An Overview of 2024 so far:
A visible sense of optimism is gradually coming back to the recruitment market, particularly within the finance function. Drawing upon recent results collected from our &ldquo;Outlook 2024&rdquo; survey, where we engaged with 200 c-suite recruitment leaders, a clearer understanding of the industry&rsquo;s 2024 trends has begun to emerge.
Among the results, 66% of those who took part were senior finance professionals, with the remaining responses being made up of CEOs/MDs and other business leaders. From the results, the overall sentiment regarding the initial months of this year, can be seen as cautiously optimistic, on track with, or just below budget expectations.
Conversations with finance leaders further support this sentiment, indicating that the first two quarters have served as pivotal re-building phase for their businesses by recruiting only essential hires thus compensating for the unanticipated setbacks experienced during the challenging economy and overall market in 2023. As confidence grows, evident trends signal a hopeful rise in hiring activities, and buoyancy across the market set out for H2 this year.
<img src="https://cdn.sourceflow.co.uk/ti49o09cl4prbhq0qh3ufu7x6qrs" alt="Outlook 2024" width="1130" height="194">
Finance Hiring Trends:
Shift in Role Demand: Since the start of 2024, there has been a noticeable increase in roles within the transactional finance function. Positions such as Credit Control, Pay&amp;Bill Administrators/Managers, Payroll Administrators, and AP/AR Assistants are emerging as the most sought-after hires within recruitment businesses. The need for transactional based finance hires positively reflects the overall market picking back up and more so, reflects on contractor books beginning to grow once more. As well as this, during the market downturn many senior finance professionals were recruited when income was low to try improve processes and decrease the overall spend whereas, transactional hires are being made now to maximise on income brought into the business.
2023 finance hire trends: Comparing 2024 to 2023, there has been a shift in hiring needs, where a predominant focus was on recruiting finance professions from at the Management Accountant level right through to c-suite level. The current shift towards transactional roles highlights a switch in priorities within the finance function, driven by evolving market dynamics and more senior candidates not being as open to moving on from their current roles.
Senior Candidate Retention: Despite the change in the market, with many senior finance professionals I have spoken with, there is a notable reluctance among them to actively pursue new opportunities. From discussions, the reasons behind this are working in conjunction with market uncertainties, which are leading senior professionals to exercise caution, as well as wanting to assist and play their part in the regrowth of the business. This contrasts with 2023 where a higher volume of senior candidates moved on from their roles in 2023, because they had more money tied up in equity/shares when the market was strong in 2021, and with the dip in market in 2023 and exits being pushed back, many senior finance professionals sought out higher base salaries/bonuses for more immediate gratification.
Conclusion:
To conclude, as we continue into 2024 and as we are learning more about the market, the finance function and recruitment as a whole has begun to show signs of green shoots and optimism throughout. We predict to see hiring needs continue to increase in H2 of 2024 and a growth for businesses throughout the sector. The resilience shown by these businesses and the willingness to &lsquo;think outside of the box&rsquo; as we navigate through and adapt to the new market in which we operate highlights a collective commitment amongst businesses to keep building and capitalising on emerging opportunities in the ever-evolving recruitment space.
Keep a look out for my next blog: Outsourced vs Inhoused Finance Function
&nbsp;

2024 And The Finance Function

<h5>​Register your interest in receiving our salary benchmarking document for the recruitment sector.</h5>
Compiled from data gathered throughout 2024, the salary benchmarking document will be released at the end of H2, 2024, in time for incentivising and rewarding your teams into to 2025 with packages, pay reviews and bonuses. Register your interest below to receive a copy of the benchmarking document.

Into 2025: The Recruitment Sector Salary Benchmarking

This is a topic that is by no means a one size fits all approach, and a lot of the factors at play may vary business to business. However, after speaking with hundreds of recruitment businesses to understand when, why and how they decided to invest in L&amp;D, here&rsquo;s an initial steer that may help answer the question of, when is the right time for you to invest in an in-house L&amp;D team?
One early factor to consider is the growth imperative your business has. Agencies are no strangers to fast growth, whether that be expanding existing client bases, entering new markets or diversifying your service offering. Growth often demands more than just hiring into your sales teams, and also requires you to up-skill your current employees, develop the leadership abilities of those from the top down and to ensure that you have the right technology in place to tackle new challenges.
Signs that it might be time to invest:
1. &nbsp; &nbsp; Increased employee turnover
If you are starting to suffer from an increased level of employee turnover, especially within those high-performing recruiters, this can be a sure sign that they are lacking something in their current company. Those in fast paced roles with fast progression routes usually crave constant development to support this growth.
While external trainers can fill some of this void, an in-house L&amp;D professional or team can dedicate time to developing those top performers to help them achieve their potential and enable your business to become more profitable and enjoyable to work at.
2. &nbsp; &nbsp; The appearance of skills gaps
As time passes and client needs become more niche, you may find your teams beginning to lose some of their initial training knowledge and lacking the necessary skills to meet the demands. Investing in L&amp;D is a sure way to enable you to deliver targeted programmes that will enable you to bridge skills gaps efficiently and effectively.
3. &nbsp; &nbsp; Key ratios not being met
KPIs and Ratios are a highly debated topic within recruitment, but however you approach them, they are a necessary part of being able to track what &lsquo;good looks like&rsquo; within your business and how to track back to the inputs roughly needed to reach success.
If you&rsquo;re finding that consultants are consistently missing the mark when it comes to hitting ratios and KPIs, this is something that an in-house L&amp;D leader can help with. They are experts at finding the root cause of issues, laying out a clear plan towards success, setting achievable targets and enabling change to take place.
4. &nbsp; &nbsp; Maintaining an edge over competitors
Differentiating from competitors in the agency space can be tough, but L&amp;D can help with keeping your teams up to date with the newest offerings and enabling them to be ahead of the game in front of clients. Being that stand out recruiter, while being able to do all the basics right every time, will allow for better client retention and higher chance of winning pitches against the competition.
5. &nbsp; &nbsp; Embracing new technology
Time is of the essence in recruitment, with it becoming more present in recent years that the rise of new AI led tech tools is enabling recruiters to faster complete those menial admin tasks and focus further time on those so called &lsquo;money-making activities&rsquo; that revolve around contact time with clients and candidates to provide you with constant market insight.
Making the Move to in-house:
Transitioning to an in-house L&amp;D might seem like a large shift when first taking the step, but it doesn&rsquo;t need to be. It can start with having internal learning champions or partnering briefly with external experts to enable a seamless transition.
Investing in your teams growth isn&rsquo;t all about meeting the demands of the market today, but about being proactive and preparing for the challenges and opportunities that you business may face tomorrow, next week, next quarter or in the coming years.
An in-house L&amp;D team isn&rsquo;t a luxury reserved for large companies, it&rsquo;s a strategic move that can drive success, innovation and longevity for your agency in an ever-changing landscape. After all, nurturing those you have already decided to hire seems a much wiser investment than hiring a whole new cohort of people and hoping some make it work.
If you&rsquo;re thinking that some of these issues ring home and you want to consider what an in-house L&amp;D professional could look like for you, reach out to me by completing the form below, so that we can further discuss where your business is currently up to, what your goals look like and what L&amp;D could do for you.

​When is the right time for a recruitment agency to invest in an in-house L&D team?

Earlier in March Camino Partners invited 25 financial controllers (FCs) from a variety of different recruitment sectors to attend our &lsquo;Pathway to CFO&rdquo; workshop, held in conjunction with Saffery accountants at the company&rsquo;s London offices. Four CFOs; Seim Munif - Gravitas Recruitment Group, Bala Shanmugam - Majar Group, Rebecca Horne &ndash; Leathwaite and Sue Lewis &ndash; Petroplan, conducted roundtable mentor sessions with the FCs, to provide tips and answer questions around stepping up into the &lsquo;number one&rsquo; seat in accountancy.
Following the workshop, we asked our financial controllers to position a series of key questions to our CFOs, conducted in a Q and A style interview with Camino Partners&rsquo; Managing Director, Matt Newman (MN).
Responding in the interview, below, were Bala Shanmugam (BS), CFO, Majar Group, Rebecca Horne, (RH) Leathwaite, Seim Munif (SM), Chief Financial Officer at Gravitas Recruitment Group.
​Matt Newman (MN) What do you think are the key differences between a Finance Director and a CFO?
Seim Munif (SM) A CFO role versus an FD role can sometimes just be semantics. A &ldquo;CFO&rdquo; is more of an American term but has become the norm in the UK. &nbsp;As the Chief Finance Officer, you should really have other directors reporting into you too. &nbsp;
In my experience, FDs are often a very safe pair of hands, excellent at stewardship and operational processes, accurate in what they do and confident in their delivery. &nbsp; A CFO will be expected to be a catalyst for change in an organisation, willing to speak truth to power and provide a different point of view. &nbsp;They are a business partner to the CEO and key stakeholders providing insight, identifying risks and mitigations. They are expected to add value in strategic projects across the organisation ranging from finance, systems, legal &amp; operations to leading M&amp;A and office openings. &nbsp;
The step up from an FD to a CFO can often be about elevating yourself from your current position through focus, prioritisation, stakeholder management &nbsp;and, importantly, effective delegation and empowerment.&nbsp;
<img src="https://cdn.sourceflow.co.uk/efphd3wuexmjmme1z6rasyjsrrp0" alt="The Pathway to CFO event" width="1000" height="750">
<h6 class="xxmsonormal">The Pathway to CFO event earlier in March was a great success for finance leaders seeking to step-up into the number one position in the accountancy department. The event was held in conjunction with Saffery, at their London office.</h6>
--
(MN)From your own experience, what three key learning points should future finance leaders keep in mind when stepping up to become a CFO?
(SM) Don&rsquo;t become the CFNo. &nbsp;There are so many more collaborative ways to disagree on a matter than saying &ldquo;No&rdquo;. &nbsp;Indeed, it is often better to agree with the positives from what is proposed and then overlaying with &ndash; &ldquo;have you also considered the following&rdquo;
Empowerment is fundamental to success. Provide a vision and clear goals, provide the &ldquo;why&rdquo; for the work that is being requested and cultivate a culture of transparency where people are open about their mistakes.
Relationships, attitude and networks can become more important than your own skills and knowledge.
<img src="https://cdn.sourceflow.co.uk/ti49o09cl4prbhq0qh3ufu7x6qrs" alt="outlook" width="1130" height="194">
(MN)What do you notice as some of the key differences between performing a 'controllership'-type position in the finance function and a senior leadership position in the finance environment?
Bala Shanmugam (BS)&nbsp;A senior leadership position such as a CFO has a broader scope that goes beyond stewardship of the reporting numbers and management of the&nbsp;balance sheet to include responsibility for things such as;
<ul>
<li class="MsoNormal">
strategic financial planning - such as&nbsp;fund raising, forecasting methodologies, developing and maintaining banking/finance partner relationships and so on
</li>
<li class="MsoNormal">
commercial analysis - to help identify actions that&nbsp; improve the effectiveness and efficiency of the business
</li>
<li class="MsoNormal">
developing financial/commercial&nbsp; policies to ensure clear positive management of the business
</li>
<li class="MsoNormal">
partnering with senior stakeholders and working on cross functional initiatives that require leadership and collaboration in equal measure
</li>
<li class="MsoNormal">
decision making becomes a critical skill and involves taking consistent, considered and evaluated decisions in what is on many occasions a &lsquo;grey&rsquo; area that will affect the entire business
</li>
<li class="MsoNormal">
strategic input to guide the long term success of the business - usually as part of a Board.
</li>
<li class="MsoNormal">
investor management - maintaining strong relationships and credibility with key investors to ensure they have the information to be sufficiently updated on the state of play and understand with sufficient visibility any challenges the business might face or investment the business may require to meet its objectives.
</li>
<li class="MsoNormal">
(MN) What leadership lessons have you learnt since stepping up to your CFO position and what advice would you give more &lsquo;junior&rsquo; team members who aspire to becoming a C-Suite leader, to develop their finance leadership skills?&nbsp;
</li>
</ul>
(BS)&nbsp;I&rsquo;ve probably learned more lessons from making mistakes than I have from getting it right the first time - but some of the key pieces of advice I would give are;
<ul>
<li class="MsoNormal">
Ensure you build strong relationships at all levels of the business so that you have a thorough understanding of the challenges faced from the ground up - as in my experience - this leads to more practical and effective solutions that will have impact.
</li>
<li class="MsoNormal">
Don't be afraid to make decisions - take responsibility and back your decisions, you would have evaluated the situation as thoroughly as possible and can showcase your leadership skills by explaining your decision making process and taking responsibility for the outcomes.
</li>
<li class="MsoNormal">
Ensure Finance are a value added team not just a cost centre - your team are critical to your and the businesses success - ensure you invest significant time into developing and guiding the team, giving them a bigger picture understanding, giving them earned responsibility as early as possible, encouraging business partnering with appropriate counterparts and allowing them to make mistakes along the journey. Involve your team in your decision making process wherever possible.
</li>
<li class="MsoNormal">
Plan head - look as far into the future as you can with any reasonable level of certainty and plan for eventualities - many actions take time to be implemented - as a leader you need to be able to ensure these actions impact when they are needed not when they are too late. This requires, strategic thought, clear forecasting abilities, scenario planning, networking and influence skills.
</li>
<li class="MsoNormal">
Embrace change - ensure you cultivate an environment where change is the norm rather than the exception. From continual incremental improvements to step changes such as technology implementations - a business that can be ahead of the curve or as a minimum quickly adapt to changing environments will generally be more successful than reactive businesses.
</li>
<li class="MsoNormal">
Data is king - every recruitment business gathers a significant amount of data - I have found that utilising your data effectively and creating a data culture within the business leads to better strategic decisions, improved profitability and the ability to make quicker decisions.
</li>
</ul>
MN:&nbsp;How do you see the role of CFO changing in the recruitment sector in the next ten-to-20 years
Rebecca Horne (RH).&nbsp;I think the term&nbsp;&lsquo;CFO&rsquo;&nbsp;can be used for so many different types of roles,&nbsp;CFO&nbsp;in a 20-person organisation will be different to a 20,000 person organisation, but overall the role should continue to develop in its consultative aspects and the &lsquo;toil&rsquo; elements should continue to dissipate.&nbsp; My hope would be technology helps to support greater assurance around compliance (as above and before removing some of the toil). &nbsp;The one element I don&rsquo;t believe will change is that all good finance roles (and more so a&nbsp;CFO) are about building relationships (whether that is tax managers with advisers or HMRC contacts or management accountants with their respective business leads they are business partnering) &ndash; the more we can continue to build relationships and trust in organisations to be able to share opinions supported by wide and varied data points that support effective and relevant decision making the greater the space we have at any table we are invited to. To me the role will continue to play a hugely important part in any organisation, continue to be hugely consultative, but able to rely on much more timely and varied information to feed opinion.
MN:&nbsp;What's the latest in finance automation and what are your thoughts around the future of AI?
RH: I don&rsquo;t have a specific answer around the &lsquo;what&rsquo; in relation to automation and AI, but across all organisations, and functions within organisations, we need to constantly be striving to remove &lsquo;toil&rsquo; from within organisations. I believe that is where organisations will benefit most in the short to medium term. More efficient transactional activity delivered more accurately. That said I am more mindful of how this is deployed against &lsquo;value add&rsquo; more &lsquo;nuanced consultative activity&rsquo; so my personal belief is that the provision of good quality data, delivered in efficient timeframes in an easy to use format will continue to be transformative for the finance functions, but for me the more consultative elements being replaced by AI have a healthy level of scepticism about. I don&rsquo;t think there is anything unique to the finance function or commercial organisations in the above, but it is the general tech enabled trends we are all dealing with day in day out.
<a title="outlook" href="/blog/how-do-200-recruitment-leaders-think-2024-started-for-the-sector"><img src="https://cdn.sourceflow.co.uk/4turlijlgzotcitbtwckisncvti4" alt="Micropaper" width="1000" height="759"></a>​

​The pathway to CFO: Three recruitment CFOs share their thoughts on ‘stepping up’ into the number one position in accountancy.

In the first blog surrounding L&amp;D in March, I discussed how key it is for recruitment companies to stay ahead of the game in the current market and being setup to be agile in an ever-changing economic environment. L&amp;D is one of those functions that can help most here, spotting trends, facilitating new training, driving consultants to find their weaknesses and be able to level up across the board. But which L&amp;D approach is best for your agency to enable you to find success in today&rsquo;s recruitment market. I&rsquo;ll be exploring the benefits of different approaches you can take as a business leader in recruitment.
&nbsp;
In-House L&amp;D: Cultivating a learning culture from within
1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Cost Efficiency:&nbsp;While having an internal L&amp;D trainer/leader may seem costly when looking at it initially, it often proves more cost-efficient over time and allows you the opportunity to continuously refine, improve and reuse training materials without incurring a cost every time.
2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Tailor to your needs: Having somebody in-house allows them the chance to observe, learn and take-in the culture and approach of your business. This will allow training programmes to be designed to match and will likely lead to a better uptake of information and a more open approach from employees in wanting to learn from someone within, rather than someone they don&rsquo;t really know.
3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Reinforcing Values:&nbsp;Training from within gives you the opportunity to consistently reinforce your culture and values, helping to keep a close-knit environment, driving belonging and dedication and naturally leading to higher retention rates, a well-known challenge in recruitment.
&nbsp;
Hybrid L&amp;D: Getting the best of both worlds
1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Allowing for adaptability:&nbsp;As earlier mentioned, being forward focused and ahead of the game is key. This model allows for a flexible learning culture where you can implement those internal touches to training whilst also drawing on external wisdom which often could be missed or not known internally.
2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Cost flexibility:&nbsp;Having an internal trainer and being able to use external support allows you to be cost-flexible, where you can spend where needed on further support but cut back in times where not needed. You&rsquo;ll be aware of your baseline cost for L&amp;D but you can set out a further budget to be accessed when required at different points in your businesses journey.
3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Customise external insights: Blending internal resources and external expertise will allow you to create customised training programmes with top-tier content. It allows for relevance to company objectives while benefitting from industry wide best practice.
&nbsp;
External L&amp;D: Tapping into expertise outside of your company
1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Utilising specialists:&nbsp;While you might not have that internal touch to your training, you have the opportunity to choose from many options and know that what an external trainer is providing will be top tier and gives you access to new techniques and insights.
2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Time-efficient:&nbsp;If you need a rapid fix on a focused issue, then L&amp;D programmes run by external trainers are the way to go. While their training modules might not be personalised, they are always ready to go and ready to deliver. This agility can be crucial in fast-changing market conditions.
3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Networking opportunities:&nbsp;Having your employees attend external workshops, courses or events will expose them to wider industry networks. This can open up new partnerships, business opportunities and potentially give a better understanding of market trends outside of your business.
&nbsp;
While it&rsquo;s obvious that many factors will adjust what direction you take when it comes to L&amp;D, these few reasons should help point you in the right direction as to what your need is. Usually coming down to Time, Quality or Cost, L&amp;D can be flexible across the three but requires you to sit down and look at what you need, and why you need it before taking steps to implement it.
Ultimately, investing in an L&amp;D strategy is not just something that can be done overnight and takes proper planning and preparation. By investing in the right L&amp;D strategy, recruitment companies can empower teams, drive client satisfaction, drive long-term growth and most importantly, help to increase company profitability and revenue per head.
If you&rsquo;re interested in learning more about how your business compares to other agencies we have helped support in finding the right L&amp;D person for them, drop me a message on LinkedIn.
​
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Finding the right L&D approach for your recruitment company: In-House, External or Hybrid?

OUTLOOK 2024, our first 'micropaper' study of the recruitment industry will be released in April, 2024.
We've surveyed 200 leaders in the recruitment industry to find out their feedback and thoughts on how 2024's started for the recruitment sector. The focus of the micropaper includes:
<ul>
<li>A digest of data compiled from how 200 leaders in the recruitment industry think 2024's started for the sector</li>
<li>Additional thoughts, opinions and commentary on what could be ahead, with input and introductions from sector experts and financial professionals</li>
</ul>
Register your interest to receive your copy.
To receive your copy of this micropaper, please leave your details below. Your data will be stored in line with our privacy policy. Submission of the form also means you'll receive marketing updates from Camino Partners.

HOW DO 200 RECRUITMENT LEADERS THINK 2024 STARTED FOR THE SECTOR?

Recruitment is one of the most dynamic industries out there and is one that has a constant need to evolve, stick with trends and find new ways to stand out in a crowded marketplace.
To stay ahead in this competitive field, agencies need more than just a keen eye for talent&mdash;they need to nail strategic planning, adaptability, and a commitment to growth. This is where Learning and Development (L&amp;D) departments step in, serving as the catalysts for commercial success. In this blog we will look at five ways L&amp;D departments can drive forward the profitability and efficiency of recruitment agencies.
1. Strategic Training Programs
Effective recruitment is more than matching CVs to job descriptions. It's about understanding clients' needs deeply, strategising placements, and nurturing long-term partnerships. L&amp;D departments can design specific training programs that equip recruiters with the skills to do just that.
​Client Relationship Building: Training on relationship management can empower recruiters to forge strong connections with clients, understanding their business goals and creating bespoke recruitment solutions.
Market Analysis: Courses on market trends and competitor analysis enable recruiters to stay ahead of the curve, identifying emerging sectors and adapting strategies accordingly.
Advanced Candidate Sourcing: Techniques in passive candidate sourcing and networking skills can expand the reach of recruiters, tapping into hidden talent pools that competitors aren&rsquo;t seeing.
​2. Technology Integration
Tech is becoming a game-changer for recruitment agencies. L&amp;D departments play a pivotal role in ensuring that recruiters are adept at utilising the latest tools and platforms to streamline processes.
​Data Analytics: Courses in data interpretation and analytics enable recruiters to make informed decisions, using and delivering against insights for targeted candidate searches and market predictions.
Automation Savvy: Learning to use automation tools for routine tasks frees up time for recruiters to focus on relationship-building and strategic planning. The rise of Chat GPT to automate multiple tasks has been evident in the past 12-18 months.
CRM/AI Use: Recruitment CRMs are beginning to integrate AI into their day-to-day standard operating procedures, consultant awareness about the potential of AI impact on their work streams is an ongoing learning curve for recruiters and recruitment leaders.
​3. Soft Skills Development
Recruitment is a people and relationship focused industry. While technical skills are crucial, it's the soft skills that truly set exceptional recruiters apart. L&amp;D departments can nurture these qualities through specialised training programmes to help each recruiter find their individuality.
​Effective Communication: Courses on active listening, persuasive communication, and negotiation skills empower recruiters to build rapport with both clients and candidates.
Emotional Intelligence: Training in empathy and understanding emotional cues aids recruiters in creating a positive candidate experience, leading to better relationships and more opportunities to create and find business leads.
Leadership and Mentoring: Developing future leaders within the agency through mentorship programs cultivates a culture of growth and talent development.
​4. Compliance, Legal and Diversity, Equality &amp; Inclusion (DE&amp;I) Knowledge
Navigating the legal landscape of recruitment is key when looking to maintain trust with clients and candidates. L&amp;D departments can ensure that recruiters are well-versed in compliance requirements and topics surrounding DE&amp;I.
​Legal Workshops: Regular updates on employment laws, discrimination guidelines, and data protection regulations keep recruiters informed and agencies protected.
Ethics Training: Upholding ethical standards is key to building a reputable agency. Training sessions on ethical decision-making and handling sensitive information are invaluable.
​5. Continuous Learning Culture
Success in recruitment hinges on adaptability and a thirst for knowledge. L&amp;D departments can foster a culture of continuous learning within the agency, keeping teams motivated and one step ahead when it comes to industry advancements.
​Professional Development Plans: Tailored plans for individual growth, including certifications, workshops, and conferences, empower recruiters to excel in their specialties.
Knowledge Sharing Sessions: Internal training, lunch &amp; learns, and peer-to-peer learning sessions encourage collaboration and communication surrounding best practices.
Feedback Mechanisms: Regular feedback loops, both from managers and through self-assessment tools, enable recruiters to reflect on their performance and identify areas for improvement.
​In conclusion, the role of L&amp;D departments within recruitment agencies extends well beyond training someone to &lsquo;get them up to speed&rsquo;.
L&amp;D can be the architects of your success, creating agile, knowledgeable, and proficient teams that drive revenue and commercial growth.
By investing in strategic training, embracing technology, nurturing soft skills, ensuring compliance, and fostering a culture of learning, L&amp;D departments set a high standard for recruitment agencies to thrive in a competitive market.
As the industry continues to evolve, the need for L&amp;D within recruitment will become even more pivotal, shaping the future of recruiters to come and TA strategies for the future.
​For more information about how L+D can add value to your recruitment business, contact us using the form below to arrange a consulting session with Courtney Gresty.

Unlocking Commercial Success: 5 Ways L&D Departments can drive commercial success for Recruitment Agencies

<h4 class="Paragraph SCXW175248758 BCX8" align="left">Recruitment can often be seen as an as industry where one approach works for all and where everyone works in the same way, however this couldn&rsquo;t be further from the truth, and it transcends into the L&amp;D professionals and teams that you will need to make your approach to recruitment successful and to help your business grow.</h4>
These nuances across businesses can be culture, business goals, or even just the values that you represent and the outside view you want people to have of your business.&nbsp;
From speaking with hundreds of recruitment leaders, here&rsquo;s 3 different types of L&amp;D I have seen across the industry that might open your eyes to what your business needs from L&amp;D.
1.The Academy Hiring Model
This model is likely the most common that you&rsquo;ll see and but also the most common misconception for what an L&amp;D Department does within your business.This setup is one where a business looks to consistently hire in junior talent and grow from the ground up, opting to train talent in its own ways of working rather than bringing in experienced talent that may operate in slightly different ways compared to your current business.
It requires someone from an L&amp;D perspective who can design, create and deliver programmes surrounding the core competencies of recruitment (often referred to as &lsquo;Recruitment 101&rsquo;). It focuses on that initial6&ndash;12-month journey for a consultant to get them setup for success and then allows managers of teams/divisions to take on further development needs after this period. This usually hosts a strong classroom training structure initially, with longer term desk and 121 coaching coming into play to correct and develop certain areas.
While this model is usually highly successful at helping businesses to implement their values and ways of working form day 1, it also relies on a solid Talent Acquisition plan to hire the right type of person when it comes to their motivations and culture fit.&nbsp;
2.The Sales Floor Coach
This model is one where businesses have an L&amp;D professional who is extremely motivating, and a driving force for consultants and leaders to take advice and notes from at any time whilst on a sales floor.
It&rsquo;s often seen more commonly in fast paced industries or contract focused markets, where time is of the essence and having that figure in the room at sat at desks with consultants can help to drive quick wins at the desk, while spotting development themes across the floor for which they can build and deliver training programmes to help mitigate and improve performance across.&nbsp;
This L&amp;D person will often be seen as a crucial part of the SLT, allowing them to understand the goals and desires of the business from the top down, and therefore enabling them to put this into practice when working with consultants 121 day in day out.
3.The Process Expert
A lot of recruitment businesses will find that they are actually performing really well from a sales perspective and they may feel that they don&rsquo;t need anything from a typical L&amp;D department. However what comes with good sales success, usually comes with a lack of organisation and a messy CRM/tech stack (we all know admin is a recruiters least favourite task).
A process/operations focused L&amp;D expert could help clean things up, get everyone working in one direction and also help find that extra 10% of revenue, whether it be from an organised talent pool allowing quicker access to candidates, or a solid BD target list meaning better consistency when it comes to client communication.
These are just 3 different approaches I have come across when hiring for recruitment agencies, but each of these models have nuances that allow businesses to use L&amp;D teams to make them more successful and ultimately, more profitable.Every business has a different need and even those early in their journey could benefit from L&amp;D, yet they just don&rsquo;t know how or have only assumed L&amp;D is a one-way street for training rookie recruiters.&nbsp;
If you&rsquo;re interested in learning more about how your business compares to other agencies we have helped support in finding the right L&amp;D person for them, drop me a message on LinkedIn or reach out on my details below.
&nbsp;
&nbsp;
​

​​What type of L&D function does your business need?

Recruitment companies play a crucial role in bridging the gap between job seekers and employers. But in a turbulent economic climate, and at a time when there are so many digital and AI recruitment solutions on the market, recruitment leaders are facing new challenges, that will require a careful hand and effective leadership to overcome.
Here are some of the most common challenges recruitment companies are likely to face in 2024, and some of the solutions that leaders may want to consider.
&nbsp;
<h3 class="p3">Challenge 1: High Employee Turnover</h3>
Despite the "great resignation" being well and truly over, recruitment companies are still experiencing high turnover rates among their staff. This is partially because a large number of recruitment businesses have called their staff back to the office full-time, and there are many who don't wish to give up the flexibility of hybrid working. However, this turnover is likely to be compounded over the coming months by the change in the marketplace. There will be a number of recruiters who began their recruitment careers in 2021 and 2022, when there were unprecedentedly high numbers of job vacancies and recruitment companies were in demand. The tides have shifted somewhat during 2023, and many who found their first years in recruitment relatively easy are now facing challenges in their business development for the first time. As things get tough, and their bonuses begin to shrink, they may consider leaving for more stable in-house roles or to pursue something different altogether.
Solution:&nbsp;The best recruitment leaders have already begun to act, providing extra training and support for staff in work winning, and exploring new avenues for business. Leaders can also help combat turnover by fostering a supportive work environment that values employee well-being. This includes prioritising a healthy work-life balance and good mental health. Initiatives such as a wellbeing coach, or mental health first aiders will be important, and recognising and rewarding achievements will also boost morale and retention.
&nbsp;
<h3 class="p3">Challenge 2: Attracting Quality Candidates</h3>
For many of the same reasons, attracting top talent is going to be a significant hurdle next year. For some, this may not be an issue, but those who still have ambitious growth plans in their sights, struggling to attract quality talent (especially experienced recruiters), will cause an issue. It may be harder still due to evolving job seeker expectations, the rise in cost of living (and related salary requirements) and the increasing importance of digital platforms and skills.
Solution:&nbsp;This is the time to sort out your EVP (Employee Value Proposition). Helping potential recruiters to see your company as a leader in the industry, and showing all the benefits of being a part of your company could help to tempt experienced passive candidates as well as new graduates. Leveraging technology to enhance the recruitment processes to make it more efficient and candidate-friendly could also make a difference. It's important to understand the motivations and aspirations of job seekers within the recruitment sector, and tailor the recruitment approach accordingly.
&nbsp;
<h3 class="p3">Challenge 3: Building a Strong Recruiter Brand</h3>
More and more recruitment companies are understanding the importance of establishing a strong, reputable brand. But this can be challenging at a time when trust in the recruitment industry is low amongst candidates and the requirement for recruiters is low amongst clients. A weak brand, poor reviews, or just an inability to communicate values and solutions, can deter candidates and clients.
Solution:&nbsp;Leaders should actively work on building a positive brand image through both the company&rsquo;s social media pages, but also through their own personal brand. By encouraging and supporting team members to be active on LinkedIn and build their personal brands too, it&rsquo;ll be easier to demonstrate a positive company brand. It&rsquo;s absolutely crucial to ensure teams are prioritising exceptional customer service to create positive word-of-mouth &ndash; this includes keeping candidates up to date &ndash; remember, no news IS news to a candidate waiting on a response from a hiring manager. Another great way to enhance the brand is by engaging in community and industry events. In 2024, consider sponsoring awards, attending networking events and hosting business breakfasts.
&nbsp;
<h3 class="p3">Challenge 4: Effective Business Development</h3>
Continuous business development is vital for survival and growth in the recruitment sector. This involves not just acquiring new clients but also maintaining relationships with existing ones. But over the past year, winning new business hasn&rsquo;t been easy, and it&rsquo;s not going to get easier during 2024. Businesses are concerned about the economic climate so aren&rsquo;t hiring in the numbers they have been over the past couple of years.
Solution:&nbsp;This doesn&rsquo;t mean recruiters should give up on business development. Good leaders should help their team to be proactive in mining their database to reignite old relationships, whilst also putting the effort into nurturing existing relationships. Now is the time to invest in training in sales and negotiation for staff. Finally, this is a good opportunity to begin to use data analytics and AI to identify market trends and potential areas for growth.
&nbsp;
<h3 class="p3">Conclusion</h3>
The recruitment industry's landscape has changed over the past year &ndash; the pendulum has swung back, and the challenges recruitment companies now face require adaptive and visionary leadership. By focusing on employee satisfaction, candidate experience, brand building, and proactive business development, leaders in the recruitment sector can steer their companies towards long-term success and stability. This approach not only addresses the immediate challenges but also positions the company for future growth in an increasingly competitive market.
​

Navigating recruitment challenges in 2024

Before the pandemic, the word &ldquo;burnout&rdquo; was one that was regularly whispered around the corridors of workplaces, with 40% of the millennial workforce experiencing extreme burnout at work.
​During the height of the pandemic, this generation suffered again &ndash; taking on the role of teacher to their children whilst holding down a full-time job in a new work-from-home set up, that they were sharing with their partner and kids. Suddenly there was no escape from the already high-pressure job.
​It's not surprising then that what followed this mania of intense pressure, was mass resignation. After coping for months (and in some cases years) with homeworking under the most difficult circumstances, many began to see that there were a number of benefits to the new set up (at least once they were able to pack the kids back off to school). And then a new generation entered the workforce with a new set of rules and norms, having only known remote and hybrid working.
​But with employers wanting the regain control of their workforce by bringing them back to the office and workers calling for greater protection of their work-life balance, there was a bit of a standoff. After adjusting to these extreme new ways of working, people were loathe to return to a set up where they would waste an hour every morning and evening getting to and from the office. Employers were concerned that productivity would drop and their offices would stay empty.
​The four day week trial
​Into this conversation sauntered the four-day week trial. It was hailed by employees everywhere as the answer to the problem. Get paid the same amount but get an extra day a week for leisure. With a four day week, many even seemed happy enough to compromise and return to the office.
​
The pilot schemes being studied by researchers at Boston College, University College Dublin, Oxford University and Cambridge University saw more than 100 companies across the US, Ireland, Australia and the UK adopting a four-day week with no loss of pay. The aim was to understand the benefits for both employee and company, while identifying the limitations.
​
And for those companies involved, the result was fantastic &ndash; most reported a rise in productivity rather than a drop. 39% of employees reported being less stressed, and 71% reported having reduced levels of burnout at the end of the trial. Companies saw improved sales, an average of 8% increase in revenue, improved absenteeism and reduced sick leave.
​
Work-life balance has been a hot topic in recruitment of late. Burnout is rife across the sector, and as such, recruitment companies are looking at ways to help improve employee wellbeing.
These pilot schemes have given a snapshot into more productive working patterns. Employees have reported greater control over their schedules, cancelling unnecessary meetings, cutting wasted time on &lsquo;filler&rsquo; tasks and redesigning work practices in ways that prioritise collaboration, productivity and motivation.
​
Much of this follows the concept of Parkinson&rsquo;s Law &ndash; that work will expand to fill the allotted time. Whether there are 5 days or 4, the amount of work that is completed will likely be the same. The difference will be in the efficiency with which the work is completed &ndash; the breaks, the procrastination, the levels of focus. So, by reducing the allotted time for each task by 20% (and removing a couple of those &ldquo;should have been an email&rdquo; type meetings) each week, high productivity levels aren&rsquo;t difficult to imagine.
​
<h2>Ways to protect work life balance</h2>
​One of the key roles of a great leadership team is finding the right balance between ensuring high levels of productivity and protecting your team from burnout. A four day working week could be one answer to this problem. But in a sector where an "office first" approach is often preferred as a way of building culture and helping to train younger employees, finding other ways of striking a good work life balance is crucial.
​Here are some other tactics to ensure that team members don&rsquo;t fall foul of burnout:
​1)&nbsp;&nbsp;&nbsp; Clear working hours and boundaries
Making sure that every team member knows what their hours are, and that they&rsquo;re not expected to deal with queries outside of these working hours. In recruitment there are times when it's necessary to talk to candidates outside of working hours, and most people working in the sector are sensitive to this. To prevent burnout or disengagement, make sure that there are safeguards in place to prevent this from being a regular occurrence in addition to regular hours, and offer them flexibility as well as overtime pay or TOIL in return for this. When smaller, less important issues start to filter into inboxes during the evenings, the work/life boundaries begin to blur.
​2)&nbsp;&nbsp;&nbsp; More efficient collaboration tools
Collaboration is a crucial part of most roles, but finding the space to do this is sometimes challenging, and too often our only collaboration touchpoints are formal meetings. With people potentially working different sets of four days, keeping in touch and collaborating will need to be more intentional, and digital tools such as Slack and Notion can help regular, efficient collaboration.
​3)&nbsp;&nbsp;&nbsp; Measuring on outcomes rather than hours
Rather than clock watching, move to a system where team members are measured by their working outputs &ndash; the actual tasks or projects they complete during the week, rather than the hours they have physically worked. This requires a high level of trust between team members and managers, but where it works, it can be highly empowering and helps teams to become more autonomous and productive.
​4)&nbsp;&nbsp;&nbsp; Encourage time off
It may sound counter-intuitive, but in reality, if your team are rested, if they take regular breaks from work, if they work in a culture where time off is a celebrated part of being a productive team member, you&rsquo;re likely to build a team that works harder and has higher overall morale, because they feel looked after. Making sure that staff aren&rsquo;t forced to come to work when sick, or unable to take requested time off will go a long way to creating a culture that avoids burnout.
​5)&nbsp;&nbsp;&nbsp; Feedback
Nearly two-thirds (65%) of professionals would like to give anonymous feedback to their managers. Do you have a route for this? If the only opportunity that your team members have to provide feedback is during their one-to-ones, it&rsquo;s unlikely that you&rsquo;re getting a true representation of how they are feeling about work. If you want to take a true litmus test on burnout and your teams&rsquo; wellbeing, take regular, anonymous surveys, or offer an anonymous feedback scheme.
​Ultimately, a four-day working week is just one way of showing flexibility, autonomy and trust to your team members, and it&rsquo;s these principles that are leading to better outcomes. Ensure that you weave them into the way you lead your teams and you&rsquo;ll see better results.
​
​

Is the four day working week the answer to better work-life balance?

We caught up with our TA recruiter, Charlotte Urban, to ask her about Employer Branding - what it is, why it's so important, and how to get one. Here's what she said:
<h2>​What is an employer brand?</h2>
​Every organisation has an employer brand, whether they think about it or not. Your employer brand is the way you differentiate yourself with prospective employees. It&rsquo;s the reason people choose to work for you over some other recruitment company. It&rsquo;s the way your people talk about you, the way they feel about working for you. It&rsquo;s ultimately your secret weapon for attracting, recruiting, retaining and engaging your colleagues.
<h2 class="p1">​How&rsquo;s it different from an employee value proposition?</h2>
​This is a great question to ask, not least because if you&rsquo;re asking it, you&rsquo;re thinking about both of these things, which we would heavily encourage you to do! Think about it as &lsquo;us&rsquo; and &lsquo;them&rsquo;.
​When you&rsquo;re putting together your employee brand, you&rsquo;re thinking in terms of &lsquo;us&rsquo;. It&rsquo;s all the things that make your company unique and special &ndash; your culture, values, and ways of working, how you talk about yourself and how your employees talk about you. It&rsquo;s the messaging you put out into the world.
​When you think about your EVP, you&rsquo;re thinking about &lsquo;them&rsquo;. Your EVP talks about all the things that prospective employees want and need &ndash; salary, benefits, flexibility, holiday, perks, career progression.
​To put it another way, it&rsquo;s the difference between who you are, and what you give. Your EVP is part of your employer brand, but your employer brand is so much more than that.
<h2 class="p1">​Why is a good employer brand important for Talent Acquisition?</h2>
​Attracting talent has become harder in the years since the pandemic. People&rsquo;s priorities have shifted, and many workers (especially in the younger generation), expect more from their employers. There has been a growing trend of people choosing employers based on considerations like value alignment and representation, meaning recruitment companies are having to work harder at portraying the right messaging for the people they want to attract.
​The TA market for recruitment is competitive! There are a lot of recruitment companies in growth mode at the moment, meaning there are a lot of options for both graduate and experienced recruiters. Standing out from the crowd is really important, but on top of that, the clearer your messaging is, the easier it will be to attract the kind of talent that you want for your company.
<h2 class="p1">​Okay, so how do you go about creating a good Employer Brand?</h2>
​Well the first step is to understand your brand yourself! I know that sounds obvious, but actually, there are a lot of companies who have a bit of an identity crisis when it comes to the way they portray themselves &ndash; they feel like they&rsquo;re supposed to be corporate, or smart, or professional or whatever picture they have in their heads, when in reality that&rsquo;s not what their company is like at all.
If you&rsquo;re a fun, youthful, casual kind of place, own that. If you&rsquo;re a chaotic start up, own that. If you&rsquo;re a super corporate, shiny and polished company, own that. It&rsquo;s so important to know who you are, because that&rsquo;s how to attract the people who will stick around. Start-ups aren&rsquo;t for everyone, but neither are corporates. You need to tap into the audience that is right for you. &nbsp;
<h2 class="p1">​Good start. So you&rsquo;ve got a handle on who you are internally. Then what.</h2>
​Next you need to make sure the messaging you&rsquo;re putting into the world matches that vibe. So this is where Talent Acquisition needs to work with Marketing to ensure that the website, the social media posts, the job adverts all align and put across the same picture of the organisations.
​And there are some key things that you should consider here:
​Diversity and Inclusion&nbsp;&ndash; Representation matters. If you want a diverse workforce, you need to make that clear. Your images should show diversity, you should have D&amp;I statements on your job ads, your website should be accessible and talk about accessibility. If you have affinity networks or employee resource groups, talk about those. If you support LGBTQ charities, make that known. If you are a disability friendly workplace, talk about it and show how.&nbsp; Consider taking part in things like National Inclusion Week, your local Pride or becoming an Inclusive Employer. But remember &ndash; it has to be authentic. D&amp;I isn&rsquo;t a tick box, so if it&rsquo;s not something you&rsquo;re ready to be actively engaged in, don&rsquo;t do it!
​Glassdoor&nbsp;&ndash; There&rsquo;s no better advocate for your company that your current employees. So leverage their opinions! Ask them to leave you reviews on sites like Glassdoor or on Google. Ask them to share social media posts with a comment on what they love about working for you. People thinking about joining you will want to know how people feel about working for you, so give them plenty of opportunities to see how much your employees love their job.
​Values&nbsp;&ndash; Values matter more than they ever have before. As I mentioned before, more and more people are choosing their employer based on value alignment, so showcasing what matters to you &ndash; and more importantly &ndash; how you live that on a day to day basis, is crucial. Whether that&rsquo;s fundraising for particular charities, being environmentally sustainable and eco friendly, having a focus on homegrown talent, being digital first, it&rsquo;s really important to know your values and show how you embody them. That way anyone considering joining you will see at a glance that what matters to them also matters to you.
​Culture&nbsp;&ndash; Like I said before, help people to see what they&rsquo;ll be getting into when they join you. Your LinkedIn page should act as a window into your company &ndash; fill it with the faces of the people they&rsquo;ll be working with, make sure the tone of voice you use matches the one that you use internally, promote the way you treat your employees. I don&rsquo;t mean fill your feed with pictures of drunken nights out or extravagant incentive lunches &ndash; but make sure that you&rsquo;re visible and intentional about rewarding employees for their hard work.
<h2 class="p1">​Okay! So, know who you are, then show who you are. Anything else?</h2>
​Yes &ndash; my advice would be, think ahead. I think recruitment companies get caught in a trap of not thinking about their future hiring needs in advance. But bringing in new talent usually means 3 months of onboarding and training, and another 3 months before they&rsquo;re up to speed and/or billing. If you add to that a minimum of 3 months to source candidates, interview them and have them work their notice, any company with growth plans needs to be thinking about hiring at least 9 months in advance at the absolute minimum.
​A great TA has their recruitment strategy mapped out a year in advance, drip feeding their messaging in the right places, and knowing exactly when they need to ramp up activity to get people in for their next talent academy or training weeks or however their company does it.​
<h2 class="p1">Brilliant. So if you could give the recruitment company TA&rsquo;s out there some advice, what would you say? &nbsp;</h2>
​Get organised, and collaborate:
1.Sit down with your MD and Ops and map out the growth plan. Find out when they want increased headcount on the ground, then work back from there.
2.Work with Marketing to craft the messaging and to put together a library of imagery that portrays who you are as a company. Agree tone of voice and style with them.
3.If you have an L&amp;D Manager, spend time with them to understand what training and onboarding looks like so that you can show potential employees how well supported they will be.
4. Work with Operations to create a smooth and seamless onboarding process for new employees, so that when they start they get the best possible first impression, and so that it doesn&rsquo;t put unnecessary or unexpected pressure on Ops and IT when there are new starters.
​And that&rsquo;s about it &ndash; that should be enough for any TA to get started on making sure their recruitment company has an Employer Brand that works for them!

Your employer brand and why you need one

​LONDON, UK &ndash; Wages in the UK are growing, despite rising unemployment rates, a recent study has shown (September 12, 2023).
Pay packets in the UK are up by 7.8% and are keeping pace with inflation for the first time in over a year, according to a new data report published by the Office of National Statistics (ONS*).
The ONS report also says that average earnings - excluding bonuses - are maintaining the fastest pace of growth since the series began in 2001.
But despite pay increases, the study also highlights unemployment is continuing to grow, with rates at the highest figure since 2021.
The proportion of people now out of work and looking for a job rose to 4.3% in the three months up to July.
UK Employment rates have dropped by a higher-than-predicted 207,000 in the three months to July of this year.
It&rsquo;s the biggest such fall since the three months to October 2020, the ONS data showed.
Commenting on the statistics, Camino Group CEO, Sachin Ruparelia, said the growth in employee wage rises was also reflective hiring trends in Camino Partners' and Camino Search's recruitment markets.
"Within our specific market sectors, we have noticed an average salary inflation in the region of 11%," he said.
"Although it is disappointing to see the UK employment rate falling, more positively, we have noticed a 20% rise in job opportunities within our specific recruitment markets, which is encouraging."
Camino Group is currently experiencing a strong period of growth having recently moved into its new London office, near Liverpool Street Station.
The operation plans to double its consultant headcount by the end of 2024 and is investing heavily in academy training programmes to develop the skills of its consultants.
&nbsp;
---
*To read the full report visit the ONS website, here:&nbsp;<a href="https://www.ons.gov.uk/releases/uklabourmarketseptember2023">UK labour market: September 2023 - Office for National Statistics (ons.gov.uk)</a>

September ONS Snap-Shot: UK Pay Packets Up But Unemployment Is also Growing

<h2 class="p1">The Road to a Rewarding Career in Accounting: Qualifications and Pathways</h2>
If you have sharp analytical skills, an aptitude for numbers and finance, a career in accounting might be the perfect fit for you.
If it&rsquo;s something you&rsquo;ve considered, there are some qualifications you&rsquo;ll need to consider to get you started. There are a few different routes into accounting, so we&rsquo;re going to go through some of the qualifications and some of the routes you can take to get you started in a career in accounting.
​Qualifications for a Career in Accounting
<ol>
<li>
Educational Background: To begin with, thinking about your educational choices is a good start. The most common route into accounting is bachelor&rsquo;s degree in accounting or a related field. It&rsquo;ll give a solid foundation in accounting principles &ndash; things like financial analysis, auditing, taxation, and information systems. That being said, it is possible to get into accounting with an associate degree or even some relevant certifications. Having a bachelor's degree will open up opportunities for advancement and specialisation more quickly, but it&rsquo;s not the only option.
</li>
<li class="li3">
Accounting Qualifications: Earning professional certifications is another way you can begin a career in accounting.
</li>
<ul class="ul1">
<li class="li3">
The ACA (Associate Chartered Accountant) qualification is three years of on the job learning alongside 15 exams. You must complete 450 days of work experience and professional development and ethics.
</li>
<li class="li3">
The ACCA (The Association of Chartered Certified Accountants) qualification has more flexibility and can be completed full time, part time, distance or online. There&rsquo;s practical work experience, 13 exams and ethical modules.
</li>
<li class="li3">
The CIMA (Chartered Institute of Management Accountants) qualification is quite different, as it focuses on management accounting, emphasising financial accounting and reporting. It can take three years or more, depending on how it&rsquo;s studied. It has four levels &ndash; certificate, operational, management and strategic.
</li>
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<li class="li3">
Experience: Obviously getting your qualifications and certifications in order is essential, but gaining practical experience in accounting can give you a competitive edge.
</li>
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If you can manage it, consider an internship, cooperative education programs, or entry-level roles within accounting firms or finance departments to gain hands-on experience and develop your skills. Many will take you on and then support your training while you work for them.
​Succeeding as an Entry-Level Accountant
Starting a career in accounting can be challenging, but with the right approach, you can set yourself up for success. Follow these tips to give yourself the best possible start.
<ol class="ol1">
<li class="li3">
Continuous Learning: Accounting is constantly evolving - changes in regulations and technology mean that, even though numbers stay the same, the job is always changing. Do what you can to stay updated with industry trends, attend professional development seminars, and pursue additional certifications to enhance your skills.
</li>
<li class="li3">
Attention to Detail: Accuracy and attention to detail are critical in accounting. Double-check your work, review financial statements meticulously, and ensure that all information is accurate and complete.
</li>
<li class="li3">
Effective Communication: Accounting is not just about numbers; it also requires strong communication skills. This is especially true in the recruitment sector where you&rsquo;ll need to collaborate with consultants daily. You&rsquo;ll need to explain complex financial information to people with varying levels of financial literacy and help people to understand the ins and outs of everything from client invoicing to the commission scheme.
</li>
<li class="li3">
Embrace Technology: The accounting profession is becoming increasingly automated, with software and systems handling routine tasks. Stay one step ahead, get to know the latest accounting software and embrace technology to streamline processes and improve efficiency.
</li>
<li class="li3">
Networking: Building a strong professional network can provide valuable opportunities for career advancement. Attend industry events, join accounting associations, connect with professionals in your field, and get active on LinkedIn.
</li>
</ol>
Starting a career in accounting can be a rewarding journey with ample opportunities for growth and advancement. By obtaining the necessary qualifications, exploring different pathways, and adopting key strategies for success, you can set yourself up for a fulfilling and prosperous career in accounting. Remember to stay dedicated, embrace lifelong learning, and always strive for excellence.
​

A career in accounting - where to start

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Recruitment companies in growth mode are always on the lookout for high quality talent. And that&rsquo;s just as important in the back office as it is with sales staff. But in a market where there are so many options for employees to stretch themselves and build rewarding careers, it&rsquo;s absolutely imperative for recruitment companies to show exactly what they offer, and why they&rsquo;re a fantastic place to grow.
​Crafting a quality Employee Value Proposition (EVP) is the first step to creating the best offer to bring talent into your company.
​The fact is, unless you&rsquo;re a household name or global brand, it may very well be that your potential candidates have never heard of you. If you&rsquo;re up against 5 other recruitment companies (and sometimes even companies outside the recruitment sector too), it&rsquo;s crucial to have something that helps you to stand out from the crowd. A strong EVP can be exactly that.
An EVP can help to ensure that, even if your candidates have never heard of you, you can grab their attention and show them what your company is all about, why it&rsquo;s a great place o work, and what they&rsquo;ll get out of being there.
Your EVP will help you communicate quickly and simply what you&rsquo;re about as a company &ndash; what you stand for, and what your employees can expect from you. It&rsquo;ll give candidates confidence that they can build a career where they can flourish, that they&rsquo;ll be appreciated, that they&rsquo;ll be fulfilled and rewarded.
​But it&rsquo;s more than that. It&rsquo;s not just about your immediate candidates. A great EVP gives you the chance to show a wider audience your USPs. It&rsquo;ll show your values, personality and company culture. It&rsquo;ll capture the imagination of clients, customers, and passive candidates for the future.
​And your EVP isn&rsquo;t just for your future employees either &ndash; it&rsquo;s an important statement to your current employees. It enables you to shout about your successes. It lifts and celebrates your people, creates a sense of company pride. Reminds them what makes you special, building loyalty and improving retention.
​So if you want to nail your EVP, here are 5 things you need to get right:
<h3 class="p1">​1)&nbsp;&nbsp;&nbsp; Find your starting point</h3>
First thing&rsquo;s first, you need to know how much work there is to do. And that means finding out what people think of you now. They might already think you&rsquo;re an amazing company to work for. They might have heard terrible things. Or they might think nothing at all.&nbsp; But until you know what the general perception is, you can&rsquo;t plot a journey to where you want to be. Look into social listening tools, conduct internal surveys, ask for feedback from recruitment rounds. Gather as much data as you can before you start.
<h3 class="p1">​2)&nbsp;&nbsp;&nbsp; Understand what people want</h3>
When you start plotting that journey, do as much research as you can into what people are looking for from their employer. Ask the people who already work for you what they love about working for you, what they don&rsquo;t like so much, and what you could do to make them happier. Look at what your competitors offer. Look at what the very best on the market are doing and see how much of it you could emulate or tweak for your situation.
<h3 class="p1">​3)&nbsp;&nbsp;&nbsp; Be authentic</h3>
Real talk. There&rsquo;s no point pretending to be something you&rsquo;re not. You&rsquo;ll get found out. Fast. So be authentic in everything that you put out. If you&rsquo;re a quirky, informal start up, don&rsquo;t pretend to be a big, shiny, corporate machine. You&rsquo;ll attract the wrong people, you&rsquo;ll damage your reputation and integrity. Being honest and authentic will make it easier for the right people to find you and see how they fit with your company.
<h3 class="p1">​4)&nbsp;&nbsp;&nbsp; Get buy in</h3>
From the CEO through to your graduate recruiters, every single person in your organisation needs to input and get behind your EVP. You need to be pulling in the same direction and communicating the same message. All your employees should be confident about what your company stands for, and what it is they get from working there. This is especially important for support and back office staff, where commission and sales target based incentives aren&rsquo;t usually applied.
<h3 class="p1">​5)&nbsp;&nbsp;&nbsp; Know your non-negotiables</h3>
In order to ensure that you&rsquo;re building an EVP that resonates and works for the long term, you need to have a really clear picture of who you are as a company and what you stand for. That means knowing what your non-negotiables are. Identify the traits, values and behaviours that, if you removed them, you&rsquo;d no longer be the same company. That should the core, the beating heart of your EVP. You can build everything else off those things, but those things must remain at the centre.
​Putting a strong EVP in place can be a game changer for recruitment companies who are looking to grow &ndash; and it&rsquo;s increasingly important for attracting the highest quality back office staff, as competition is fierce. You need to identify the things that make you you. Your culture, D&amp;I, the charity work you&rsquo;re involved in, your environment and sustainability schemes, your development opportunities.
​Millennials and Gen Z are more driven by culture and wellbeing than the generations before them. For them, it isn&rsquo;t an optional extra. Show them that it&rsquo;s core to who you are too. Get it right, and you won't just be widening your talent pool - you'll also see your retention rates rise, and you'll likely begin to see your sick days decrease. Win-win!
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Are you ignoring your Employee Value Proposition?

In today's competitive job market, building a team of talented recruiters is a crucial priority for any recruitment business. But how can you distinguish your organization from the crowd and attract the very best talent? Creating a robust talent acquisition strategy is key. From solidifying your employer brand and Employee Value Proposition (EVP) to focusing on candidate experience, and new starter training, here's how you can position your company as an employer of choice. Finding awesome people isn't a walk in the park, but it's doable if you focus on creating a talent acquisition strategy that plays to your strengths. Let's dive into the need-to-knows.
<h2 class="p1">​What's Your Vibe?</h2>
First things first, let's talk about your employer brand. This is your company&rsquo;s reputation as a place to work. No one wants to work at a place that reminds them of an episode of The Office. So, get your marketing and ops folks in a room and brainstorm ways to show off all the best assets of your company. Some tips:
<ul>
<li>
Get on LinkedIn and shout about your company. Show off your great internal culture.
</li>
<li>
Run webinars, post quotes and videos from your current employees.
</li>
<li>
Get your Glassdoor profile in order and ask for reviews from staff.
</li>
<li>
Spotlight success stories &ndash; people who have climbed the ladder.
</li>
</ul>
<h2 class="p1">​Sweeten the Deal</h2>
Next up, your Employee Value Proposition (EVP). This is your sales pitch to potential employees &ndash; give them all the reasons they would want to choose you over the other recruitment companies that might be chasing after them. You want to think about the kinds of things that make working for you rewarding, such as incentives, career prospects and values. Think about things like:
<ul>
<li>
The benefits you offer (flexible working, bonus schemes, holiday allowance, incentives)
</li>
<li>
Career progression opportunities and how quickly they can climb the ladder
</li>
<li>
Work-life balance and wellbeing programmes
</li>
<li>
Technology and tools
</li>
<li>
Training and L&amp;D opportunities
</li>
</ul>
<h2 class="p1">​Make a Great First Impression</h2>
You know how you don't like waiting forever for a text back? Well, people don&rsquo;t like being left hanging after they apply for a job, either. The candidate experience begins from the moment an individual interacts with your brand, and it continues through the application process, interviews, and onboarding. Building a positive candidate experience will mean you&rsquo;ll find it easier to attract the best people on the market, and it&rsquo;ll result in more loyal employees. Think about:
<ul>
<li>
Your application process - is it overly complicated or repetitive?
</li>
<li>
Your communication touch points &ndash; do you keep people informed throughout the journey?
</li>
<li>
Your interview process &ndash; is it long and drawn out or do you make decisions quickly?
</li>
<li>
Your feedback mechanisms &ndash; do you give clear instructions and constructive feedback at each stage?
</li>
</ul>
<h2 class="p1">​Help them to Fly</h2>
Your training program is your secret sauce to keeping great talent. This isn't just about showing newbies how to use your internal database. It's about making them feel empowered and ready to conquer the world&mdash;or at least the world of recruitment. Make the training engaging, interactive, and, above all, useful.
Creating a high-quality talent academy is the gift that keeps on giving &ndash; not only does it help your new starters feel settled and invested in, they&rsquo;ll also start fee earning quicker, and give a better level of service to clients and candidates, protecting your brand reputation.
Include all the areas that will help them succeed:
<ul>
<li>
Sales calls
</li>
<li>
Job briefs
</li>
<li>
Candidate screening
</li>
<li>
Writing job ads
</li>
<li>
Boolean searches
</li>
<li>
Using your tech
</li>
<li>
LinkedIn training
</li>
</ul>
<h2 class="p1">​Be Cool, Be Inclusive</h2>
Diversity and inclusion aren't just buzzwords; demonstrating a real commitment to D&amp;I across your workplace is fast becoming a necessity. People want to know that they can come to work and feel accepted for who they are. They want to know that they will be celebrated and supported to flourish, that diverse voices are heard and respected.
​In today&rsquo;s landscape, and with Gen Z workers in particular, it matters that their workplace respects and values all kinds of people. So, if you want to attract graduate recruiters, make it a big part of your culture and talent strategy. Think about things like:
<ul>
<li>
Affinity networks and employee groups
</li>
<li>
How you gather and implement employee feedback
</li>
<li>
External D&amp;I networks
</li>
<li>
Policies and values
</li>
<li>
Media and social media representation
</li>
<li>
The diversity of your senior team
</li>
</ul>
<h2 class="p1">​Go Where the People Are</h2>
Finally, don't just wait for applications to roll in. Having a far-reaching outreach strategy in place will help you to approach and attract talent that may not have considered recruitment as a career option, or may already be in work but thinking of a change.
As well as utilising social media, you could consider running or attending events like job fairs, sales expos, and industry events in your niche. You could also team up with local colleges to promote a career in recruitment as an alternative for those who don&rsquo;t want to attend university.
<h2 class="p1">​Wrap-up</h2>
Attracting talent in today&rsquo;s world where employee expectations are high requires more than posting a few job ads. Sure, you could use a rec-to-rec, but if you work on these areas you could save yourself money and build a reliable pipeline of high-quality talent.
To sum it all up, if you want to lure in top recruiters, you need to be a place people want to work. That means communicating who you are as an organisation, what you stand for, how you treat your employees, and how you help people to succeed. Make these things the key areas of your talent acquisition strategy and you won&rsquo;t go wrong.

​How to Nail Talent Acquisition and Get Top Recruiters on Your Team

&nbsp;PICTURE: New starter Joe Williams, with Camino Group&rsquo;s Learning and Development Director, Tina de Munnik.
---
​LONDON, UK - Specialist recruiter, Camino Group, has launched its September training academy with the latest intake of new consultants.
The firm, which also moved to new London offices near Liverpool Street station, earlier in September is planning a major expansion into 2024 and aims to run the academy for new starters and experienced hires, to help them onboard into the organisation.
The academy teaches new starters key skills required to deliver highly specialist recruitment solutions, involves them in the company values and supports new members of staff with the appropriate training to help them succeed in their new roles.
&nbsp;New starters at Camino Group experience the academy process for two weeks before going on to complete a three-month personal development plan with more experienced team members.&nbsp;
&nbsp;This is the third academy Camino Group has launched this year &ndash; with a fourth intake academy earmarked to start in January, 2024.
&nbsp;Camino Group's Learning and Development Director, Tina de Munnik, who leads and manages the onboarding and training programmes into the group, said:
&nbsp;"It's important that we provide the skills, training and team environment people need to succeed and grow in our business. We are a recruitment company and people come first in our organisation - so in order to ensure our new members of the team settle, regardless of experience and skills level, we like to ensure onboarding and training is as the forefront of their experience joining our business.
&nbsp;De Munnik adds: "We also appreciate the candidate and client experience is centric to our business model, so the academy teaches consultants and new starters the importance of ensuring an exceptional recruitment experience of both our clients and candidates - as we continue to grow we are using the academy to ensure we help to develop a 'Camino way' of delivering unrivalled recruitment and specialist search solutions for our specific recruitment sectors.
&nbsp;"Our model to recruit and train people, especially graduates, has proven to be very successful and we have found that investing correctly in our people really empowers them to kick-start their career with us."
&nbsp;Academy entrant Joe Williams, 18, who is joining Camino Group as a trainee recruitment consultant, is experiencing recruitment for the first time and is going through the academy training process, said:
&nbsp;&ldquo;I&rsquo;m really excited to be starting with Camino Group and learning about recruitment as an industry. This is a great opportunity for me to learn new skills in a new industry as a graduate and learn from experienced consultants.&rdquo;
&nbsp;Camino Group, which consists of two specialist recruitment and specialist search and selection brands; Camino Partners - which specialises in placing support staff into other recruitment agencies and Camino Search, which specialises in international financial, private equity and M&amp;A selection solutions - is expecting to double its consultant headcount to 60 personnel in 2024.
&nbsp;The company moved from its office near Farringdon in London at the start of September, to a city-centre location near London's Liverpool Street Station.
​---ENDS---
PRESS AND MEDIA ENQUIRIES
&nbsp;For further comment, insight and interviews please email Rob Andrews, Marketing Director, on, email: rob@caminopartners.co.uk or on phone:&nbsp;<a title="Call 02038055220 via 3CX" href="https://www.caminopartners.co.uk/blog/2023/09/camino-group-kicks-off-september-training-academy-with-latest-intake-of-new-consultants?source=mail.google.com" target="_blank" rel="noopener">020 3805 5220</a>
&nbsp;For more information about Camino Partners visit&nbsp;<a href="http://www.caminopartners.co.uk/">www.caminopartners.co.uk</a>
NOTES TO EDITORS
&nbsp;Established in 2011, the Camino Group operates two main recruitment brands;
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Camino Search, which specialises in international financial, private equity and M&amp;A markets
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Camino Partners, which supports other recruitment companies&rsquo; non-sales professionals
​

Camino Group kicks off September training academy with latest intake of new consultants

<h3>​Download your free copy of the H1 Investment Report for the Recruitment Sector.</h3>
&nbsp;
The report includes:
- Recap on H2 2022
- The Market in H1 2023
- The Umbrella Company Market
- The Role of Technology
- Subsector Interest
- Predictions for H2 2023
- Investment Case Studies
​

H1 Investment Report - Recruitment Sector

<h1>Webinar: Reimagining Work with Matt Newman &amp; Lee Andrese &amp; Kelly Boykin</h1>
Our Managing Director, Matt Newman, recently appeared on Lee Andrese's webinar alongide the SVP of Aquent, Kelly Boykin to discuss the pandemic workforce. Click below to watch the full video.
<iframe src="https://www.youtube.com/embed/M6zqvL7QdWU" width="560" height="314" allowfullscreen="allowfullscreen"></iframe>

Webinar: Reimagining Work With Matt Newman, Lee Andrese & Kelly Boykin

Highly organised, discrete, and trustworthy?
​Then you might be exactly the right person to be an Executive Assistant.
It&rsquo;s not an easy job &ndash; alongside their excellent communication skills, EAs need to be tech savvy, well organised and have a high level of emotional intelligence &ndash; but it&rsquo;s a rewarding one, as you get to see the inner workings of the company you work for and manage the day-to-day operations of the business.
&nbsp;
<h2>What is an Executive Assistant?</h2>
An Executive Assistant is a key member of a company's support staff, providing administrative and organisational assistance to high-level executives. They help keep the office running smoothly by managing schedules, handling correspondence, and coordinating meetings and events. If you're a detail-oriented, organised, and proactive individual with excellent communication and time management skills, then a career as an EA may be right for you.
&nbsp;
So, let's dive in and find out more about this exciting profession!
&nbsp;
<h2>What does an Executive Assistant do?</h2>
An EA's day is usually full - so they need to have good time management skills to juggle it all. They're often multi-tasking, completing tasks for different members of the c-suite, and helping out the wider team. Here's what a typical day might look like for an experienced executive assistant.
​
First things first, the day usually starts with checking emails and calendars to make sure everything is up to date and there are no urgent matters that need attention. Then, it's time to get the ball rolling on any tasks or projects that need to be tackled that day. This could include anything from scheduling interviews and meetings, taking phone calls, running expense reports, or coordinating with other team members to ensure everything is running smoothly.
&nbsp;
Speaking of interviews, one of the biggest parts of an EA&rsquo;s day in a recruitment company might be managing the internal interviews. This involves scheduling interviews with candidates, setting up conference calls, and sometimes even conducting initial screenings to make sure candidates meet certain qualifications.
&nbsp;
But it's not all work and no play! As an Executive Assistant, you'll often be called upon to plan company events, organise team building activities, and generally keep the office morale high. Whether it's planning a happy hour, coordinating a team lunch, or decorating the office for a holiday, an Executive Assistant is the go-to person for making sure everyone is happy and feeling good about their work.
&nbsp;
At the end of the day, an Executive Assistant in a recruitment company is a jack-of-all-trades, handling everything from administrative tasks to HR duties. It's a fast-paced, dynamic job that requires quick thinking, excellent communication skills, and the ability to multitask like a boss. But for those who thrive on challenge and enjoy being a part of a team, it's an incredibly rewarding career choice.
&nbsp;
<h2>Executive Assistant Skills</h2>
As we&rsquo;ve mentioned, an EA is a jack-of-all-trades, which means they usually have a wide skill set. Some Executive Assistant skills are obvious &ndash; an EA needs to be organised, they need to have great prioritisation skills, they need to be excellent communicators, and they need some technical skills. As administrative assistants, they need to be a quick study at new technology, as alongside the usual Office programs, they often need to work with CRMs, finance and invoicing systems, and cloud-based software for incentive and reward programmes.
​
<h3>Let's look at some of the other top executive assistant skills.</h3>
&nbsp;
<h3>Adaptability</h3>
One of the things that make Executive Assistants so valuable is their ability to handle just about anything that gets thrown at them. So while we've taken you through a typical day for an executive assistant or a personal assistant, the truth is there's really no such thing as a typical day - especially working in a recruitment company. The best Executive Assistants can adapt to changing priorities. They can be flexible, and still able to prioritise tasks as situations shift.
&nbsp;
<h3>Initiative</h3>
Executive Assistants with initiative are worth their weight in gold. Someone who goes above and beyond to ensure that their boss's work runs smoothly, who will accomplish tasks without being asked, who can screen phone calls and know who to gatekeep. They anticipate their boss's needs and take proactive steps to meet them. A good Executive Assistant offers more than administrative support - they have the kind of leadership skills that mean their boss can be worry-free.
&nbsp;
<h3>Discretion</h3>
We mentioned right up front that Executive Assistants need to be discreet and trustworthy. They handle sensitive and important documents and confidential information, so the ability to maintain confidentiality is a must. EAs do inbox management for recruitment leaders, so there will likely be information about peoples' contracts, salaries and possibly personal situations that will require discretion.
&nbsp;
<h3>Problem-Solving</h3>
It's not all scheduling appointments. Executive Assistants are problem solvers. They're often involved in project management, and play a crucial role in identifying issues and finding solutions quickly and efficiently. They're involved in event planning, travel and accommodation arrangements, and information flow. They have to juggle hybrid working among team members, and with so many responsibilities and duties, they're in the perfect position to spot potential issues before they arise, and solve problems as they come up.
&nbsp;
<h3>Emotional Intelligence</h3>
Soft skills are a really important part of an EA's skill set. Emotional Intelligence (EQ) is arguably the most critical skill any Executive Assistant can possess. They need to be brilliant at handling relationships &ndash; they need to be empathetic, responsive, and able to manage conflicts diplomatically.
&nbsp;
EQ is generally measured via these 4 things:
Self awareness - knowing your strengths &amp; weaknesses
Social awareness - picking up on social dynamics, or 'reading the room'
Self management &ndash; the capacity to manage emotions under stress
Relationship management &ndash; resolving conflict and being a positive influence
EQ makes better communicators, better collaborators and better all-round colleagues.
&nbsp;
<h2>Could you be an Executive Assistant?</h2>
Overall, an excellent Executive Assistant is someone who is reliable, proactive, and adaptable. They possess a unique set of specific skills that enables them to support their boss as well as other employees and keep the organisation running smoothly.
&nbsp;
Executive Assistants are a critical component of a recruitment business. They provide essential administrative, time management, communication management, and information management support to ensure that everything runs smoothly. Without an Executive Assistant, recruiters may struggle to manage their workload and may not be as effective in their job roles.
​
If you're looking for an EA role on an interim or permanent basis,&nbsp;<a href="https://www.caminopartners.co.uk/contact-us">get in touch</a> - we'd love to talk to you!

​What makes a great Executive Assistant?

<h2>Inclusive recruitment</h2>
​
If you want to make sure your recruitment process is inclusive and draws from the widest possible talent pool, download our ​inclusive recruitment checklist.

Download our diverse recruitment checklist

​Global recruitment trade body&nbsp;<a href="https://www.apscouk.org/">APSCo</a>&nbsp;has announced its support for Camino Partners&rsquo; Unsung Heroes Awards campaign.&nbsp;
​The Unsung Heroes Awards were launched in 2021 to acknowledge the skills and honour the invaluable contributions made by non-sales personnel within the recruitment sector. Each month focuses on a different support function, including Finance, Operations, Marketing and HR. Recruitment colleagues are asked to nominate &lsquo;unsung heroes&rsquo; from their support teams. All winners are invited to an annual awards ceremony held in December.&nbsp;
​APSCo is one of the world&rsquo;s leading professional bodies representing professional recruitment organisations. With its commitment to enhancing the standards of the recruitment industry, APSCo provides unparalleled expert support, advice, and market intelligence. In a remarkable collaboration, they will be supporting and extolling the virtues of the Unsung Heroes. This collaboration aims to generate widespread awareness for the monthly awards as well as the highly anticipated annual awards event.&nbsp;
​Commenting on the announcement,&nbsp;<a href="https://www.linkedin.com/in/annswain/">Ann Swain</a>, Global CEO of APSCo said,
<blockquote>
&ldquo;It gives us great pleasure to extend our support to Camino Partners and the Unsung Heroes Awards.
&ldquo;Talented individuals in non-sales functions play a crucial role in elevating the standards within the recruitment sector.
&ldquo;I and everyone at APSCo look forward to celebrating all the professionals recognised for their contributions throughout 2023.&rdquo;&nbsp;
</blockquote>
​Sachin Ruparelia, CEO at Camino Partners said:&nbsp;
<blockquote>
&ldquo;We&rsquo;re over the moon that APSCo has agreed to support our endeavour to better recognise the unsung heroes of the recruitment sector.&nbsp;
"Our Unsung Heroes Awards are the only industry awards dedicated to celebrating the contribution of supporting roles within recruitment organisations.&nbsp;&nbsp;
"These functions provide vital services in every recruitment company and deserve the highest levels of recognition.&nbsp;&nbsp;
"APSCo's support will enable us to reach a far wider audience, helping us to recognise even more talented individuals and show more recruitment businesses the importance of non-sales talent and how to attract, develop and retain it.&rdquo;&nbsp;
</blockquote>
​Capitalising on APSCo's reach across the recruitment industry, Camino Partners hopes to further increase the&nbsp;visibility&nbsp;of the Unsung Heroes Awards and the non-sales professionals they celebrate.
​About Camino Partners&nbsp;
Camino Partners was founded in 2012 and is the only recruiter in the UK that specialises in placing non-sales and support roles into recruitment organisations. They are on a mission to improve the people, perception and performance of the recruitment sector by acting as an ambassador for supporting functions, running industry-leading events, and championing best practice.&nbsp;
 Nominate an Unsung Hero for your business&nbsp;<a href="https://www.caminopartners.co.uk/heroes-awards">here.</a>
&nbsp;

APSCo and Camino Partners unite to celebrate ‘Unsung Heroes’ in recruitment

Election 2024: What could a change of Government mean for UK staffing and recruitment?

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