special skills, particularly for little ones or children with special requirements.

Looking To Hire a PA?

Now that you know what a personal assistant can do for you, the next step is figuring out how to hire a PA. At Tiger People, we specialise in matching individuals and working professionals with professional PAs that align with your needs. Whether you’re looking for a permanent or temporary PA, we will provide you with a strong shortlist of candidates.

Reach out today to find your perfect PA match with Tiger People.

The post What Can a Personal Assistant Do For Me? 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.

Whether you’re recruiting temporary staff or hiring permanent candidates, they can support your search, helping to find the perfect candidate. Dublin 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 can 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 Dublin 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 Dublin 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 process 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 whom 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’s requirements can often be specific and difficult to find. This is where a recruiter’s industry expertise and market knowledge prove 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 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 Dublin employment agencies

There are many agencies specialising in recruitment in Dublin, 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 callback here.

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At some point in our careers, we’ve all felt the creeping exhaustion of burnout. It’s that overwhelming mental fatigue or a loss of motivation. But here’s the thing: burnout isn’t just something that happens. It’s crucial to recognise the early signs, and taking proactive steps can help you regain control before it takes over.

With the line between working and leisure hours becoming fuzzier every day, separating the two concepts is becoming harder than ever. Below, we break down the key indicators of burnout and practical strategies to prevent it so you can stay energised, motivated, and in charge of your well-being.

Recognising the Early Signs of Burnout

Burnout doesn’t look the same for everyone; what overwhelms one person may not affect another. Physical exhaustion is one of the earliest red flags. Feeling drained no matter how much rest you get. Mood swings and irritability can creep in, making it harder to stay positive or engaged. You might also notice increased anxiety at work, constantly feeling on edge about deadlines, expectations, or routine tasks. Over time, a lack of enthusiasm for your job can set in, making once-exciting projects feel like a burden. Recognising these warning signs early is key to preventing burnout from taking a serious toll on your well-being. If you’re experiencing any early signs, follow the methods outlined below to help prevent burnout before it escalates.

Methods for Managing Burnout

1. Establish boundaries and manage expectations

Once your late-night email habits become the norm, others will expect this of you. Therefore, it’s time to rein it in, letting others know of your designated hours of availability. If you have a work phone, leave it in your bag and out of sight outside of those hours. If your phone also acts as your work phone, hide your email app at the very back of your collection, so it’s not front and center every time you open your screen.

Setting boundaries at work isn’t always easy, especially if you’re driven to succeed and genuinely care about your job. However, without limits, your workload can quickly become unmanageable, leading to stress and burnout.

Establishing boundaries means defining what is sustainable for you, whether that’s setting firm start and finish times, managing workload expectations, or simply knowing when to say no. By prioritising balance, you’ll not only protect your well-being but also improve your productivity and job satisfaction in the long run.

Some examples of how you can do this are:

• Resist the urge to dive into work outside your core hours – Avoid checking emails first thing in the morning or late at night. This helps maintain a clear separation between personal and professional time.
• Protect your focus time – Block dedicated work sessions in your calendar to minimize interruptions and boost productivity. This ensures you’re focused and staying on track with what you need to get done without overworking yourself.
• Communicate boundaries firmly (but politely):
  • With colleagues: “I’d love to help, but I have a full plate. Can we revisit this later?”
  • With your manager: If you’re at capacity, say, “I want to deliver my best work, but I need to focus on my current priorities. Can we discuss what’s most urgent?”
  • For work hours: “I’m available from 9 AM to 6 PM, but after that, I prioritise personal time.”

• Be consistent – Once you set a boundary, stick to it. If you make exceptions too often, colleagues may assume you’re always available.

By reinforcing these boundaries daily, you can create a healthier work-life balance, reduce stress, and stay in control of your workload.

2. Prioritise self-care

We often find ourselves constantly on the go, juggling multiple responsibilities and neglecting our need for rest and self-care. However, taking time for ourselves is crucial for managing stress, improving focus, and preventing burnout.

Burning the candle at both ends is the quickest route to complete mental collapse. Ensure you’re taking care of yourself by scheduling in self-care slots into your week – and not budging on them. Whether it’s going to the gym, running or yoga, practicing mindfulness or even spending a few hours on the couch with a new series will ensure that you are prioritising your needs, reducing your stress levels and giving yourself a much-needed mental refresh.

Incorporating physical activity into your daily routine is one of the most effective ways to combat stress and boost energy. Regular exercise releases endorphins, which not only improve mood but also enhance mental resilience, helping you navigate workplace pressures more effectively. Small movements throughout the day, such as stretching at your desk, taking quick walking breaks, or opting for the stairs instead of the lift, can go a long way in keeping your energy levels up and reducing mental fatigue.

3. Focus on your personal life

While you may not necessarily want to increase your commitments, finding something you love outside work will go a long way in helping reduce the extra hours you’re at work. Engage the creative side of your brain by booking language lessons or learning a new skill – is now the time to brush up on your calligraphy, knitting or wood-making skills? Instead of heading to drinks with friends after work, why not suggest a walk around the park or going to an interesting talk? You’ll be able to kill two birds with one stone by reducing your alcohol intake, increasing your chances of getting a better sleep while also doing something that’s physically or mentally stimulating.

5. Know when to ask for help

If you’re constantly exhausted, feeling alienated at work and feeling like you’re not performing at your best, then it’s time to seek help. There’s nothing wrong with scheduling a meeting with your boss or HR to discuss your workload and see if certain tasks can be delegated to other members of your team. In your personal life, consider outsourcing whatever you don’t have time to do – organise a food delivery box like Mindful Chef or Hello Fresh, find a cleaner or use a service like Airtasker or TaskRabbit to get those things you’ve been putting off done. With all of this off your plate, you’ll have time to focus on other, more important things.

6. Reverse Scheduling

Instead of planning your day around tasks and deadlines, try reverse scheduling. This approach starts by prioritising self-care activities such as relaxation, meals, and physical exercise and then fitting your work tasks around these commitments. By focusing on well-being first, you ensure that you don’t overextend yourself and that your mental and physical health remains a priority throughout your day.

7. The Pomodoro ‘Flow State’ Technique

A niche twist on the traditional Pomodoro Technique, the ‘Flow State’ method involves working in intervals that align with your natural energy peaks. By identifying when you’re most focused and productive, you can tailor your work blocks to these periods, maximising efficiency without pushing yourself to burnout. This strategy allows you to maintain a high level of performance while respecting your rhythms, ensuring you don’t overexert yourself and stay on track for long-term success.

Long-Term Strategies to Prevent Burnout

Prevention is about adopting long-term strategies that support resilience and balance over time. Building resilience through mindfulness and stress management techniques can significantly enhance emotional strength and improve how you handle workplace pressures. By taking a moment each day to focus on your mental and emotional well-being, you equip yourself with the tools to navigate stress more effectively.

What is equally as important is creating a balanced lifestyle that goes beyond work. Engaging in hobbies, creative pursuits, or social activities provides a much-needed break from professional demands and cultivates a sense of fulfilment and relaxation. These personal interests offer an opportunity to recharge, fostering a greater sense of joy and creativity that can carry over into your work life.

Finally, regularly assessing your job satisfaction and making necessary adjustments ensures that your career aligns with your values and long-term goals. It’s essential to check in with yourself and your work environment to ensure that it supports your well-being and growth. If you find yourself ready for a change of roles due to burnout, submit your CV then browse our jobs to start your search.

The post How to prevent burnout appeared first on Tiger Recruitment.

Your CV is essentially a written advertisement for yourself. This is the first piece of documentation that the employer and recruiter will receive, so you will need to sell yourself and make sure all crucial information is listed. Make your first impression count!

Ensure your CV follows a clear layout

Start your CV with the essentials: your contact details and name. This is so very important, as you need to be contactable by recruiters. Make your name, telephone number and email address stand out at the top of the page.

Aim for a simple design – something too complicated can put people off. Use a clear font, simple headings and don’t include a photo.

Try to keep your CV to a maximum of two pages – the hiring manager will usually be very time-poor, so won’t have time to review anything longer. Remember to proofread any document you send it to recruiters and employers. Look for any spelling and grammatical errors, and if your CV includes bullet points, ensure they are all the same and follow suit.

Avoid the irrelevant

Be realistic when writing your CV. Keep all information relevant. If you are applying for a particular role, tailor your CV to suit the job spec. If you have covered elements in another role which may fit the position that you are applying for, make sure you mention this. By adapting your CV to match the job spec, you will be far more appealing than a candidate who may not have the experience required. When writing your CV, make sure you are always thinking about what you are writing. Avoid the obvious and ensure you do not waffle on. Try to bullet point your key responsibilities in your previous roles to stay succinct.

Mind the gap

You will need to explain any gaps in your employment history. An unexplained gap is usually a red flag and your recruiter will definitely ask you about it, as they will need to explain it to your potential employer. It doesn’t matter what your break was for – travelling, maternity/paternity or just a career break – being clear is much better than being vague.

You should also make your reasons for leaving job clear – it could be that you felt that you were no longer busy and felt you needed a new challenge, or it may be that you were made redundant. Reasons such as these are not negatives, and your consultant will appreciate your honesty.

Never, ever lie on your CV

Commonly, candidates tell a fib or two on their CVs. This may be in the hobbies and interests section, where it mentions that they enjoy team sports and cooking. However, others have made the mistake of lying about qualifications, salaries and achievements. Employers do carry out background checks on their candidates, and if they find something that doesn’t match up, it can lead in a retracting of an offer at a later stage. The consequences are never positive, so it’s essential to make sure your CV is a true and honest representation of your experience.

Limit job-hopping

Millennials have thrown away the idea of company loyalty – most will only stick around for two years before looking elsewhere. So, while having a variety of roles has become more common, there is a point where employers will start to question why your stints have been so short. There is an expectation that, unless there is a valid reason, you will remain in every permanent role for a year – if you only stay in a job for a few months, it will make you appear unreliable to your recruitment agency and employers.

One way to do this is to think about the job before you accept an offer. Think about any reservations that you may have and why you may have such reservations. Your consultant is there to answer any questions you may have if you would prefer to avoid asking the employer directly.

You may be leaving a job due to boredom, your skills are not being utilised, and the role is not busy enough for you. Before throwing in the towel, think about what you could do to help matters. Speak to your employer and explain how you are feeling. They may be able to help and give you more responsibility, making your current job more exciting and essentially making you stay in the role for longer. The longer you stay in a position, the more reliable and loyal you will appear. If you have a hoppy CV, where you jump from role without a second thought, you can lack engagement and struggle to get on with colleagues.

—

Once your CV is ready for the job hunt, get in touch with the Tiger team, or check out our job listings.

The post How to make your CV and experience stronger appeared first on Tiger Recruitment.

If you’re looking to hire a PA or you have PAs within your employment, it’s helpful to have a full understanding of a personal assistant’s career path. This includes the roles that lead to a PA and the potential positions it can lead to.

Why is it important? By having this overview, hiring managers can zero in on candidates best qualified to step into a PA role, and show prospective talent the opportunities they will have to grow professionally. This will make the role more desirable to exceptional PAs and help foster a sense of loyalty once they are in the job.

What is a Personal Assistant (PA)?

A personal assistant provides administrative support to one or more members of staff at a business, typically those in senior management. PAs can also be hired by private individuals to assist in personal matters, such as diary management and household management.

Key Responsibilities of a Personal Assistant

Personal assistants’ tasks and responsibilities can cover a wide range of requirements, which will differ depending on the manager’s preferences. However, there are several tasks that almost all PAs will be expected to carry out. The main responsibilities of a PA generally include:

• Diary management
• Booking meetings
• Booking travel and accommodation
• Budget and expenses management
• Creating reports and presentations
• Minute-taking

Skills and Competencies of Successful Personal Assistants

To carry out their varied duties successfully, there are some key skills that personal assistants possess. Some of these may include character traits, while other skills will have been developed in a PA’s early career, for example, when they might have been an administration assistant or receptionist. Some of the essential skills and competencies include:

• Written and verbal communication
• Organisation
• Timekeeping
• MS Office Literacy
• Sociability

These skills are invaluable to a personal assistant throughout their career, whether they moves on to become an executive assistant, business assistant, or chief of staff. Therefore, it’s crucial to build on these learning and development opportunities so that PAs can continue to hone their abilities and progress.

Career Progression Paths for Personal Assistants

Various junior and entry-level business support roles can progress into personal assistant positions, and the PA role can likewise branch out into an equally varied pool of senior role titles. The breadth of opportunities for PAs is often dependent on the size of a business, with smaller companies naturally having less specialised roles at each stage of the career journey.

PA Career Progression in SMEs

PA Career Progression in medium-sized businesses

PA Career Progression in Large Corporations

Job descriptions

Having a detailed job description template on file for all your administrative positions, from receptionist through to team assistant, PA, EA and business assistant, will help to streamline the recruitment process. Significantly, it also helps to demonstrate the career journey and highlight the key competencies required to progress into each role. Having a visual road map will help both the employer and employee to plan a PA’s career progression.

We have compiled general job descriptions, from entry-level assistant roles to more senior positions, ready for you to adapt to your needs.

Receptionist

Responsibilities:

• Meeting and greeting clients and visitors
• Answering phone calls, taking messages and relaying to appropriate staff
• Logging, sending and distributing all incoming and outgoing mail, couriers and faxes
• Arranging delivery of outgoing mail
• Booking, preparing and tidying meeting rooms

Requirements:

• Excellent written and verbal communication
• Clear and confident telephone manner
• Computer skills, including Word and Outlook

Read a more detailed receptionist job description

Office administrator

Responsibilities

• Assisting the office manager
• Manage general office maintenance and health & safety
• Arrange desk space and office access for new employees
• Extensive email correspondence, occasionally covering colleagues’ mailboxes
• Invoice and expenses management
• Arrange catering for meeting rooms
• Manage office and kitchen supplies
• Organise and file documents (physical and digital)
• Occasional receptionist duties

Requirements

• Educated to A-level or equivalent
• Experience handling confidential and sensitive information
• Computer skills, including Word, Excel and Outlook
• Read a more detailed office administrator job description

Team Assistant / Junior PA

Responsibilities

• Manage team diaries
• Book business travel and accommodations
• Organise and host internal team meetings
• Greeted guests and clients
• Booked and prepared meeting rooms
• Prepare documentation ahead of meetings and presentations
• Take minutes of meetings and prepare reports
• Manage team budget
• Liaison for facilities management and IT supplier
• Team invoice and expenses management

Requirements

• Educated to A-level or equivalent
• Computer skills across Microsoft Office Suite
• 2+ years’ prior secretarial or administrative experience
• Read a more detailed team assistant job description

PA

Responsibilities

• Manage the Principal’s diary
• Manage email inbox and phone calls
• Book business and personal travel and accommodation
• Booked and prepared meeting rooms
• Booked and prepared meeting rooms
• Take minutes of meetings and prepare reports
• Manage expenses budget
• Ad hoc personal tasks
• CRM database management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous but is by no means essential
• Experience in a similar role and/or industry
• Excellent written and verbal communication skills
• Strong computer skills across Microsoft Office Suite and CRM systems
• Flexibility on hours
• Read a more detailed personal assistant job description

PA / Office Manager / Operations

Responsibilities

• Oversee office management and operational function of the business
• Manage office social calendar and organise events
• Liaison for facilities management and IT supplier
• Managing staff onboarding and leaving processes
• Supplier contract management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous but is by no means essential
• Extensive staff management experience
• Demonstrable experience at senior level in a similar role and industry
• Extremely competent with Microsoft Office and CRM systems
• Exceptional time management skills
• Read a more detailed office manager job description

EA 1:1

Responsibilities

• Act as the first point of contact for senior manager
• Extensive business and personal diary management
• Manage high volumes of emails and phone calls
• Arrange meetings with colleagues and clients, book and prepare meeting rooms
• Booked complex travel and accommodation
• Organise and file principal’s documents
• Keep meeting minutes
• Produce reports
• Project management support
• Work closely with other EAs to coordinate diaries
• Overseeing expenses
• CRM database management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous but is by no means essential
• Prior experience in a PA or EA role
• Excellent written and verbal communication skills
• Extremely competent with Microsoft Office and CRM systems
• Read a more detailed executive assistant job description

EA Operations

• General EA tasks
• Liaising with office suppliers
• Liaising with landlord and/or building maintenance
• Working with managing director to plan and monitor budget
• Read a more detailed operations manager job description

EA Manager

Responsibilities

• General work and personal admin for senior staff
• Act on behalf of the executive when necessary
• Manage other executive and personal assistants
• Coordinate EAs’ and PAs’ diaries
• Train and appraise team of EAs and PAs

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous but is by no means essential
• Extensive experience in a PA or EA role
• Excellent written and verbal communication skills
• Extremely competent with Microsoft Office and CRM systems
• Excellent people management skills

Business Assistant

Responsibilities

• Acting as the first point of contact to the Director
• General EA tasks
• Assist and advise on projects and business decisions of the executive team
• Manage relationships with clients and business partners
• Manage other EAs and PAs

Requirements

• Educated to degree level
• 5+ years experience in a similar position
• Previous team management experience
• An in-depth knowledge of the industry
• Excellent written and verbal communication skills
• Competent with Microsoft Office packages, particularly Word and Outlook
• Read a more detailed business assistant job description

Business manager / Chief of Staff

Responsibilities

• Assisting and advising senior management across finance, HR, and operations
• Devise and manage internal projects
• Oversee all administration across business
• Manage full administrative team
• Act as liaison between CEO, senior management, and staff
• Hire new staff, manage appraisals and promotions

Requirements

• Educated to degree level. A master’s qualification would be advantageous but is by no means essential
• 8+ years experience in a similar position
• Excellent people management skills
• Strong business strategy skills
• Read a more detailed chief of staff job description

The post Understanding the Personal Assistant Career Progression appeared first on Tiger Recruitment.

Table of Contents

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

What is diversity and why is it important?

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

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

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

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

CIPD Diversity Factsheet

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

ACAS – Improving EDI In Your Workplace

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

Stonewall – LGBT In Britain Work Report

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

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

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

Our Responsibility in recruitment

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

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

Unconscious Bias

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

Education bias

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

Gender bias

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

Experience bias

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

Enthusiasm bias

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

‘Like me’ bias

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

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

Interviewing

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

Examples of good interview questions:

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

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

How would you describe your managerial style?

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

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

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

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

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

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

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

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

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

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

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

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

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

Examples of bad interview questions:

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

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

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

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

Tell me about your home life?

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

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

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

What can you tell me about your childhood?

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

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

Job Advertisements

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

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

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

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

Applying D&I Policy to Recruitment

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

Blind CVs

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

Reporting on applicants

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

Skills testing

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

Creating a role-based scorecard for interviews

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

Diversity targets

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

Where do we start?

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

To do this:

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

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

Diversity At Tiger

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

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

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

Frequently Asked Questions

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

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

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

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

The post DEI Recruitment Guidelines appeared first on Tiger Recruitment.

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.

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

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

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

What is neurodivergence?

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

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

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

Benefits of a neurodiverse workforce

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

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

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

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

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

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

Steps to create a supportive workplace culture

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

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

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

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

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

Inclusive hiring practices

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

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

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

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

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

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

Conclusion

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

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

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

In today’s job market, finding the best talent is proving harder than ever. Could you introduce any of these into your business?

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

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

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

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

1. AI doesn’t know you

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

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

2. AI doesn’t replace human touch

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

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

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

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

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

4. What can AI help me with?

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

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

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

Explore our latest roles or submit your CV today.

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

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

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

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

Be vulnerable

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

Don’t be afraid to ask questions

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

Challenge the status quo

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

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

Consider the working environment

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

Start Small

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

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

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

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

Listen to previous episodes on Apple and Spotify.

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

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

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

From the Tiger’s Mouth: Supporting Employees Through Menopause

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

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

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

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

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

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

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

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

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

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

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

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

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

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

From the Tiger’s Mouth: Empowering Neurodiversity at Work

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

What is neurodivergence?

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

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

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

Benefits of a neurodiverse workforce

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

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

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

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

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

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

Steps to create a supportive workplace culture

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

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

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

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

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

Inclusive hiring practices

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

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

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

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

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

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

Conclusion

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

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

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