search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
Insight


RECRUITMENT & RETENTION Eyespy Recruitment


If we were representing you and you'd be in your business for five


years, it is very unusual to be able to keep up with the market value of that experience within the same


For example, women tend not to be as punchy with their salary expectations. Women who are potentially more suited to a role than a male counterpart often won't be demanding a large salary but will say 'it's not about the money, but the context of the role'. I respond by saying 'that's great, but you're not doing much for the gender pay gap if you are not being as competitive with your salary expectations.’


Jo: We are there to provide a benchmark and guide candidates who do fall into that category of where they should be sitting from a salary perspective. We will always be very forthcoming with that.


One senior director of a global business I recently spoke to is aware of white male dominance and said it is something he would actively like to address for the obvious reason that their customer base is not all white men. Te gaming audience is diverse, and he would like his team to reflect that diversity. Tis makes perfect sense and there is a growing desire to change. 10 years ago, it was very much an old boys club for progression within companies. Tat is not the case anymore. Now, it is your experience and the value added that is considered.


How do you manage the balance between managing clients and representing their best interests with investing time and resources


company. You generally don't get significant wage hikes in a role. We wouldn't be doing our job properly if we didn't say 'this is where you should be sitting for your next role'. Sometimes, this does sound like a big jump. Other times, it's not.


into a candidate’s demands and expectations?


Jo: It is about being fair. If we were representing you and you'd be in your business for five years, it is very unusual to be able to keep up with the market value of that experience within the same company. You generally don't get significant wage hikes in a role. We wouldn't be doing our job properly if we didn't say 'this is where you should be sitting for your next role'. Sometimes, this does sound like a big jump. Other times, it's not.


Yes - we represent the client but it’s also super important we present the candidate too and they feel they have all the information they need about the role, the company, and the package. Tere needs to be transparency from both parties or there isn’t going to be a successful outcome. It’s not about getting the biggest bang for your buck, but getting the right person who will start work feeling motivated and valued with the salary they have got.


Emma: Clients don't necessarily want to get somebody for the lowest price they can. Tey want to be renown in the industry for being a competitive employer offering a good working environment and overall package.


If the client is unrealistic in terms of what they want for the salary on offer, we will go to them with a candidate's current package and explain they will want a natural uplift. Sometimes clients need this reality check in terms of what the going rate is for certain skill sets.


Jo: For every application I submit there is complete transparency over the package details. Tere is no point having any confusion over that point. If you have a conversation with a company, you need to know on a very basic level that they are going to offer you a competitive salary for that role.


Sometimes you get asked to take that off a general application within a big business as it will get circulated to lots of stakeholders and they don't necessarily want to communicate salary values to everyone. But, overall, our approach is one of complete transparency and it works very well.


What does an ethical recruitment partnership mean in practice?


Jo: Honesty, trust and integrity are the WIRE / PULSE / INSIGHT / REPORTS P47


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118