RECRUIT


THE TWO WAY STREET


Laurence Lewis looks at the role of a recruitment consultant and how managing expectations for both the potential recruit and the employer is an essential part of the process


and family life with more rotations, better wi-fi, better food, better crew cabins, better tips, better heads of departments, better absolutely everything.


T


Employers and employees have access to vast amounts of information through social media, crew know what is going on elsewhere onboard other yachts and therefore, expectations come at you from every angle. Managing and addressing those expectations is paramount to ensure a successful recruitment procedure.


Also in this picture is the recruiter, that trusted middle person whose role is to advice both parties and navigate towards a common ground and positive resolution, managing expectations because, most of the time .... recruiters know best (of course we do, it’s our job, we spend our days talking to crew, to clients, to the market).


Getting off to a good start will often involve writing down a good job description, a concise summary of the role with some insights into the specifics of your yacht, the culture and value onboard. This is often an overlooked process, yet, once done the job description will become a valuable and reusable tool only requiring minor updating from one season to the next. Recruiters love professional job descriptions and will use them to truly champion your jobs with candidates.


Your recruiter will discuss your


expectations and how they fit with the market. Will it be a struggle to fill the job because of an unrealistic salary in a candidate short market? Is your leave package competitive enough? Are you asking too much in terms of skills when perhaps onboard training can be a solution? Recruiters know unicorns don’t exist and will be transparent with the client.


hese days we all have high expectations, all the time. We expect better jobs with better salaries, on better yachts, with better crew and colleagues, better social


One must also consider the necessity of building a strong team on board. So the environment amongst the rest of the current crew is an important element to discuss and evaluate. Looking at individual strengths and evaluating what the new crew member will deliver into an already successful team, at any rank, can be vital.


Recruitment is a two way street and just as the client is assessing the candidate, candidates should also evaluate their potential new employer - first impressions count. Keeping the line of communication open is important and any delays or change of plans in the interview schedule have to be addressed / discussed quickly and a new plan of action set up. Once the momentum is lost, it is very hard to regain it and the candidate could have found another job, elsewhere.


Getting off to a good


start will often involve writing down a good job description, a concise summary of the role with some insights into the specifics of your yacht


Recruiters of course also manage candidates’ expectations and we have endless discussions on salaries, leave, rotation and whether the grass is supposedly greener on the other side....We can help and guide a decision making process and make suggestions. And yes, absolutely, sometimes the ‘first job that comes along’ is the best job, nothing wrong with that, just as the majority of yachts are private, so why wait for that elusive charter yacht? You need to way up the benefits of both situations. Make a list of the pros and cons for charter and private yachts, and also think about future career progression.


Managing expectations on all sides is part of the recruiter’s remit. Only naive recruiters will stick to the candidate and client’s brief. Decision making always involves an emotional dimension and thinking outside the box and championing the underdog, is often what will make the difference and bring two sides together.


ONBOARD | SUMMER 2018 | 165


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  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148  |  Page 149  |  Page 150  |  Page 151  |  Page 152  |  Page 153  |  Page 154  |  Page 155  |  Page 156  |  Page 157  |  Page 158  |  Page 159  |  Page 160  |  Page 161  |  Page 162  |  Page 163  |  Page 164  |  Page 165  |  Page 166  |  Page 167  |  Page 168