Blogs - - D P Connect

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Looking after your mental health has never been more important

A lot of us will be working from home at the moment and all routine would have faded from our memories after 6 weeks of lockdown. For those who struggle with their mental health those routines would have been even more important. The interaction with colleagues, knowing pretty much how your day ahead was going to look, or simply giving reason to getting yourself dressed and out the house. And for those who have been furloughed the loss of all of this will be even harder. If you have had to take the difficult decision in furloughing your employees, or yourself or your colleagues have been furloughed, it is so important to check in with them. How are they coping? Do they live alone and are struggling with loneless in isolation? Have they got all the essentials they need if their mental health has been affected? Here are some things you can do to help yourselves, your colleagues or your employees who need you now more than ever: Connect with each other - set up a video call with your team, or even an old fashioned phone call with someone you know may be particularly struggling. Self-isolation is difficult and relationships are key to promoting good mental health. Reach out to each other and arrange virtual book clubs or watch parties: each person can choose an e-book or netflix film/series to read or watch and then you can catch up weekly on what you thought of it. Be physically active - encourage one another to do some form of exercise every day, whether it be going for a walk, doing a YouTube workout video, or taking time for some midful yoga. Help each other by setting goals and praising your peers when they have achieved it. Keep mentally active - the current situation is causing a rise in anxiety, even from those who normally have good mental health; the uncertainty and worry can overtake and spiral out of control in particular for those who already suffer. Being mentally active and keeping your mind occupied can help ease anxieties. If you are not working currently you may have a skill that can help others; many are currently home schooling and would welcome your knowledge via a skype call! Dust off a jigsaw puzzle from the back of the loft and exchange them with neighbours/friends/colleagues once you have completed them. Or how about a card game? "Solitaire" has been my personal go-to! Learn a new skill - do any of your colleagues have a skill you would like to learn? Why not teach each other virtually? I think we have all attempted baking something so far this lockdown (some with more success than others!) - video call a peer and share your baking knowledge. Or do you know a colleague had some DIY jobs they were waiting to be done - can you provide them assistance overe the phone - reach out and help each other keep busy and motivated. We would love to hear any heart-warming stories of how you and your teams have supported each other so far. If you have a designated Mental Health contact in your organisation remind your peers that they are available even if it is just for a chat during these times. Useful links: https://mentalhealth-uk.org/ www.anxietyuk.org.uk www.thecalmzone.net www.menshealthforum.org.uk www.mind.org.uk www.nopanic.org.uk Here are some snaps of how we have been keeping ourselves busy and our brains occupied! (*Disclaimer* A lot more binge eating has been done than necessary but no one needs to see that!)

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How to Virtually Interview and Onboard New Hires

The term unprecedented is far too over used at the moment, so lets say that in these ‘different’ times, recruitment has to be completed in a slightly different way to what it has been before. With many companies previously utilizing large scale face to face meetings and in depth onboarding processes, it can be somewhat daunting to know that you will be relying on a more remote interview process to bring on new staff. However, rather than pause recruitment, we have seen many clients adapt the way they recruit technical employees to suit the environment and allow them to continue with their growth plans. The technology market will be the first to bounce back, due to the more remote elements that can be completed - https://www.recruitment-international.co.uk/blog/2020/03/uk-tech-industry-to-remain-resilient-in-face-of-covid-19. So how can you adapt your interview process to allow you to still recruit top talent, but be able to ensure team fit? Here are some examples of what some businesses are doing in the market, so hopefully it proves some guidance for you: - Interviews Client A’s ‘normal’ process: - A telephone Interview with a line manager A 5 hour half day face to face (including technical test, meeting a range of people, coffee meetings for cultural fit etc) They have adapted this to:- A telephone Interview with a line manager Completing the interview via Video Conference. They will use Hackerrank for the coding exercise, and just video call the candidate at intervals to see how they are getting on with it. They will then have predefined slots, where different team members will call the candidate and have conversations etc, and try to replicate the coffee meetings at best as possible. The 5 hour nature of the interview will probably be broken up into more manageable 1.5 hour – 2 hour chunks as virtual meetings can usually be more intense. This still allows for a technical Q and A, as well as a range of people from different teams to speak with the candidate to gauge team fit. This can also be used as an opportunity to adopt more remote interviewing capabilities when the office is open, and help you to fill hard to fill roles with people in different geographical locations who are looking to relocate, without having to drag them across the country, or from further afield. Onboarding Normally an onboarding process is quite ‘dull’, you learn where the fire exits are, where you go for lunch and sign lots of paperwork before sometimes being taken to lunch. This can easily be adapted to a more remote level and utilise the power of technology more than ever. We have one client who have adopted the following: - They have increased their internal communication channels to include Slack and Zoom on top of what they had already existing. This helps as it can allow departments across multiple “sites” to work together. They mail courier a laptop to the new starter with all the necessary software installed, so the employee can get up and running straight away. They have then created a buddy system, whereby the first few weeks work and expectations have been pre-planned, and the buddy will be their point of contact, to assist with anything technical and otherwise. They are also still doing the ‘first day lunch’ but over Zoom, and are setting up things like video quizzes to ensure lots of collaboration and interaction, so when the employee does go to the office, they won't feel like a newbie, but as part of the furniture already. There are a number of things you can do without the need to be physically in the office to ensure your onboarding process is as strong as ever whilst being virtual – we have developed a guide for you here: Virtual Onboarding Guide If you require any assistance with virtually interviewing or onboarding please contact Ryan Lanham on rlanham@dpconnect.co.uk

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Top Tips for Virtual Interviews

Top Tips for Virtual Interviews For the majority of companies who were adjusting to working from home, their hiring campaigns suddenly did not seem to be at the top of the agenda as lockdown gripped the country. However, now we are a couple of weeks in to this new way of working, most of our clients have begun to adapt and are keen, like ourselves, to carry on with business as usual. This includes continuing to hire for those essential roles, and therefore adjusting their interview process to fit with this new way of working. Usually you could expect a telephone interview followed by a face to face meeting with your prospective new employer. But this has forced most organisations to be dragged in to utilising the great technology we have available…and realising they can still hire great candidates without that face to face meeting. It is crucial to ensure you prepare yourselves for these virtual interviews as employers may still be nervous to hire without meeting you face to face… prove to them they do not need to be. We have compiled our top tips for virtual meetings, whether this be using Microsoft Teams, Skype, Zoom or any other technology the client requests. Test your technology – even if you are using software you are familiar with, ask a friend to test out your connection; that they can hear you clearly and your laptop/PC is positioned to see your head, shoulders and torso. Imagine you are across the desk from your potential employer, this is how they should be viewing you on camera. Dress for the occasion - just because you are at home, you are still having an interview. Clients may not expect you to be fully suited and booted, however a smart dress code should still be applied. Be aware of your surroundings – many of you will also have family members at home during this time. Ensure you have a quiet spot in the house set up where you will not be disturbed by background noise or people entering the room on your video call. If you do not have an office try to position yourself at a table as if you were in a face to face interview. If you can have a blank wall behind you then sit yourself accordingly. Organise yourself - have a glass of water to hand, your CV, any notes you may need etc. However, do not be distracted by reading off your notes or shuffling paperwork. You are in a position where you may be able to glance at questions you wanted to answer which may normally slip your mind or key points about the organisation. Body Language – because you do not have that face-to-face connection with the interviewer your body language and enthusiasm becomes even more important. You cannot give a firm hand shake but you can smile, be yourself, relax and maintain eye contact with the screen. Although on starting your role you may be working from home, the interviewer will still want to ensure you are a good personality fit for their organisation. Preparation – this stands for all interviews whether face to face, over the phone or virtually. BE PREPARED. The interviewer will want to know you have researched their organisation, the job role, the skill set and any potential questions you may be asked. Speak to your consultant at DP Connect about anything else you may need to prepare and some more background on the vibe of the organisation. If you have any questions on interviewing in the current climate do not hesitate to call Matt Taylor on 0208 466 3656

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5 Top Tips for Women Considering a Career in Tech

Are you a woman considering a career in tech? Are you sometimes apprehensive about what being a woman in technology means? Women may still be in the minority in tech, with just 17% of the workforce being made up of women, however, in order to engineer change in the situation, more and more women need to break into the industry. A career in tech is an excellent choice, it can be well-paid, offer great opportunities for remote and flexible working, and with the pace of advancements in technology it can be an extremely rich and diverse industry to develop alongside. WomeninTech.co.uk have compiled 5 top tips to help women considering a career in technology: 1. Become a relentless learner Technology is always changing along with new industry trends, iterations and inventions. If you are considering a career in the tech industry then it is important to open as many doors as possible for yourself by always learning new skills, staying up to date with the latest tech trends and never losing that thirst for knowledge and development that sparked your interest in tech. Having an arsenal of skills and knowledge in your field will give you a competitive edge in the eyes of employers and organisations. Learning doesn’t have to mean always enrolling on courses, there are so many free resources out there to gain valuable insight, knowledge and skills such as books, podcasts, YouTube videos, and forums. 2. Network and connect Seeking out mentors and/or opportunities to network and connect with other women in tech is a really positive thing you can do for yourself to not only increase your understanding and picture of what it’s like to work in tech, but also it can be a way to discover new opportunities for work experience, or even a future referral for a job. Attending networking events or signing up to a mentorship programme will provide you with support from someone who has perhaps been in your shoes and can make you feel empowered and supported that you can do it too! Women empowering women is an important part of working to increase female representation in tech. 3. Seek out inspiring role models The power of role models to inspire and innovate is a great thing to utilise when considering a career in tech, especially if you are a woman and entering as a minority in the industry. Everyone will have different stories about how they entered their fields, what qualifications they gained, work experience they embarked on and advice for those at the early stage of their career journeys. Role models are powerful because they are examples of real people who have been in your situation and therefore they are extremely relatable. A way to discover role models is to read case studies because this is a quick and accessible way to feel like part of a growing community of women in tech. 4. The possibilities are endless! Research your options It’s really important to do as much research as possible into what sector of tech to go into as well as the different jobs available in the tech industry. Often there are misconceptions that working in tech is mostly coding or software developing, however, this is not the case. Tech covers a broad range of roles and there could be jobs out there in tech you hadn’t even thought possible. For example working in tech can mean working as a project manager, as an analyst, user experience guru, IT support and even tech sales to name but a few. From health tech and artificial intelligence to web design and aesthetics, the more you start looking into tech jobs, the more diverse the picture of working in tech becomes. 5. Take advantage of your unique position as a woman in tech More and more organisations are committing to fixing the issue of gender imbalance in tech, and this means that if you’re a woman considering a career in tech you are in a great position to put yourself out there and take advantage of the opportunities being created to attract more women into the industry! Technology has such a broad definition and because of that can often seem quite daunting, but it’s important to have confidence in your abilities to bring your talents to the industry and thrive. From specific business grants aimed at helping women in tech, to an ever growing list of employers committed to creating gender diverse tech teams, it’s an exciting time to be a woman considering a career in tech. For more information and career advice visit women in tech here Or call DP Connect on 02084665666

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Open Banking Expo 2019

In the opening keynote by Jim Marous he stated that “change has never happened this fast, and will never happen this slowly again". A statement which is both terrifying and inspiring in equal measure. We are currently on the cusp of the fourth industrial revolution, which will disrupt almost every industry in every country and the banking and finance sector is right at its vanguard. Last week the second, annual Open Banking Expo explored the progress that has been made across the banking industry over the last 12 months in bringing open finance to the mass market. Two months after the final PSD2 compliance deadline we are left asking, "when will we know whether Open Banking has been successful"? Some argue that it will be when Open Banking is so ubiquitous that we refer to it simply as "banking". To reach this point Open Banking will need to have been adopted by the mass market, as contactless payments have been over the last few years. The tipping point in the adoption of contactless payment technology by the mass market was when the industry identified a successful use case. This moment came in 2015 when they utilised the technology to replace the Oyster Card on the London Underground. From this moment on, contactless payments became increasingly prevalent and, bolstered by improved consumer trust and the increase in the provision of contactless terminals, card payments overtook cash payments in 2018 and contactless payments now account for 50% of all debit card transactions. If this example tells us one key thing, it is that consumers will be driven to adopt new technology if it is faster, more convenient and more widely available than that which it is replacing. As a result, banks and fintech providers need to look at developing use cases where open banking technology can deliver a smooth, seamless, frictionless customer experience. As one of the speakers at the event put it, "giving back the gift of time through Open Banking". In order to do this effectively, providers will need to focus on how they can use their Data Analytics to develop an exceptional Customer Experience. The companies that offer the best Customer Experience will be the ones that will own and retain the consumer relationship. Gone are the days where banks are the de-facto holders of the consumer relationship. Banking is becoming more of a utility, and we are being given the freedom to switch our banking provider more quickly and efficiently than ever before. The great potential of Open Banking is that it will allow consumers to deconstruct banking into its component parts and services, and reimagine their own blend of providers using products such as Yolt which allow the individual to aggregate their different current accounts, savings accounts, lenders and pensions inside one app. The Open Banking Expo also focused on the disruptive fintech start-ups that are using Open Banking to improve financial inclusion. On the day of the event Nesta announced the 15 finalists of their Open Up Challenge 2020; a shortlist which included some inspiring examples of how this new technology can be used for the greater good. Some of these examples may well provide the use case needed to kickstart the mass adoption of Open Banking. As in the case of contactless payments, the increased adoption was supported by both improved consumer trust and the availability and effectiveness of contactless terminals. As a result, the success of Open Banking will require the CMA9 to improve both the availability and response time of their APIs. At present the availability is not yet at 99.9% level which is required and expected in other sectors, and the response times average around the 800 millisecond mark, whereas 200 is the level most complex web APIs aim to achieve. So as we can see, there is still some way to go around refining and improving the applications themselves to give a seamless and fluid user experience. However, given the progress that has been made over the last 12 months, the industry is heading in the right direction and it will be exciting to see how the sector develops and matures over the next 12 months. Here at DP Connect, we look forward to continuing our work with the OBIE and many other fintech providers in their realisation of bringing Open Banking into the mass market.

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360 & 180

Looking to get into a job in recruitment? You may have seen the terms 180 and 360 bandied about, what do they mean? Which one is best for you? 180 180 recruitment splits-up the traditional role of a consultant into one of two areas – business development or candidate generation. Most 180 recruiters tend to favor the talent resourcing route and are often called ‘delivery consultants. This role is a great option for entry-level candidates, since it focuses on the overall journey rather than the big sell. Delivery consultants often sit within teams of 360 recruiters, supporting them with talent while facilitating a strong candidate experience. The business development side falls into Account Management, which enables the recruiter more time to understand the clients’ needs and focus on building relationships. The downside of 180 recruitment is that many businesses will overlook delivery consultants/Account Managers for promotions or new opportunities. This is because they are not always seen as ambitious or money-orientated, with the wins coming frequently but on a small scale. It is important to recognise that solid candidate relationships fuel the entire recruitment process, so this highlights the need for 180 consultants! 360 360 recruiters manage the entire recruitment lifecycle to deliver a seamless and all-encompassing service. This role means getting to know your network inside-out in terms of both clients and candidates. It also removes the ‘middle man’ effect of reverting to delivery consultants for updates, thus limiting any errors in communication. With so many variables at play, it’s safe to say no two days in 360 recruitment are ever the same. Recruiters in this space need to be incredibly organised, with strong time planning, stakeholder management and prioritisation skills. It’s not enough to be personable – here, strong sales technique and a good head for business development are essential to your success. In return, you can expect stellar commission, quick progression and career development. What are you?

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International Women's Day 2019

Happy International Women's Day 2019 IT Recruitment is a very male led industry, and recruitment particularly is known for hard work and long hours therefore not being very conducive to women with families. DP Connect have bucked that trend and our senior leadership team is 50% female with a high proportion of our employees working flexibly or part time. Today we celebrate all the inspirational women in our lives and throughout history worldwide. However you spend today; whether it be protesting, celebrating, working or relaxing - be proud of yourselves and those who have committed to fighting against the obstacles women have faced, and still face, in reaching for equality. This week our Client Partnership Account Manager, Eleanor Jeffryes, was on BBC Radio Kent speaking about women in business and DP Connect as an employer who promotes flexiblitiy. BBC Radio Elle.m4a Size: 7.7 MB

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Hiring Business Developers and Sales People - A quick quide on how to attract the best candidates

Throughout my time in recruitment so far, I have seen many Consultants come and go, as well as sales people across a variety of companies. Sales is a ruthless and cut-throat industry, and the difference between a good and a bad sales function can make or break a company. Having spent the last year working in the Cambridge market recruiting for business development and sales people, I thought it would be useful to provide a simple guideline to hiring a ‘good’ employee who will help drive the business forward. The old saying of “the product sells itself” is far from the truth in this day and age, so you need to hire people who understand the product or have the capacity to learn it, can manage the sales cycle and are capable of closing a sale. So, it is worth starting by asking a simple question: Why hire sales people? In most cases it is because someone has left or a company wants to grow and increase their turnover. It doesn’t matter what level you are looking to hire at, all good sales people will have the same two main attributes you will need to look out for; motivation and ambition. If a candidate can display these attributes in the first meeting, then this is a strong indication that they could be a good potential fit. However, one of my biggest pet-hates is when I hear candidates say “I can sell anything!” This is not entirely true and if a candidate says this in an interview or meeting it’s a big red flag for me. The process of determining how to attract the best candidates for your company starts with selling your business and the product you have to offer. The first impression a candidate will have of the role, and of your organisation will be your website and your job description. So use the job description as an opportunity to engage with candidates and get them interested about the role on offer. Equally, if you are working with a knowledgeable and specialist Recruiter then they can do a lot of this work for you, making sure your company and opportunity are presented in the most engaging way possible. You may think this is basic stuff and you’re right; however, I have seen many job descriptions that look like they have been put together in less than 5 minutes with hardly any detail and the clients wonder why only 2 candidates have applied. The Interview Process Once you have shortlisted, I would recommend interviewing 3 or 4 candidates that you are sure will be a good fit. Some companies like to increase this to 5 or 6, but if you have a clear idea of the profile you’re looking for, then 3 or 4 will usually be enough. If you are recruiting directly then I would definitely recommend having a telephone interview as the first stage of the process. Purely because most of the time sales people will be speaking to and SELLING to clients on the phone, and if your candidate can’t articulate themselves well through a phone call why would you want to see them for the next stage? However, if you are working with a Recruiter that specialises in sales recruitment then they will be able to save you the time by carrying out this step of the process for you. Ensuring that you only interview people who have exceptional communication skills. The first face to face interview is where interviewers make mistakes; you don’t need to ask candidates what their experience is or what they have done for the past 4 years again as this should have been discussed over the phone. It is really important to ask the RIGHT questions!!! What are the right questions you say? Well, here are some questions which I highly recommend as they will indicate the level of candidate and the preparation that they have done. You will obviously look to ask questions based on your company and what they know about the product but here are a few that will help you to separate the good from the bad. 1. What methods do you use to hunt prospects and find leads? 2. Why do you utilise said method? Would you be comfortable using a different style? 3. How do you know/find out who the decision maker is and how do you approach them? 4. How do you understand what a client’s needs are? 5. How can you demonstrate our product is what the client needs? 6. How would you differentiate your sales style/method depending on the client you are dealing with? 7. What negotiations have you been proud of and why? 8. How do you handle clients who take longer than normal to make a decision? 9. Your x% off target and bonus with 2 months left of the year, how would you overcome this? 10. How important is customer service above hitting targets? There are many more questions you can use but the point I am making is that sales people need to win business and generate revenue; these questions will give you an initial indication as to how they are going to go about doing so and whether their approach would fit with the company’s ethos and style. This leads me on to the final stage of the interview process, which is my favourite, the presentation. By this point you would hopefully have kept the best candidates engaged in the process and have narrowed it down to the last two people. At the end of the first interview you would have given them a brief to prepare a small presentation to deliver in the final interview. The nature of this brief can vary according to the company but a good general example would be to pitch the company’s product or service offering to a potential client. If you're unsure of how to develop a suitable task for your company or market, then I have seen countless examples over the years and would be happy to help you put something together. Following the final interview, if you are able to decide on a candidate and would like to offer them the position, please be mindful that sales people thrive off reward and need a realistic target. You should have ascertained what salary and package they are expecting from the phone call, or from your Recruitment Consultant, so make sure you are offering the candidate what they are worth. If a candidate has indicated that they are looking for £X basic plus commission and benefits, then if you offer below that you will have thrown a spanner in the works and may well have wasted a lot of time, as the candidate will be unlikely to accept in such a competitive market. I have seen this happen many times and it is not the best situation as the candidate already feels undervalued before they have even started in the role. Of course, sales people will sometimes put forward a salary expectation that is above their market value (they are sales people after all!), but you should review their salary expectation after the first interview and, if you don’t feel they are worth that amount, then discuss it with the Recruiter or the candidate themselves as quickly as possible. In conclusion, recruiting for sales people can be incredibly challenging. It is in their nature to talk a very good game and sell themselves in to the role. They are also strong negotiators and so salary negotiations can be more difficult than for other positions. As a Recruiter I try to take as much pain out of the process as possible for both the client and candidate by making sure all parties are very well informed. There are many aspects of the process that I haven’t gone into much detail on here, but I am happy to discuss further with you over the phone if you’d like to know more. As the old saying goes; if you think hiring an experienced candidate is expensive, try hiring an amateur! I really appreciate everyone who has spent their time reading this and any feedback would be greatly appreciated. This is my 1st blog and I am planning to continue to provide insightful views into the world of business development every quarter. So, look out for my next one in March. If you would like speak in more detail about anything covered above, or if you would like some consultative advice about the current market then please don't hesitate to get in touch on 0208 466 5666

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Mind The Gap - How To Address Gender Diversity In Your Business

In 2018 there is a growing wave of momentum around gender equality in the workplace and most organisations have placed gender diversity on their corporate agenda for this year. However, faced with growing talent shortages across nearly all of the UK's sectors, companies are struggling to recruit enough people to satisfy business needs as it is, without the additional challenge of trying to diversify their workforce. As a result, they are becoming increasingly concerned about how to address their declining percentage of female employees. As an IT & Technology Recruitment Consultancy we see this problem in companies throughout the technology sector, and it is exacerbated further when those technology teams sit within industries which are renowned for a lack of diversity, such as finance. Our clients frequently ask for advice on how they can address their lack of gender diversity, and many are looking for a quick fix to suddenly start seeing more women entering their recruitment process. However, the truth is that this issue needs to be tackled long before the actual recruitment process begins. In order to have a real impact on attracting more female employees to an organisation, the company needs to address their core values, their working culture and their recruitment process itself, before going out to market. Here are a five tips and ideas which can help any organisation enhance their employee offering for a diverse workforce. Would women want to work for your organisation? Make sure you are offering a working environment which women will want to work in. Start by addressing your office culture and working environment - stamp out any laddish / bullish culture if it exists. Look at where people sit; try to have a diverse mix of people sitting near each other wherever possible. This practice is proven to breed diversity of thought and leads to more creative teams. If you don't have a formal or agreed flexible working policy then it is best to get one in place before actively going out to recruit. A flexible working policy will be welcomed by your existing workforce, as well as being very attractive to all prospective employees, gender regardless. Genuine flexible working policies give companies a real competitive edge in the recruitment market, so it will be well worth your time getting this right. Make sure you know which roles could suit a flexible working arrangement and which wouldn't. Make sure all of the Managers / Senior Leaders in the business are bought in to the policy to avoid future problems arising. Also think about how you will interview people differently if they are going to be working remotely, to make sure you are happy that their personality and working style will suit this arrangement. Finally, you need to address your flexible working comprehensively so that you can answer questions about it from candidates at interview. There is no use saying you offer flexible working on the job advert, and then trying to blag it in an interview when asked what it consists of. 2. Use feedback from your current employees Perhaps try asking all of your employees to say how likely they would be to recommend your organisation as a good place for women to work. You can do this through an anonymous employee survey or a Net Promoter Score survey. Ask them to give specific feedback around what they think it is like for women to work at the organisation and to give some constructive feedback about what could make it a better place to work. This feedback will allow you to fully understand what your employer proposition is for prospective female employees and you can use this feedback in your job adverts and interview process. Also use the negative feedback to be honest about where you need to improve your employer offering to be a great place for women to work and succeed. Ask the women who are happy, loyal and engaged in the business to perhaps write a case study of their time in the company; how they joined, what their experience has been and how successful they have been. If relevant, have these women involved at some stage in the interview process, and ask them to share their story. 3. Understand how to pitch the job and the organisation so that it will be attractive to women. Rethink how you write your job specifications, and your job adverts. You have probably heard the statistic that women will only apply for a job if they feel they meet 100% of the criteria, whereas men will apply if they feel they met 60%. Most job specifications are a long wishlist of skills & experience, which aren't always essential to being able to carry out the role effectively. As a result, women are not applying for these roles, because they don't meet the extensive list of requirements stated in the job advert, despite the fact they are perfectly capable of doing the job. Perhaps try rewriting your job specifications to be based around what the purpose of the job is, and what the expected outcomes should be within the first 6 months / 12 months. More women will be likely to read the advert and feel confident that they can deliver on these expectations, rather than simply meeting a tick list of skills. 4. Interview fairly Ensure your interview process is fair, objective and transparent. Before interviewing, decide what the most important criteria for the role are and weight them accordingly. Then create a fair scoring matrix according to those factors so that decisions are made on ability, experience and prospects and not as strongly around "culture" or "team fit". This will lead you to making objective decisions about candidates which are not lead by any conscious or unconscious bias. If it is suitable and relevant to have female employees involved in the interview process, then I would recommend it, firstly as women will immediately see the organisation as somewhere women work, and so that they can tell their story about what their employee experience has been. 5. Think outside the box on where to go to find candidates. Only partner with organisations who take this issue seriously and who will go the extra mile to help you find the best female talent for your roles to offer you a broader range of suitable candidates to choose from. Select a recruitment consultancy who is equally passionate about gender parity, and diversity in general, who will help to drive a diverse pipeline of candidates. If diversity is something which is important to you and your organisation then I would also urge you to look at Project Include, an organisation set up specifically to help technology companies build truly diverse and inclusive teams: www.projectinclude.org DP Connect is proud to be a gender diverse organisation with fantastic flexible working policies, and strong female representation at senior level. If you would like to talk in more detail about how we can help you amend your recruitment process to attract a more diverse pool of candidates then please don't hesitate to contact us on 0208 466 5666.

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Flexibility At Work - "Don't talk about it too loudly. Everyone might want it"

Flexible working is an undeniably emotive subject. The newspapers and social media feeds are full of accounts of those who have had to leave their jobs as flexible working wasn't offered to them (over 54,000 women each year) and those who are struggling day after day to walk the tightrope of a work / life balance. Then there are those who have been given the privilege of flexible working but they are facing the resentment and scorn of their colleagues and their career progression has hit a roadblock. It seems hard to find any good news stories, or any companies who are getting it quite right. The first issue is that there is a clear disparity between the amount of people wanting flexible working arrangements and the amount of companies offering it as part of their recruitment process. According to a recent survey by Timewise 87% of full-time employees either work flexibly already, or say they want to. However, only one in ten job adverts offer flexible working and only one third of companies raise the topic throughout the interview process. Moreover, people are being actively discouraged from mentioning the "f" word throughout the interview and offer process for fear that it will negatively impact their chances of getting the job. But why is this the case? Most employers say that they are prepared to consider flexible working, but they seem incredibly reticent to bring the topic up themselves. Perhaps for fear that everyone will want it. This attitude shows that employers are still considering flexible working to be problematic. Something they will tolerate and work around if they have to, but definitely not something they'd like to see the majority benefiting from. It is also seen as something that is primarily required by women with young families, and some companies believe it can be avoided by limiting the hiring of women of such age. In fact, in a report by Slater and Gordon in 2015, 40% of employers said they would avoid hiring a woman of childbearing age. This way of thinking is so damaging for many reasons: Firstly companies are missing out on a huge pool of talented women who are willing to work incredibly hard to provide for their families and secondly, because by avoiding this particular demographic these companies are not avoiding the problem. It isn't just mums who are demanding flexible working. In fact according to the Timewise survey childcare was only cited by 3 in 10 respondents as a reason to work flexibly. With an ageing population and people working into older age there is a growing demand for employees to care for their elderly parents, which can be difficult to manage around full time work. Also, many respondents just wanted the time and opportunity to pursue their own personal interests outside of work. So why are companies so worried about this growing demand for flexible working? If anything, a more open-minded approach to flexible working could actually have a positive financial impact. According to the Government's capital and wellbeing report 2017, "the UK economy would be £165 million richer / more productive if all businesses got on board". Surely that's a good enough incentive? The one issue that I hear regularly when discussing the issue of flexible working with businesses is trust. Managers and Directors are reluctant to offer flexible working from the outset, and want an employee to gain their trust before offering it as a privilege. Personally I would question whether their hiring process was robust enough if they weren't willing to place their trust in these new employees from day one. If companies had a more stringent recruitment process, which was tailored towards identifying people who could be trusted to work flexibly, then perhaps they would feel more comfortable offering it straightaway. Psychometric tests, effective on boarding programmes and setting clear, unambiguous objectives are all good ways to ensure that employees will be productive when working remotely. Another common objection is that it is difficult to manage employees who work outside of the office. Perhaps this concern reflects more on the quality of management style than on the issue of flexible working itself. As a country we have a problem with productivity and our long working hours as a nation show our focus on inputs rather than outputs. The employee who arrives in the office first and stays the latest looks far more committed than the one who leaves at 4pm and heads to a yoga class. However, we need to change our mentality to focus not on who was present in the office for the longest, but who achieved their objectives most efficiently. This change in management style may require an investment in retraining your management team, but overall it should lead to a more results-driven and theoretically, more productive environment which welcomes flexible working. So if we trust our employees to work flexibly from day one and we are confident that we can manage them effectively, then why wouldn't we encourage a conversation about flexible working from the outset of the recruitment process? In an increasingly competitive recruitment market where talent shortages are rife, companies need to get creative to attract talent from their competitors. Considering 87% of all full-time employees either currently work flexibly or would like to, then a company stating on their job adverts that they are open to considering flexible working will be likely to lead to a higher volume of applications. A job advert offering flexible working is also likely to attract passive candidates who aren't actively looking for a new role, but would be tempted by the opportunity to work more flexibly. Offering flexible working is also cheaper than offering inflated salaries to attract candidates. In fact, a survey by My Family Care in partnership with Hydrogen Recruitment showed that 53% of employees would choose flexible working over a 5% salary increase. Finally, when employees have work that really works for them, and for their families, they are likely to be far more loyal to their employers. There has been much talk in recent years about employee retention and employee experience, but offering people a sensible working arrangement which benefits their health and happiness is the simplest way to ensure loyalty and reduce attrition. Sources: https://timewise.co.uk/wp-content/uploads/2017/09/Flexible_working_Talent_-Imperative.pdf https://www.raconteur.net/sponsored/most-people-want-flexible-working http://www.telegraph.co.uk/women/work/flexible-working-not-just-mothers-says-largest-ever-study-uk/ https://jobs.theguardian.com/article/why-now-s-the-time-to-embrace-flexible-working/

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