There is a moment in recruitment that nobody talks about openly, but most hiring managers have experienced. The contract is returned, countersigned, the welcome email goes out, the laptop is ordered, and then Monday morning arrives, and so does the silence.

Your new Operations Director, the one the entire executive panel agreed was the right hire, has simply vanished.

This is not an isolated incident anymore. Executive ghosting, candidates at mid-level and above who sign contracts and fail to appear on day one, has quietly become one of the most costly and demoralising failures in modern talent acquisition.

Research suggests the problem is widespread. Carrot Recruitment data reveals that roughly 65% of employers have experienced a candidate accept a formal offer and simply not turn up on their first day. These are not junior roles filled on a whim. Increasingly, organisations report similar behaviour occurring across more senior appointments, where the consequences are significantly greater.

The financial damage is significant. Direct recruitment costs are wasted. Projects stall. Teams that were promised new leadership are left in limbo. The operational knock-on effects of a missing executive can stretch across an entire quarter.

But to address it, we need to understand why it is happening.

Why Leaders Ghost

Executive ghosting is rarely malicious. It is, in most cases, an avoidant response to an intensely competitive and deeply transactional market.

The most common trigger is the counter-offer. When a proven senior leader hands in their notice, their current employer panics. The response is no longer a modest salary adjustment. Companies are rewriting roles, offering equity, granting full remote flexibility, and accelerating promotions to retain people they should have invested in long ago. Faced with that kind of pressure, some candidates accept, and rather than deliver the uncomfortable news to their new employer, they go quiet.

The second driver is what happens, or rather what does not happen, during the notice period itself. Senior hires typically carry notice periods of one to three months. Too many organisations treat this window as purely administrative. The contract is signed, the HR team sends forms, and the hiring manager moves on to the next priority. This silence creates an emotional vacuum. The candidate sits with their doubts, fielding continued approaches from headhunters, with no reinforcing signal from the organisation they have just committed to joining.

The third factor is cultural. For years, employers have automated candidates out of the process without a word of acknowledgment or closure. A People Management poll found that 92% of workers have been ghosted by an employer at some point in their careers. CV Genius data, reported by Reality HR, shows that 56% of UK employers admit to ghosting candidates mid-process. The psychological contract of recruitment has been broken from both sides. When candidates mirror this behaviour back, it should not come as a complete surprise.

The Fix Is Not a Better Contract

Tightening legal language will not solve this. The answer is relational, not administrative.

The vulnerability window, the period between contract signature and day one, needs to become an active phase of integration, not a passive waiting room. Forward-thinking organisations are replacing radio silence with what might be called a high-touch pre-onboarding strategy. The principle is straightforward: make it socially and emotionally difficult to walk away, not just legally difficult.

That means inviting incoming leaders to informal touchpoints before they officially start. A team dinner. A virtual coffee. A company event. When a candidate has already met their future peers and shared a conversation over food, ghosting becomes a far more human act to commit. It is easy to disappear from an HR portal. It is considerably harder to vanish from people you have already laughed with.

It also means keeping incoming leaders intellectually connected during long notice periods. A light strategy document, a board member’s published article, a simple question asking for their early perspective on a challenge the business is facing. Nothing demanding. Just enough to signal that their thinking is already valued, and that their arrival is genuinely anticipated.

And it means the CEO or a senior leader picking up the phone. Not a formal call. Not an agenda. Simply a five-minute conversation two or three weeks after signing that says, clearly and personally: we are glad you are coming, and the team is ready for you.

Where Recruitment Has Gone Wrong

The rise of executive ghosting is a symptom of something deeper. When organisations strip human connection from the hiring process entirely, relying on automated portals, templated communications, and legalistic contract procedures, they signal to candidates that this is a transaction, not a relationship. Candidates respond accordingly.

A signed contract means very little without the ongoing investment to honour the relationship it represents.

Organisations serious about retaining the leaders they recruit need to treat the moment of signing not as the end of the process, but as the beginning of something that requires continued care and attention.

The coffee on Monday morning should not be the first human gesture your new leader receives. It should be the latest in a series of them.

By Lesley Armstrong

Office Manager Corvus People

Hiring from direct competitors feels safer than it often is. 

A common request that we get is “can you get us somebody from ‘biggest competitor’?” 

Sourcing senior talent from direct competitors brings a certain amount of comfort. A plug and play, off the shelf solution to your challenge. 

But does it bring the type of innovation that could revolutionise your business? 

I suppose it depends how much revolution your business requires in the first place. 

NI is a small market for talent; a lot of our talent leaves either for university or after to chase the bigger roles and the rewards attached to them. 

If we’re looking at NI as a talent map, there will be suitable talent in your competitors but the likelihood is, that it’s a very small pool of individuals.  

You have a couple of choices to cast the net wider and I’d suggest both to increase the chance of you getting it right. 

1. Look for potential returners, people who are from here that moved away and picked up the sort of experience that you’d value. 
2. Look to comparable industries where the business models are similar. 

The comfort you get from hiring somebody from a local competitor could stifle your growth.  

If the competitor is much bigger than you, they may be used to more support to reach their objectives. If the competitor is smaller, they may not have the skills required to get you to where you aspire to be. If it’s the same size, then what’s in it for them to move to you? 

The question doesn’t have to be whether a candidate comes from your industry it can be whether they have solved problems comparable to the ones your business faces next. 

Making these risky decisions takes strong leadership. It may raise questions internally but if you have put all candidates through a robust assessment process and they come out on top, it gives you the confidence to make the hire.  

Doing the things others won’t and making the tough decisions is why you are the leader in the first place. 

Some of the strongest appointments we’ve seen have come from adjacent sectors rather than direct competitors. 

• A manufacturing leader moving into merchanting business. 

• A retail leader into a distribution business. (customer first mindset) 

Hiring from competitors isn’t wrong and, in some cases, it’s the right move. But we’ve often seen more innovation, more risks and bigger pay offs from the non-obvious hires. 

By Michael Hewitt

Director at Corvus People

The world of hiring is shifting and quickly. As organisations compete for talent in a landscape transformed by technology and AI it’s becoming harder to rely on the traditional CV and interview formula. Candidates can refine their answers endlessly, polish their profiles, and present a version of themselves that may or may not reflect how they perform in real situations.

It’s no surprise then that more employers are exploring assessment methods that focus on behaviour, judgement and real-time thinking rather than rehearsed responses. One approach attracting attention is the use of fantasy-style, immersive simulations assessments that place candidates inside a dynamic, story-driven environment where their decisions genuinely shape outcomes.

But how does this compare with something many of our clients will already be familiar with: e-tray exercises and should businesses be thinking about this shift?

From Interviews to Immersive Scenarios

Imagine an interview process that doesn’t start with the usual “Talk me through a time when…” but instead places the candidate at the centre of an unfolding scenario. They might be asked to solve a time-critical puzzle, analyse a changing environment, or make decisions with incomplete information.

These simulations are designed to reveal how someone approaches:

• Complex problems
• Rapid decision-making
• Prioritisation
• Creative thinking
• Pressure and uncertainty
• Strategic choices

Rather than describing how they behave, candidates demonstrate it. That distinction is becoming increasingly important in a world where AI makes polished answers easier than ever to produce.

How Does This Compare to E-Tray Exercises?

At Corvus People we’ve used e-tray exercises for years because they’re reliable, validated and highly effective. They give hiring managers a window into how candidates work when presented with realistic, job-specific tasks: emails to respond to, documents to review, decisions to prioritise and actually, e-trays and immersive simulations have more in common than you might think. Both place the candidate inside a scenario and see how they behave. Both reduce reliance on interview performance alone and both produce insight that you simply cannot get from a CV. Where they differ is in how far they take the idea:-

Level of Immersion

• E-tray: Practical, structured, and firmly rooted in everyday work.
• Simulations: More like stepping into a narrative — fictional environments, unexpected situations, and evolving challenges.

What They Measure

• E-tray: Time management, written communication, judgement, and information processing.
• Simulations: Adaptability, creativity, strategic thinking, pattern recognition, and comfort operating in the unknown.

Candidate Experience

• E-tray: Familiar and predictable — a realistic “day in the job.”
• Simulations: Engaging, less conventional, sometimes deliberately ambiguous to reveal natural decision-making styles.

Technology & Format

• E-tray: Straightforward digital platforms.
• Simulations: Custom-built environments with interactive or gamified elements.

In essence E-trays show how candidates handle real tasks, Simulations show how they think when the rules aren’t laid out for them. Both have a place, and both help paint a more accurate picture of a candidate’s potential.

Why These Newer Approaches Are Gaining Momentum

• There are several reasons organisations are leaning into this type of assessment:
• They cut through polished answers.
• Watching someone act is far more revealing than listening to a prepared response.
• They create a fairer platform.
• Not everyone is a confident interviewer, but performance speaks for itself.
• They’re difficult to “fake.”
• With dynamic scenarios, candidates can’t rely on memorised examples.
• They make the process more engaging.

Many candidates enjoy the challenge, it feels modern, relevant and less formal but they’re not perfect, like any assessment tool immersive simulations come with considerations:

• Candidates can feel uncertain if they don’t know what’s being measured.
• Not all jobs need this level of complexity.
• Technology must be reliable and accessible for all participants.
• The design needs to be thoughtful to avoid testing irrelevant skills.
• Handled well, though, they can add real depth to a recruitment process.

What This Means for Employers

At Corvus People, we see immersive simulations as a progression, not a replacement. E-tray exercises remain one of the best ways to assess job-ready behaviours in a realistic and practical context. Simulations simply broaden the toolkit — especially for roles where adaptability, strategic judgement, and creative problem-solving are essential.

The future of assessment isn’t about choosing one approach and discarding the others. It’s about creating a balanced, evidence-based mix that showcases the real person behind the CV.

Immersive simulations won’t take over recruitment but they’re going to become increasingly important as organisations look for ways to hire people who can thrive amid change, complexity, and pressure.

At Corvus People, our focus remains the same: helping organisations make confident, informed hiring decisions by using tools that reveal genuine potential, whether through e-tray exercises, immersive simulations, or other tailored assessments we’re committed to ensuring employers find the right fit not just on paper, but in practice.

By Lesley Armstrong Corvus People Office Manager

What Hiring Teams Get Wrong About Ambition

Ambition: a word that should signal energy, drive, and growth potential yet too often, hiring teams misinterpret or even mistrust it.

In their article, “Ambition Isn’t a Dirty Word”, Harvard Business Review highlights how ambition gets unfairly judged, especially in environments where it’s viewed as self-serving or aggressive. In recruitment, these misunderstanding leads hiring teams to overlook talented individuals who are, in fact, quietly and sustainably ambitious.

From my experience as a recruiter, here’s what hiring teams consistently get wrong about ambition and how to change that.

They Equate Ambition with Aggressiveness

HBR reminds us that ambition doesn’t have to manifest as cutthroat behaviour or ego-driven leadership yet many hiring managers are drawn to candidates who “talk big,” assuming confidence equals drive.

What to do instead: Look for evidence of purpose-driven ambition. Does the candidate articulate long-term goals, growth plans, or a clear sense of contribution? Ambition isn’t about dominating the room it’s about direction.

They Penalize Quiet or Non-Linear Candidates

Harvard Business Review points out that ambitious people aren’t always the loudest in the room, likewise, candidates who’ve taken non-traditional career paths are sometimes unfairly dismissed. True ambition often looks like someone willing to take unconventional steps to develop themselves.

As recruiters, we need to advocate for candidates who:

• Took lateral moves to build skills.
• Pivoted industries to challenge themselves.
• Built careers through perseverance, not just promotions.

They Reward Burnout as “Hustle”

HBR warns against glamorizing overwork as ambition yet hiring teams sometimes favour candidates who brag about non-stop schedules. In reality, sustainable ambition is strategic not self-destructive.

Best practice: Ask how candidates’ recharge and grow. People investing in themselves for long-term goals are more likely to stay and contribute at a higher level.

They Focus on Past Opportunity, Not Potential

A lack of advancement in a previous role isn’t necessarily a lack of ambition. As HBR notes, ambitious individuals may be held back by restrictive environments, not their own lack of drive.

Advice to hiring managers: Focus on intent and initiative, not just outcomes. Did the candidate seek learning opportunities? Did they push for change even in challenging settings?

Redefining Ambition in Hiring

As HBR puts it, ambition is a “desire to achieve success on your own terms.” It’s personal, evolving, and often quiet. If hiring teams continue to mistake style for substance, they’ll keep missing out on high-potential hires.

At Corvus People, we encourage hiring managers to rethink what ambition looks like in candidates:

• Prioritise purpose and growth over bravado.
• Value resilience and learning journeys.
• Respect sustainable drive not burnout culture.

Because real ambition isn’t about looking impressive in an interview, it’s about consistently pursuing growth and helping your company grow too.

By Helen Cosgrove, Senior Recruiter at Corvus People

More of the CVs I see tick every box. They quantify impact, they tell the story, properly and that would usually mean, “they’re worth a screening call”.

It’s very different to how it was even 12 months ago.

It’s going to lead to a significant time sink for internal hiring teams and hiring managers.

Unless you’ve got somebody at the front end who knows how to properly interview and assess talent, you’re just going to waste more time. And time, in this context? That’s bad hires, wasted budget, slower growth, internal friction… take your pick.

How many leaders/managers have had proper interview training?

How many managers know how to properly score an interview, read body language, take detailed notes, probe deeply into what somebody has achieved?

I’d argue it’s fewer than you’d think.

Most people become managers due to being good at the job they do. They then become responsible for hiring people. They usually learn how to interview from somebody else who didn’t have interview training.

How it used to work (in a lot of businesses):

A need arises because Jeff handed his notice in. They’d dust off an old Job Description (probably from a few years ago), change the last reviewed date in the footer to today’s date and then post it on a job board (and probably send it out to a few recruiters). When it comes to interviewing, they’d either look for past interview questions or if they couldn’t find them, they’d use their trusty friend, Mr/Mrs. google for some.

Simple.

We had a candidate last month who looked perfect on paper. But five minutes into the interview, it was clear they couldn’t evidence half of it… (Has it happened to you yet?)

Nowadays, they go onto their chosen AI model, ask it for a JD for a _______ role. Then ask it to write an advert. Then get it to create some interview questions. If they’re really good with AI, they’ll also ask for a scoring matrix.

On the candidate side. They’re wise to this. They upload the JD to their chosen AI model (potentially the same one as the hiring company) alongside their CV and they ask it to “tailor my CV to this job”.

Few seconds later, and depending on how good they are at prompting, out pops a CV that looks like a perfect fit for the role.

They hit apply. The CV does the job. A few days later, they’re invited to interview.

They don’t remember applying for the role. So they dig out the JD, upload it to their model, and ask: “What questions might I get?”

Then they go one step further: “Based on my CV, how should I answer that?”

So, you now have a bunch of candidates with cracking CVs, ready prepared answers to your questions and a bit of initiative.

So what happens when you’ve got polished answers, polished CVs… and no one in the room trained to tell the difference? Do you see the problem yet?

In a market this competitive, if you can’t tell what’s real at interview… someone else will.

That’s the bit we focus on at Corvus People, getting past the polish.

We ask better questions (We often hear “that’s a good question, I’ve not heard that one before”) and we know what to look for.

It’s what we do every day, and if that kind of sharp thinking would help you, just give me a shout.

By Michael Hewitt

AI is no longer a future concept, it’s here, embedded in our workspaces, reshaping roles, and redefining what it means to be “employable.” As AI agents become increasingly capable of performing tasks once thought to be exclusively human, from analysing data to writing code to managing workflows, the natural question arises: What do we bring to the table that AI can’t replicate?

The answer lies not in doing what machines do faster, but in leaning into what makes us fundamentally human. For too long, the world of work has prioritised IQ technical knowledge, reasoning, and hard skills while EQ (emotional intelligence) has been sidelined as a “nice to have.” That era is over.

To stay relevant and to prosper we need to actively develop the intersection between EQ and IQ. In fact, the most valuable skills of the AI era may well be those we’ve traditionally labelled “soft skills.” It’s time to recognise them as the core skills of the future.

Here are the five human skills you must develop to accelerate in the age of AI:

Imagination: Seeing What Hasn’t Been Seen

AI excels at identifying patterns based on what’s come before. It looks back to predict or generate what might come next. But it doesn’t imagine. It doesn’t dream, hope, or intuit something entirely new.

Imagination is where innovation begins. It’s the ability to see beyond the data, beyond the trend, and beyond the obvious. Whether you’re designing new products, building a brand, or reimagining an entire industry, your capacity to imagine is your competitive edge.

Growth Mindset: Adapting to the Unknown

A growth mindset, the belief that abilities can be developed through dedication and hard work, is no longer optional. AI is evolving fast, and so must we.

In a world where the “right” answers can be retrieved in seconds, the real value lies in asking better questions, being open to feedback, learning new tools, and getting comfortable with uncertainty. The professionals who thrive will be those who embrace change, not resist it.

Creativity: Sparking the Original Thought

AI can assist creativity, it can riff, remix, and generate ideas based on what already exists. But the original spark, the leap that connects seemingly unrelated concepts, still starts with a human.

Creativity is not confined to the arts. It’s critical in problem-solving, strategy, leadership, and innovation. The more you cultivate divergent thinking, the more value you bring in a world where sameness is increasingly automated.

Storytelling: Making Meaning, Creating Connection

In a data-rich world, storytelling becomes the differentiator. It’s how we make sense of complexity, build trust, and inspire action. Whether you’re pitching an idea, leading a team, or presenting to stakeholders, your ability to tell a compelling story is what creates resonance.

AI can mimic structure, even tone but it lacks emotional resonance. It doesn’t live experience. Only humans can draw on nuance, empathy, and shared meaning to tell stories that truly move others.

Conscience: Leading with Empathy and Integrity

As the All Blacks say, great players ‘leave the shirt in a better place.’ This ethos speaks to something AI simply cannot replicate: conscience. It’s the ability to act with integrity, to weigh ethical implications, to care.

In practice, this means empathy, active listening, moral judgement, and the ability to consider others’ perspectives. In a world of automation, these deep human capacities will become more essential, not less especially in leadership.

The Takeaway: Be More Human, Not More Machine

AI will continue to take on more of the mechanical, analytical, and even creative workload. That’s a reality we must embrace. But that doesn’t mean we become obsolete. It means we must become more human.

The skills we’ve traditionally undervalued, imagination, adaptability, creativity, connection, and conscience are emerging as the true power skills of the 21st century. The challenge now is to develop an awareness of these capabilities, to actively build them, and to lead with them.

In a competitive, AI-enhanced world, the humans who will accelerate ahead are those who lean into what makes us irreplaceable.

By Mollie Weatherup

In a world increasingly augmented by AI, the spotlight is shifting to the human skills machines can’t replicate; imagination, creativity, emotional intelligence, ethical reasoning, and storytelling. These aren’t just “nice to have” anymore. They are becoming the core skills of high-performance teams and resilient organisations.

But there’s a catch.

We’ve spent decades assessing IQ and technical ability, with well-established testing and development frameworks. Meanwhile, critical human skills, often bundled under vague terms like “soft skills” or “emotional intelligence” have remained undermeasured and underdeveloped.

That has to change.

To keep pace with AI and retain our relevance, we must treat these human capabilities with the same rigour and intentionality we’ve historically reserved for technical skill. That means we need to measure them, develop them, and embed them into how we recruit, assess, promote, and lead.

Why Measurement Matters

You can’t manage what you don’t measure. Historically, we’ve hesitated to measure human-centred skills because they feel subjective or harder to quantify. But that no longer holds water.

Modern assessment tools are now available that can reliably evaluate human skills such as:

Emotional intelligence (EQ) – through validated tools like the EQ-i 2.0 or MSCEIT

Creativity and divergent thinking – using tasks that assess originality, fluency, and flexibility

Imagination and future-thinking – through scenario-based assessments and innovation simulations

Storytelling and communication – via structured narrative exercises and audience feedback

Moral reasoning and empathy – with ethical dilemma frameworks, 360 reviews, or behavioural interviews

Forward-thinking companies are already embedding these assessments into leadership development, hiring, and team building, not as add-ons, but as core competencies.

How to Develop These Skills in Practice

Unlike some technical skills, human skills aren’t “one and done.” They’re lived, practised, and refined over time. Here’s how organisations and individuals can nurture them:

Imagination: Seeing What Hasn’t Been Seen

AI excels at identifying patterns based on what’s come before. It looks back to predict or generate what might come next. But it doesn’t imagine. It doesn’t dream, hope, or intuit something entirely new.

Imagination is where innovation begins. It’s the ability to see beyond the data, beyond the trend, and beyond the obvious. Whether you’re designing new products, building a brand, or reimagining an entire industry, your capacity to imagine is your competitive edge.

Growth Mindset: Adapting to the Unknown

A growth mindset and the belief that abilities can be developed through dedication and hard work is no longer optional. AI is evolving fast, and so must we.

In a world where the “right” answers can be retrieved in seconds, the real value lies in asking better questions, being open to feedback, learning new tools, and getting comfortable with uncertainty. The professionals who thrive will be those who embrace change, not resist it.

Creativity: Sparking the Original Thought

AI can assist creativity, it can remix and generate ideas based on what already exists. But the original spark, the leap that connects seemingly unrelated concepts, still starts with a human.

Creativity is not confined to the arts. It’s critical in problem-solving, strategy, leadership, and innovation. The more you cultivate divergent thinking, the more value you bring in a world where sameness is increasingly automated.

Storytelling: Making Meaning, Creating Connection

In a data-rich world, storytelling becomes the differentiator. It’s how we make sense of complexity, build trust, and inspire action. Whether you’re pitching an idea, leading a team, or presenting to stakeholders, your ability to tell a compelling story is what creates resonance.

AI can mimic structure, even tone, but it lacks emotional resonance. It doesn’t live experience. Only humans can draw on nuance, empathy, and shared meaning to tell stories that truly move others.

Conscience: Leading with Empathy and Integrity

The ability to act with integrity, to weigh ethical implications, to care is essential.

In practice, this means empathy, active listening, moral judgement, and the ability to consider others’ perspectives. In a world of automation, these deeply human capacities will become more essential, not less, especially in leadership.

The Role of Leaders and Talent Professionals

To build a workforce fit for the future, leaders and talent professionals need to do more than acknowledge the importance of human skills, they must actively integrate them into organisational life.

That means:

• Redesigning job descriptions to prioritise human capabilities alongside technical ones.
• Embedding human skills into performance reviews and promotion criteria.
• Providing coaching and learning journeys focused on empathy, communication, creative thinking, and ethical leadership.
• Creating psychological safety so people can practise, experiment, and grow without fear.

From Intuition to Intention

These skills have always mattered. What’s changed is that in the age of AI, they’re no longer optional, they are what sets us apart.

The organisations and individuals that thrive won’t just acknowledge these human capabilities. They’ll intentionally measure, develop, and embed them, turning human potential into a true competitive advantage.

In the race with AI, the winners won’t be the ones who try to out-compute the machines. They’ll be the ones who double down on what only humans can do.

By Mollie Weatherup

Northern Ireland (NI) is increasingly recognised as a hub for innovation and growth, but to maintain its competitive edge, businesses must attract skilled professionals who bring fresh perspectives. One untapped resource is returners – individuals (or their partners) who have gained international or non-NI experience and are now looking to return. These returners offer immense value to NI-based businesses, driving innovation, change, and new standards. 

Historically, NI has suffered from a ‘brain drain’ with many students choosing to study in GB or Ireland, never to return.  This emigration was often associated with a perceived lack of career opportunities and lower salaries than London and Dublin.  Recent data shows that almost 30% of school leavers choose to study outside of NI, although with the increasing cost of living and students being more cautious about their student loans that figure is likely to be falling.   

NI has some significant advantages in comparison to the rest of the UK & Ireland.  There are several growth industries (Tech & Cyber, Financial Services & FinTech, Life Sciences, Advanced Manufacturing & Engineering and Creative industries), NI’s unique post-Brexit advantage with dual access to UK & EU, the education system and cost of living advantages.   

Returners bring diverse perspectives shaped by their exposure to global markets, industries, and cultures. This wealth of experience fosters creativity and helps businesses approach challenges with fresh solutions. Many returners have worked in fast-paced, large-scale organisations abroad, equipping them with additional skills in innovation, strategy, and cutting-edge technologies that can be transformative for local companies. 

In addition to innovation, returners play a key role in driving change. They often introduce global best practices, elevating operational standards and encouraging businesses to adopt productivity-enhancing tools like AI or automation. Their ability to adapt quickly to evolving markets also creates a sense of agility within teams, inspiring faster decision-making and more dynamic workflows. 

Attracting returners can also help address NI’s skills shortages. These professionals bring expertise that may not be readily available locally, enhancing the talent pool and strengthening businesses across industries. Moreover, their international networks can open doors to new markets, partnerships, and export opportunities, key for NI’s growing focus on global trade. 

Supporting returners signals a commitment to diversity and inclusion. By creating flexible working arrangements or offering support for relocation, businesses can position themselves as forward-thinking employers while boosting employee retention. 

 By encouraging returners back to NI, businesses gain access to a wealth of knowledge and experience that drives innovation and growth, helping NI thrive on the global stage. 

I often must stop myself from stating the obvious but on this occasion, I’m going to go for it: Succession Planning is all about planning for the future of the business. It often includes finding the time to “think” and the time to have critical conversations with family members and high potential colleagues. 

It’s about securing the future of the business and often requires a stoic approach –“What happens if Paul wins the lottery? “Great for him but he’s now off on a around the world trip. Who’s going to do his job and make sure that everyone gets paid?”, “What happens if Orla decides to hang up her Ops Director hat and move to Goa to become a Yoga instructor?”… Okay, so that was probably a bit too specific but hopefully you get the point. 

Succession planning is all about making sure that you have a suitable plan B. 

I spoke to our Head of Human Capital Consulting, Chris Mullan and this is what he had to say: 

“Developing your internal talent and hiring for growth potential are two sides of the same coin, they are both essential for building a resilient, future proofed business. Providing investment for internal talent isn’t just about retaining them, it’s about creating a pipeline of leaders who know your business, your culture, your strategy and processes. Plus, it’s cheaper to build your own than constantly having to go to market for new talent every time you need to fill a position. 

In saying that its equally as important to your approach to external hiring. When bringing new talent into your business, its critical to look beyond the immediate role requirements and assess candidates for the ability to take the next 1-2 (possibly 3) steps in their career path. That talent who can demonstrate not only the skills for the current role but also the potential to grow into future positions ensures that futureproofing. Not only does it save money and time associated with recruiting externally it helps create a culture of opportunity which is attractive to high calibre talent.  

Utilising both strategies helps businesses become more agile and resilient. Creating a robust talent strategy will differentiate your business from others in the market and deliver a steady stream of talent that will ensure business continuity and growth.” 

In any business, it’s crucial to have a succession plan in place. If there are no internal candidates (Plan Bs) ready and able to step into the roles of key leaders (Plan As) should they leave unexpectedly, you’ll need to look externally. Being proactive about this is far better than being reactive. 

Recently, I’ve been collaborating with several business owners to bridge the gap between their stepping back and the next generation stepping up. In all these cases, there was a significant gap that needed to be filled, often spanning 10-15 years. Unfortunately, there was no one within the businesses with the desire or readiness to take on these leadership roles, necessitating an external search. 

There’s a huge benefit to taking a proactive approach to succession planning. It means that instead of having to be reactive to the unexpected and having to make a distressed purchase-style decision on hiring, you’ll be able to take your time to ensure you have the right talent within the business, developing and growing until they are ready to take the step up. 

This proactive approach not only mitigates risks but also positions the business for long-term success.