Graduates are the lifeblood of any growing company. Their fresh perspectives, innovative ideas, and hunger for success are invaluable assets that can propel your organisation to new heights. However, in a competitive job market, putting a post on Facebook just won’t do – attracting top graduate talent requires a well-thought-out strategy.

A strong recruitment campaign will form the foundation of your graduate programme, helping you get the best talent in the market for your business. To attract this talent, you must take a holistic approach to planning to ensure a seamless candidate experience.

In this blog, we will look at the key considerations for graduate recruitment and how you can ensure you are attracting and engaging with the right audience.

To start, you should define your value proposition – what makes you different? What can your programme offer them that others can’t? How can you help them develop? Make sure your materials speak to their need. Look at the following considerations for when you start creating your recruitment materials:

• Clear progression path – Top grads want to know that there is a clear progression path for them and like to see where they could get to – give them the facts and figures of what this looks like within your organisation.
• Reward – The best graduates will get up to speed quickly as part of a well-designed programme. Include regular reviews and opportunities for two-way feedback. Demonstrate “What’s in it for me” (WIIFM).
• CPD – Top grads want to develop professionally. Can you support them on the path to chartership/accreditation?
• Challenge – The world’s most successful companies only take the best of the best. Explain the challenges of the programme and what your expectations are of them in 1, 3, 6, and 12 months. Building a reputation for being a difficult company to get into is beneficial – it’ll put off the people who aren’t right and attract the ambitious and competent individuals that your business needs.

How to attract candidates pre-application

The pre-application phase focuses on generating awareness, capturing interest, building desire, and ultimately motivating potential candidates to take action by applying for your graduate program.  Also, think about when to start the program – some leading employers begin the awareness up to 9 months before onboarding.  Check with your local universities and colleges on their milkrounds.

Attention

Generate some word of mouth through engagement with universities and referrals from current employees. Create social media snippets to gain interest. Write job adverts that follow the AIDA format to ensure content is engaging.

Interest

Share success stories from past graduates or people who have advanced within your organisation. Create explainer videos on the unique things that you do and the impact you have on your industry. Demonstrate the WIIFM for candidates.

Desire

Talk about how challenging the recruitment process is. A highly selective recruitment process means they will work with top talent. It creates a competitive environment for candidates and can make your programme more sought after.

Action

Have a straightforward application process. A CV and cover letter are the most you should request (unless you must have an application form).

How to engage candidates post-application

The post-application stage focuses on engaging with candidates who have taken the initiative to apply for your program. This is where you take action to create a positive candidate experience and enhance your employer brand.

Engage

Take a high-touch approach with candidates. Build in time within the process to ensure you are engaging with them and keeping them bought in throughout each stage.

Communicate

Ensure applicants know where they are in the process and what the next steps are. Know where the communication points are within the process, and ensure you deliver on these consistently throughout – including as much information as possible to keep them well informed. Also, provide applicants with an approachable point of contact for any questions.

Feedback

Make sure all candidates get feedback. They may not be successful in this process, but you may want them to want to make an application to your company in the future. Feedback is a key driver in a positive candidate experience, so providing this will help build your employer brand.

By taking this approach in your graduate attraction efforts, you can help your company stand out in a competitive job market and secure the top graduate talent needed for your organisation’s growth and success.

Written by Michelle Kearns.

As the tech landscape continues to evolve at pace, companies are increasingly turning to artificial intelligence (AI) to enhance employee engagement (EE) and create more dynamic and personalised work environments.

Sounds great – ask ChatGPT to come up with an Employee Engagement strategy, which you or one of your colleagues can implement at the next Team meeting, sit back, and watch your EE levels soar.

If only it was that easy…

Serious consideration needs to be given to given to using AI before embarking on its use; such as deciding whether or not to invest in an EE-specific platform, and even more critically, working out how to align it with the broader HR strategy of your company.

Another fundamental aspect of leveraging AI for EE is understanding that it’s not a one-size-fits-all solution.

A strategic approach involves tailoring AI applications to align seamlessly with the unique culture and goals of your organisation. For example, if fostering collaboration is a priority, AI tools can be designed to enhance team communication and project management – reinforcing the company’s overall engagement goals.

Implementing AI solutions is just the first step; companies need to establish feedback loops and regularly assess the impact of these technologies on EE. This ongoing evaluation allows organisations to make necessary adjustments, ensuring that AI applications are evolving in tandem with the changing needs and expectations of the workforce.

It also needs to be remembered that EE is not a static metric; it requires ownership within the business, providing continuous attention and adaptation. This is where the importance of follow-up mechanisms comes into play, along with the ability to measure the impact of the changes you are implementing.

One way AI can significantly contribute to EE is through personalised experiences. Unlike generic, one-size-fits-all approaches, AI can analyse vast amounts of data to create tailored employee interactions. For instance, AI platforms can provide customised learning and development recommendations based on an employee’s strengths, weaknesses, and career aspirations. Not only does this foster skills development, but it also demonstrates your commitment to the professional growth of your team.

Another area where AI can make a tangible impact is in the realm of performance management. Traditionally, annual performance reviews have been the norm, often leaving employees feeling disconnected and undervalued. AI can transform this process by providing real-time feedback and performance insights. Through continuous monitoring, AI tools can offer constructive feedback, helping employees stay on track with their goals and fostering a culture of accountability.

Moreover, AI can play a pivotal role in streamlining administrative tasks, freeing up valuable time for employees to focus on more meaningful and fulfilling aspects of their work. Automating routine HR processes, such as leave management and expense tracking, not only reduces the burden on employees but also contributes to a more efficient and agile workplace – which in turn can positively influence job satisfaction and overall engagement levels.

However, it’s essential to strike a balance between automation and the human touch. While AI can handle routine tasks effectively, the human element remains crucial in more complex and emotionally charged situations. This underscores the need for a thoughtful and intentional integration of AI into the HR strategy.

“Approach employees as true partners, involving them in continuous dialogues and processes about how to design and alter their roles, tasks and working relationships—which means that leaders need to make it safe enough for employees to speak openly of their experiences at work.”
William Kahn, Organisational Psychologist.

The strategic integration of AI has the potential to revolutionise EE. The key lies in aligning your AI toolkit with your broader HR strategy, ensuring a seamless fit that enhances rather than disrupts the existing work culture. Continuous evaluation and follow-up mechanisms are critical to fine-tuning your AI solutions, making them adaptive to the evolving needs of your workforce. As businesses navigate the complexities of the modern workplace, embracing AI thoughtfully and strategically can be a game-changer in fostering a more engaged and motivated workforce.

Written by Ian Weatherup

Graduate recruitment is a crucial part of building a talented workforce for the future – it’s a process that requires careful planning, preparation, and execution, and those who want to secure top graduate talent need to start planning now for their 2024 intake.

This blog covers why graduate programmes are important, how long they take to recruit, and tips on what to prepare to ensure a seamless process for you and your candidates.

What are graduate programmes, and why are they important?

A graduate programme, in a nutshell, is a structured training and development initiative designed to mentor recent graduates into valuable assets for an organisation. These programmes are vital for several reasons:

1. Securing Future Talent: Graduate programs allow organisations to identify and nurture the next generation of talent, ensuring a continuous flow of skilled employees.
2. Tailored Development: They provide recent graduates with the necessary tools, training, and support to excel in their roles and contribute effectively to the company’s success.
3. Filling Skills Gaps: In a competitive job market, graduate programs help address specific skill shortages by customising training to the company’s needs.

Why start now for 2024 graduate recruitment?

Graduate recruitment is like every other aspect of recruitment right now – competitive. Starting your planning early can be a game-changer to the success of your recruitment efforts.

Here is why:

1. Resource Availability: By launching your campaign before final exams, you increase your chances of securing the best candidates, as they’re not yet committed to other opportunities.
2. Planning and Preparation: Beginning early allows you ample time to plan, create attractive collateral, and fine-tune your selection process.

How long does recruiting for a programme like this take? 

To help you visualise the process, here’s a timeline to consider.

• December: Gather your recruitment collateral, ensuring it’s engaging and informative.
• January: Launch your advertisements for four weeks to reach potential candidates.
• February: Compile your initial shortlist of candidates and send rejections to unsuccessful applicants.
• March: Carry out your chosen assessments and select your second shortlist. Communicate any further rejections with candidates and provide feedback.
• April: Conduct first-stage interviews and create the final shortlist, which will then be invited back and interviewed at the final stage. Again, let any unsuccessful candidates know and give them constructive feedback.
• May: Manage offers and provide final rejections to candidates.

What do you need to get started with a Graduate Programme?

Before you dive into the recruitment process, there is some essential preparation that is needed. Make sure you consider:

• Candidate Pack – include an overview of career paths, culture, CSR activities, and any other relevant company information that helps differentiate you from competitors.
• Job Description – outline of the responsibilities and an overview of your graduate training programme
• The attraction, recruitment & selection process – decide on the various milestones within your processes. When will you advertise? How many interview stages will there be? Which assessment tools will you use?
• Create interview structure & scoring matrix – create structures for your interviews which link to the competencies and qualities required within your early career intake.
• Identify advertising channels – make sure your advertisements are available on all social media channels and appeal to the right demographic.
• CEO Address – this is a personal touch to your recruitment campaign and can be used across your collateral. Make this authentic and provide insight into the organisation and opportunities available.

Preparation is key for a successful graduate recruitment process. By initiating your campaign early and adhering to a well-structured timeline, you can ensure a seamless process for both your organisation and the candidates. Remember, it takes time to identify, attract, and secure the best talent for your company’s future – start planning now to make 2024 a success in graduate recruitment.

Written by Michelle Kearns. 

Work is a huge part of our lives, so we should enjoy what we do. Therefore, it’s no surprise that people who dislike their job or feel dissatisfied with what they’re doing, won’t stick around for long.

Working to improve staff retention rates and keeping talented team members should always be a business priority. Low staff turnover means less time and money spent on recruitment; it also helps to build a strong employer brand, increasing your candidate attraction.

So, how can you improve employee retention and set your business apart from your competitors?

Hire the right fit

This might sound obvious, but the foundation of staff retention starts with hiring employees who align with your company’s values, culture, and job requirements. In terms of how we approach recruitment at Corvus People, we conduct thorough interviews and assessments to ensure that candidates not only have the necessary skills, but also show the right attitude, behaviours, and enthusiasm for the role and our own or our client’s organisation.

Have a clear onboarding process

A structured and comprehensive onboarding process can set the tone for your employee’s tenure. It helps to provide new employees with a warm welcome, an introduction to company policies, and a clear understanding of their roles and responsibilities. This in turn will help them feel valued and confident in their new position.

Communicate effectively

Communication is important in any business, and it’s clear that employees favour an open and honest working environment. Clear communication is essential in the workplace; especially if you want to build trust and ensure you have a positive company culture. Managers play an important part in this and businesses should equip them with the resources they need to deal with any issues effectively.

This helps staff feel supported in their role and improves staff retention rates. Employees appreciate feeling listened to by their managers and will ultimately feel happier in their jobs.

Encourage a good work-life balance

Poor work-life balance can lead to stress, burnout, and ultimately exits within your team. It’s important to consider your employees’ well-being and encourage a good balance across your business.

Some ideas could be to:

• Provide flexible and remote working options
• Encourage managers to focus on productivity rather than hours
• Encourage breaks
• Regularly review workloads
• Give employees time to volunteer
• Increase support for parents

There are many ways to prevent stress and burnout in employees, it can be as simple as insisting that employees take their full lunch break and leave the office at a reasonable time. Not only does it help your staff, but it also increases their productivity when they’re in the office.

Offer development opportunities

Career progression is a priority for the majority of professionals and a lack of development opportunities can lead to disengagement. As an employer, you should take the lead on this from day one. Work with your employees to decide on a clear career development path, and catch up with them regularly to check their progress. This could consist of monthly, quarterly, and yearly 1-2-1 meetings. This will help improve staff retention as you’ll ensure you’re giving your team members added responsibilities as they develop. As a result, they’ll feel confident that they can advance in the business and have influence within your organisation.

Praise and reward

Recognising hard work and showing staff that you appreciate their efforts is vital to improving retention rates in your company. One way to do this is to implement a monthly incentive scheme. For example, this could include crowning a ‘team member of the month’, where a small prize or bonus is given to the deserving winner, boosting morale and helping to make employees feel appreciated.

Ensure you are keeping up with average pay in your industry; if what you’re offering doesn’t meet this then your employees may go looking elsewhere. Don’t worry if you can’t offer the most competitive salary, there are other rewards and benefits that you might be able to provide, work life balance goes a long way in creating a desired work environment.

There are many ways to improve staff retention in your company and recognising that employees play a crucial role in your businesses’ success is a great start. By treating your staff well; and looking out for their best interests is a surefire way to ensure they don’t look elsewhere for a better opportunity.

Written by Helen Cosgrove

Fair pay is essential to foster lasting success and growth within your company. When employees are compensated equitably for their contributions, you will spark a sense of motivation and commitment within your teams. This builds trust and loyalty between your workforce and organisation. Fair pay can be more than just a financial transaction – you can leverage it to create a thriving environment where the individuals and the company flourish together.

The link between fair pay, retention, and growth isn’t just anecdotal – it’s backed by data. Studies consistently reveal that companies prioritising fair compensation outperform their peers in terms of revenue growth and profitability. A motivated, committed, and stable workforce fuels innovation, customer satisfaction, and ultimately, the bottom line.

Fair compensation practices don’t just impact the internal dynamics but also shape the company’s external image. Demonstrating commitment to fair pay creates a positive reputation, attracting top-tier talent in a competitive job market. It also nurtures a culture of trust between employers and employees, creating stronger long-term relationships.

More often than not, companies aren’t paying unfairly on purpose. It is a byproduct of neglecting salary research and reviews within their people management process. However, we recognise that it is challenging to exactly define what constitutes fair pay. Some considerations include:

• Job responsibilities and skills
• Salaries internally for similar roles
• Market conditions
• Company size and industry
• Geographic location
• Experience and seniority
• Other benefits within the package

It usually happens one of two ways when an employer finds themselves with inequitable pay in their business.

1. They are hiring in line with industry standards or based on the individual’s last role but aren’t reviewing existing staff to keep them at this rate.
2. They are hiring at the rate of their existing staff, but these aren’t being brought in line with industry standards.

Every business feels the effect of inflation and other economic pressures. So do their teams. Salaries should be reviewed regularly and increased in line with external factors to keep staff on a like-for-like pay scale. Creating pay bands is also a fair and objective way of ensuring salaries align with the role and means that people have an opportunity to develop and grow in their current position, without having to look to the next promotion as a key milestone for a pay increase.

Increasing your teams pay may seem like a cost to your business, but the long-term benefits usually outweigh the initial sting. When employees feel that their compensation aligns with their responsibilities and the market standards, they are less likely to seek opportunities elsewhere. This reduction in turnover translates to substantial cost savings associated with recruitment, onboarding, and training, while also nurturing a stable and experienced workforce.

As priorities amongst candidates continue to evolve, the spotlight on pay equity will remain crucial. Organisations that prioritise fair compensation, diversity, and inclusion are better positioned to create an environment that fosters innovation, collaboration, and sustainable success. It’s an ongoing journey that requires vigilance, self-assessment, and a commitment to creating workplaces that reflect our highest values.

Need help making sure your salaries are working for your team as well as your business? Get in touch today at hello@corvuspeople.com.

Written by Charlene Craig

One of the most effective methods for hiring critical hires is the ghSMART “Who” method. The “Who” method is a structured interview process that focuses on identifying the candidate’s character and fit for the role. The method is based on the idea that the best predictor of future performance is past behaviour. It has a 90% success rate. 

The “Who” method consists of five steps: 

• The Screening Interview: This is a brief phone interview to assess the candidate’s basic qualifications. 
• The Who Interview: This is a detailed interview that focuses on the candidate’s character and fit for the role. The interviewer asks the candidate questions about their past experiences, challenges, and successes. 
• The Focused Interview: This interview is designed to gather additional information about the candidate’s skills and experience. 
• The Reference Check: This is a check of the candidate’s references to verify their qualifications and character. 
• The Skill-Will Bull’s-Eye: This is a final assessment of the candidate’s skills and will to succeed in the role. 

By following this method, you can increase your chances of finding the right person for the job and avoid making costly mistakes. 

Here are some additional tips for using the ghSMART “Who” method: 

• Be prepared: Before you conduct the interview, take some time to learn about the candidate’s background and experience. This will help you to ask more informed questions. 
• Be objective: Avoid making hiring decisions based on gut feeling or personal bias. Use the “Who” method to assess the candidate’s true fit for the role. 
• Give candidates feedback: Whether you decide to hire the candidate or not, it is important to give them feedback on their interview performance. This will help them to improve their interviewing skills and increase their chances of getting hired in the future. 

If you’d like to partner with a business that can do all the above and more, we can help. Get in touch for a free consultation at michael.hewitt@corvuspeople.com. 

Written by Michael Hewitt

Hiring isn’t easy. It’s time intensive, but it’s high-value work. If you spend the time to hire the right people, your business will grow.

I am not professing to be a business guru, but I have been exposed to enough podcasts, books, and real-life experiences to form an opinion.

The leaders who have hiring on their priority list, who give HR and recruitment a seat at the table, are the ones who grow most sustainably.

Businesses often stop at ‘it’s hard to hire’ and don’t dig much deeper into how these skill shortages impact their business – not just from a retention standpoint, but also from an output, profitability, and growth perspective.

The Open University recently released the results of an NI business survey. It noted that 83% of organisations agree they are currently facing skills shortages.

The survey went on to show that 75% of organisations found that these skills shortages had caused an increase in workload for other staff. This increased pressure on your existing teams creates a vicious circle – you lose a key player, pressure increases on the existing team, they become unhappy and leave, and you’re left with an even bigger gap in your talent pool. And so, it continues. 

If your team members are consistently under extra pressure without reward or recognition, they will inevitably seek a role that pays them their worth. It exacerbates the challenges with recruitment because it means that instead of hiring for growth, you’ll be hiring to replace lost talent.

More worryingly, the survey also found that 82% of businesses had experienced reduced output, profitability, or growth. Of course, this is not all because of the skills shortage – inflation is also a contributory factor. The cost of business is going up, so it’s normal for this to impact your bottom line. But while it can’t all be attributed to the skills shortage, it does have a big part to play. When you don’t have a team with the right skills, it takes a lot longer to get a lot less done, having a knock-on effect on your profit and output. 

These stats highlight that it is more important than ever for businesses to start managing their talent effectively if they hope to grow. Businesses need to be intentional in how they are forecasting, attracting, and retaining their talent.

The first step in tackling these issues would be diagnosing any existing challenges through stay interviews or similar techniques and starting to map your existing talent to identify skills gaps. These exercises will give you a real-time view of the situation, allowing you to deal with these problems before it is too late. 

Once you are clear on your current position, it is time to review your employer brand. How do you attract the best talent to join your business? What is your market reputation? What makes you different from other employers? Speaking with people who have interviewed or been offered roles but have not taken them is a good starting point – their feedback will help you build a deeper understanding of the perception of your business.

By looking both inwards and outwards, you build a picture of where the challenges lie in attracting and retaining the skills your business needs to succeed. However, it is worth noting that even once you have identified areas you could improve, there is no overnight fix – it takes time to establish trust within your teams and the wider market, but those businesses that have adopted this approach earlier in the game, are the ones who are reaping the benefits in a tight talent market. 

Tackling the skills shortage

It’s a bit of a juggling act and does require investment, but there are some ways to mitigate the impact of skills shortages on your business:

• Develop your talent – while this takes time, it will pay dividends in the long run.
• Hire talent externally to fill the gaps – it’s easier said than done.

Addressing the pressures on your team

The main way to overcome this is by being proactive with succession planning, rewards, and recognition. Make sure your team feel like they are rewarded fairly and conduct “stay interviews” to ensure you have your finger on the pulse.

Protecting against reduced output, growth & profitability.

Having the right people, in the right seats, at the right time will help mitigate this. Businesses are all about teams – if you build a high-performing team with talented individuals with the required skills, experience, and behaviours, your business can buck the trend and grow.  

If you’d like some help with diagnostics, improvement plans or general recruitment & development of talent, get in touch for a no-obligation chat with one of our consultants.

Written by Michael Hewitt

I try to be a good employee. I care if my work is meeting expectations and I care that I am making an impact. And to be honest, I think that I do ok at it. I am by no means the best, and I still have a lot of learning to do, but I think for a gal who started working straight after her A-levels, I have done alright in my nearly decade-long career. 

I will admit, I am lucky and have always worked for companies that provided me with opportunities to grow. Even back in my first job, 18 and on the phones in a contact centre, I ended up managing a team of inbound sales advisors. Please don’t mistake this as some sort of not-so-subtle brag, because I was absolutely awful at this job. But it definitely taught me something about leadership – maybe even more now when I reflect as a slightly more grown-up version of myself. 

Even more lucky than that, I don’t think I have ever had a bad manager. I have worked with really great people. People who not only invested time in my development but brought me along with them and provided the space to really learn how to do the job well. Did we disagree at times? Of course. Maybe even p**s each other off a bit? I’d say almost certainly. But all in all, their support has been invaluable to my growth and I can honestly say I wouldn’t be where I am without them.  

So, across all these managers, what shared traits did they have? What did they do that made them so great? What about them helped keep me motivated and driven to do well? 

Trusting

This is probably one of the biggest things for me. Just trust people to get stuff done, and deal with those who aren’t. And when I say deal with, I do not mean reprimand – you need to support these people and get them to a place where they have the confidence to own their role. 

Trust goes both ways, so trusting them will help them trust you. And when your team have faith in you as a leader, you will get a hell of a lot more out of them. They will be more open with their ideas, collaborate with you to find solutions that work for everyone, and be motivated to work toward an overall goal. It also means they will be more open about their mistakes or challenges, helping you to solve these problems before they become a real threat to your business. 

Honest

Being honest is quite closely tied to trust, but I think it deserves its own section. Let’s be real – we can all tell when someone isn’t being 100% truthful. So trust me, you may think you’re being subtle, but there are raised eyebrows throughout your team when you say something a bit off. I know that sometimes certain topics can’t be discussed however, if you have established an honest and open relationship with your team, they will 100% understand that. It’s about saying what you mean (and doing what you say), admitting when you don’t know something or if you were wrong, giving honest feedback (good or bad), and sometimes just sympathising when things are a bit rubbish. 

Humble 

You are just a person – like every single one of your team. You may have a fantastic education or a stellar work history, but when push comes to shove, we are all just here to do a job. 

The best leaders are the ones who are ready and willing to help. The ones who acknowledge their teams’ contribution and don’t treat them like their underlings. It’s worth remembering that every cog has a place in the machine, and no matter how great you are, you would not be much of a leader without a team to follow you. 

Some people are quick to blame their teams when things go wrong, and even quicker to take the credit when they go right. Treat people how you expect to be treated – and don’t be afraid to get your hands dirty now and again!

While there may not be a one-size-fits-all approach to great leadership, these qualities form (in my opinion) the bedrock of strong leadership, regardless of the sector or industry. As you continue to grow and lead, embrace these qualities, stay open to learning, and cultivate a supportive and empowering environment for your team. By doing this, you will undoubtedly inspire and impact others, just as my managers have done for me throughout my career.

Written by Natasha Agnew

The pandemic has brought about big changes in how we work, with remote and hybrid working becoming increasingly popular options for employees. A recent study found that over 80% of UK workers want to continue working from home at least one day a week. For those employers not offering hybrid work options, it is becoming increasingly challenging to compete for talent – especially for roles that have homeworking equivalents in the market.

But why do most employees prefer hybrid working?

One of the main reasons is that hybrid working provides employees with flexibility and the ability to maintain a better work-life balance. It allows them to choose when and where they work, which can lead to higher job satisfaction and overall well-being. By implementing hybrid working arrangements, employees can tap into the benefits of remote work while still maintaining some in-person collaboration for certain tasks.

And while we have seen energy bills rising, it can also be cheaper for employees to stay at home at least some of the time. Of course, this depends on the individual but could include savings on travel costs, childcare, and even that morning coffee routine. The reduced travel also creates more opportunities further afield, as they don’t have to make the long journey every day.

However, it’s not all sunshine and rainbows – remote working can blur the line between work and home life, making it harder to switch off and unwind. Additionally, some employees struggle with isolation and the lack of face-to-face interaction with colleagues.

Before the pandemic, I was self-employed and had already started working from home, but if I am honest, I missed the social interaction that came from working in a team. It was this that lead me to Corvus People. We work on a hybrid basis, which suits me from a work-life balance perspective, as juggling two young boys (and the newest addition, a cocker spaniel puppy) can require a *little* bit of flexibility.

So, what can employers do to make their office-based roles more competitive?

In the first instance, it is worth considering why this role needs to be full-time office-based. Not all roles are suitable for homeworking, but if similar jobs are available with a hybrid offering, you may want to highlight the reasons to potential candidates. If you aren’t sure why, then it could be time to think about offering hybrid working as a benefit for those who can and would avail of it.

If hybrid working isn’t possible, there are other ways to be flexible. You could consider offering flexible working hours, allowing employees to work around their commitments and avoid peak-hour commutes. This can be particularly appealing for employees with children or other caring responsibilities. From speaking with candidates, even just a bit of flexibility with start times and finish times can make all the difference.

Of course, you should consider your overall compensation and benefits package versus similar positions in the market. Why would top talent choose you? Hybrid working is widely considered a benefit amongst candidates, so offering a like-for-like on the rest of the package may not be enough.

In saying that, it’s not just about the perks – it’s also about creating a culture that values and supports employees. This means providing opportunities for career development, regular feedback, and recognition, and promoting a healthy work-life balance. Employers who can create a supportive and engaging workplace culture are more likely to attract and retain talented employees.

Competing with hybrid roles may feel like a challenge, but ultimately, it comes down to two things – being competitive in the market and knowing your unique value proposition. You may not have hybrid working, but perhaps you have an employee development programme which means all senior staff are recruited internally. Or maybe you have a state-of-the-art office space with free onsite parking. Take the time to understand what makes you different from other employers and communicate that with your potential hires, and you will be sure to attract candidates that are right for your business.

Written by Helen Cosgrove