New Research – The Things Our Clients Say About Us…..

New Research – The Things Our Clients Say About Us…..

In our recent client survey we asked our regular customers to “summarise your thoughts on recruiters generally and how your experience with Edbury Daley compares to your other, existing or previous suppliers.”

Here’s what they said:

“You provide a much more personal service and leverage insight to help our choices”

I feel that Edbury Daley are a trusted advisor. I generally don’t like other recruitment agencies”

“I find Andrew (Daley) personal, trustworthy and honest. I feel like his industry expertise sets him apart from his competitors in that I trust that he knows the kind of skills we are looking for, and the kind of candidates that would be a good fit for our business”

“Edbury Daley come across a smaller more personal resource”

My experience of Peter Brophy and Edbury Daley has been exceptional. The company demonstrates professionalism and knowledge of industry with matching right candidate(s). Throughout the process; from initial contact to successful placement, they helped me to gain insight of candidates and i found them easy to chat with; highly recommended!”

“A really down to earth but clever person to deal with is Andrew. Shows a passion for understanding our business and getting the right fit candidates for it”

“It is the trust and honesty that Andrew has given and shown me that means I don’t have to engage with other recruiters.”

For the full results of our survey please visit Top 20 Client Survey Reveals Honesty Is The Best Policy.

 

 

 

 

Top 20 Client Survey Reveals Honesty Is The Best Policy

Top 20 Client Survey Reveals Honesty Is The Best Policy

The results of a recent survey that we’ve undertaken with our top 20 clients operating in the global technology procurement and spend management sectors, has revealed that trust and honesty are the most important factors when it comes to selecting a recruitment partner.

The survey asked respondents to rank certain factors on a scale of 1 to 10, with 10 being extremely important. Trust and honesty received a weighted average response of 9.87, while the other factors completing the top five most important included advice on specific candidates (8.80), value for money (8.80), breath of industry network (8.60) and candidate management and closing (8.20).

50% of respondents identified Competitor Staff Mapping & Analysis and Bespoke Salary Research for Benchmarking Purposes as other recruitment services they would like to see us offer.

When asked what we could do to improve our service, responses included “put more information about candidates across on LinkedIn”, “increase search and pre-selection of procurement candidates from our specific industry” and “keep understanding our priorities”.

When asked to select what difference we made to their business, 57% responded “finds candidates that others can’t” and “has wider knowledge of the procurement technology market”, while 50% answered “makes me aware of candidates coming to market” and “sells our business effectively to candidates as an employer of choice”.

100% of respondents are likely to engage with us again with 60% extremely likely while 100% are likely to recommend the company to others with 65% extremely likely.

Commenting on the results of the survey, Andrew Daley, director at Edbury Daley says: “This is fantastic feedback and we’re delighted with the results, but we know there is always work to be done on further improving our service and offerings. One of the objectives of the survey was to identify areas where we could improve and we’ll be working hard to make progress on the areas highlighted.

“We are really pleased that our clients place so much importance on trust and honesty, especially as these values are the foundations of our business. But we won’t be resting on our laurels.”

For a copy of the full survey report please contact Andrew Daley.

How Do You Prepare For An Interview?

 

We are pleased to share a very useful article written by one of our long standing partners Iain Stewart.

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.

  1. Could this person do the job?
  2. Could this person be an effective member of my team?
  3. 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:-

  1. a) Content Knowledge relevant to the job;
  2. b) Leadership;
  3. c) Behaviours,

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!

Iain Stewart

Director – Medinrun Limited

July 2017

iainstewart@medinrun.com

The Strengths & Weaknesses Of Typical Recruitment Models

The Strengths & Weaknesses Of Typical Recruitment Models

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.

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