Edbury Daley is widely acknowledged as the market leading recruiter in the Spend Management sector in the UK. We are now bringing hiring success to our clients across Europe.
Our recent projects have included:
- Business leaders for appointments in UK, France & Northern Europe.
- Regional sales leadership roles for Europe, Nordics, France, Italy, Sweden & UK
- Senior procurement technology consulting roles in the UK, France, Netherlands, Germany, Italy & Spain
- Project Management & Implementation appointments in England, France & Germany
We offer broad coverage of Procurement Solutions which include Analytics, Payments, Vendor Management Solutions and Supply Chain Finance.
Our international network of contacts across the procurement technology sector allied to a deep expertise in the procurement profession enable us to provide an unrivalled service. Here’s how:
- Identifying proven sales people with experience of selling to finance and procurement audiences across Europe.
- Head hunting geographically flexible Implementation and Transformation Consultants with experience of international projects.
- Building an outstanding network of EU nationals currently working in the sector wishing to move to the UK, and those already in the UK willing to work/relocate across Europe.
If you need a recruiter who understands your product, your target markets and the availability of the skills your business needs to grow then it’s time to get in touch with us via firstname.lastname@example.org.
Edbury Daley, specialist recruiters in Spend Management, are delighted to announce that Andrew Daley has been appointed to the Steering Committee of the newly formed Data Science Foundation.
The foundation aims to raise the profile of data science in the UK, to educate people about the benefits of knowledge-based decision making and to encourage firms to make optimal use of their data.
Andrew aims to use his recruitment experience, particularly in the Spend Analytics world (a growing branch of Data Science) to aid the foundation in achieving its objectives which include connecting employers with both the existing and emerging generations of data scientists.
Edbury Daley are committed to developing their recruitment capability in this fast growing market and are already working with several leading providers of analytics and data science solutions.
Andrew said “we hope our partnership with this exciting new venture in data science can be of real benefit to both the data science profession as a whole and our clients in the sector.”
How will the foundation raise the profile of data science in the UK?
Through the links we are creating are creating between government, industry and academia, we are shaping the public conversation to emphasise the importance of data science for the future of the UK.
Members of the Data Science Foundation, which will include; universities, students, suppliers and users of data science services and individual data scientists, are being encouraged to network and share knowledge with other members.
The idea for the Data Science Foundation arose in a data science workshop at Lancaster University following discussions about attracting resources, gifted students and industry partners. The foundation has the support of Lancaster University’s Data Science Programme.
If you would like more information about how Edbury Daley and the Data Science Foundation are working together to promote career opportunities in the profession please contact Andrew via email@example.com
We are pleased to share a very useful article written by one of our long standing partners Iain Stewart, director at Medinrun Limited.
A client recently asked me how to approach the process of re-applying for her job, as a consequence of a major re-organisation, with a new boss who she does not know.
She told me that although she hires people quite regularly, she has no template for interview preparation, and has not herself been through an interview for many years.
Here is what we defined as her approach, which, as a generic preparation tool, I want to share with anyone who needs to sharpen up their process, either as an interviewer or a candidate.
First of all, as a candidate, consider the interview as a competition you intend to win – only when you have a job offer do you need to make a final decision about accepting the role or not, a decision which should by then be informed by your due diligence, and the quality of the offer.
Prepare for the prospect that a good competent interviewer should be testing the candidate on three critical, go/no-go questions.
- Could this person do the job?
- Could this person be an effective member of my team?
- Could I work with this person?
Subordinate areas of the interview will focus, in more detail, on the candidate’s competence in the three areas of:-
- Content Knowledge relevant to the job
And, in addition to having credible answers ready for the interview, the candidate should always be prepared to provide evidence, to support their initial answers – make sure that your answers have precision and conciseness.
Content Knowledge is reasonably self-explanatory, but be sure to have a clear definition of the role, and an excellent understanding of what would be required to satisfactorily undertake the job, from the perspectives of resources, processes, tools, and governance, striking the right balance between theory and practice.
Leadership is often mistakenly considered to be synonymous with Management.
Everyone has had an attempt to define Leadership, but let’s simplify it here.
Management is about the organisation and deployment of resources in order to create outcomes which meet organisational goals, for example achieving production outputs, or customer service levels.
Leadership, on the other hand, involves knowing what good management looks like, but additionally organising resources and people to make the enterprise achieve its strategic goals, and to be competitive and durable; for example identifying the need for additional capacity, or new products and services, and facilitating the successful implementation of these developments.
Not all leaders are great managers, and not all great managers are wonderful leaders!
Knowledge and leadership ability need to be augmented by, and deployed through the application of appropriate Behaviours.
Some of these are innate, others are learned, and everyone has a subtly different make-up from the next person.
However, in the interview setting, some behaviours, which could almost be classed as values, will always be important.
These include integrity, honesty, decisiveness, relational skills, energy, ambition, cultural sensitivity, political awareness, attitude to risk, reasoning ability, and many other ‘soft’ attributes.
In all of the behavioural areas, the interviewee is just as responsible as the interviewer for assessing the level of fit between their personal style and the environment of the recruiting employer.
There is also a school of thought that interviewers are seeking their potential successors – that may be true, although in some cases, organisations are looking for content specialists or experts, who may never have the breadth to succeed their boss.
A decent interviewer is however likely to be studying a good candidate, and wondering if the candidate is:-
…their potential successor, or
…someone they need in their team as a specialist, but not their potential successor, or
…someone they should not hire!
In any event, do not appear in the interview as though you want the interviewer’s job…yet!
There, then, is some generic structure for the preparation for interviews, and engaging in them.
Of course, do the preparation and the research, on the organisation, and the individuals who you will be meeting.
Of course listen carefully and observe body language, and tailor your responses to questions and situations in a considered and appropriate way.
As a crude rule of thumb, if it feels right, then it probably is, and if it doesn’t feel right, back your instincts – it probably isn’t!
One of our Directors Peter Brophy has previously worked as Head of Recruitment / Resourcing in organisations such as Rolls-Royce, BDO and Proxima as well as for Manpower the global recruitment and workforce solutions business. He has also worked within specialist Executive Search and Selection recruitment businesses. He has experienced and implemented different recruitment models and processes across a number of sectors at a senior level giving a deep insight into the strengths and weaknesses of these from both sides of the fence.
Here he offers his expert opinion on the merits of the various recruitment models available to large organisations.
Edbury Daley is considered by many to be the leading specialist recruiter in the Spend Management sector. We have a long established presence in the UK market along with significant experience of recruiting on behalf of our clients across Europe, the US and Asia.
Our new website is designed to offer everything you need to know about the sector, whether it be as a hiring manager or with the emphasis on your own future career options.
We cover the latest industry news and jobs along with helpful advice on recruiting and looking for new career opportunities.
You can take a look at the new site here – http://www.spendmanagement.co.uk/
The Client – An international multi disciplinary consultancy looking to build on its growing presence in the UK procurement and supply chain sector.
The Challenges They Faced:
Their limited track record in the sector gave them a relatively low profile as a potential employer
They were struggling to hire specific skill sets, particularly in competition with established major players players
A shortage of available talent in procurement and supply chain consulting generally
Market conditions meant that the market rate was out of kilter with their existing salary bands
We recommended a detailed Talent Mapping exercise because it offered the following:
- Thorough audit of the relevant market
- Detailed analysis of all competitors
- Accurate up to date evidence of what the market rate for various skill sets was
- It enabled us to begin a marketing awareness campaign amongst the relevant talent pool
How Did It Solve The Problems?
Enabled us to identify “value” in the market and focus on affordable candidates
We acted as front line for selling careers with our client making them a more desirable employer
It helped develop a clear Talent Attraction strategy to suit prevailing market conditions
We also identified alternative talent pools through detailed research
Ultimately the process enabled us to create a Talent Pipeline of candidates for interview over three months as the client looked to hire several people in response to a number of new client projects.
By providing accurate evidence of market rate salaries, the client was able to adapt its current grades and make a more informed choice on whether candidates were worth their salary expectations.
They interviewed candidates from more established players in the market who might not have previously considered our client as a potential employer.
They hired all the people they need for the first half of 2015 and have a clear idea of who they might consider later in the year.
Talent Mapping and Pipelining are not necessarily new concepts in recruitment, however many companies have previously found them to be a disappointment as recruiters have often oversold and under delivered to HR and line managers.
We have worked closely with a handful of valued clients to develop our offering in this area. By only working in the markets we know intimately and constantly refining our techniques we have been able to make a real difference for our clients.
Our detailed proposal explains in detail how and why our service is different. It is only available upon request largely because we don’t want to share our intellectual property with our competitors.
Please contact Andrew Daley for more details.