In today’s day and age, the prospect of living to 100 is becoming increasingly realistic.

This shift, explored in depth by Lynda Gratton and Andrew J. Scott in their seminal book “The 100-Year Life”, can actually have profound implications for how we approach our careers, education, and personal lives.

This is a topic I’ve been exploring in-depth (as you might have seen in my previous blog last month) and I believe that it’s crucial for organisations, particularly those in the UK government and defence sector, to properly understand and adapt to this new reality if they’re to harness the full potential of a multigenerational workforce.

The Implications of a 100-Year Life

Living longer means working longer, but it also means rethinking the traditional three-stage life cycle of: education, work, and retirement.

Gratton and Scott argue that this model is becoming obsolete and propose instead a multi-stage life where individuals cycle through periods of learning, working, and leisure multiple times.

This approach requires a fundamental shift in how we manage careers and support employees throughout their extended working lives.

So how does this outlook impact organisations in the government and defence sector and what are some of the elements in the workplace they should pay attention to and strategies they can implement in order to support such a multigenerational workforce?

Continuous Learning and Development

Lifelong Learning

In a 100-year life, the need for continuous learning becomes paramount. Organisations must foster a culture that encourages lifelong learning and provides opportunities for employees to acquire new skills at various stages of their careers. This could include offering access to online courses, workshops, and formal education programmes.

Career Flexibility

Employees will likely transition between different roles and industries multiple times throughout their extended careers. Providing career flexibility and supporting lateral moves within the organisation can help employees remain engaged and productive. This flexibility also allows organisations to retain valuable talent by offering new challenges and opportunities for growth.

Financial Well-being and Security

Financial Education

With longer lives come longer retirements, making financial planning more critical than ever. Organisations can support their employees by offering financial education programmes that help them understand and manage their finances effectively. This includes planning for retirement, managing debt, and investing wisely.

Flexible Retirement Options

Traditional retirement ages and structures may no longer be suitable for a 100-year life. Offering flexible retirement options, such as phased retirement or opportunities for part-time work, can help employees transition smoothly into retirement while still contributing their expertise to the organisation.

Health and Well-being

Promoting Physical and Mental Health

A longer life requires a greater focus on maintaining physical and mental health. Organisations can play a pivotal role by promoting healthy lifestyles through wellness programmes, providing access to mental health resources, and creating a supportive work environment that prioritises employee well-being.

Work-Life Balance

Balancing work with personal life becomes even more important in a longer career. Flexible working arrangements, such as remote work and flexible hours, can help employees manage their responsibilities and reduce stress, leading to a healthier and more productive workforce.

Building a Supportive Culture

Intergenerational Collaboration

Encouraging collaboration between different generations can lead to a more innovative and dynamic workplace. Mentorship programmes, where experienced employees share their knowledge with younger colleagues and vice versa, can foster mutual respect and understanding.

Inclusive Policies

Developing policies that support employees at all stages of their lives is essential. This includes offering parental leave, supporting employees who are caregivers, and creating an inclusive environment where everyone feels valued and respected.

Conclusion

I think it’s clear that the 100-year life presents both challenges and opportunities for organisations.

But by embracing the principles outlined by Gratton and Scott, companies can create a supportive and flexible environment that allows their people to thrive throughout their extended careers.

This approach not only benefits individual employees but also enhances organisational resilience and innovation, ensuring long-term success in an age of longevity.

If you would like any advice on how to implement any of these strategies into your own organisation, please don’t hesitate to get in touch with me: [email protected]

Sanderson’s Senior Consultant Abigail Tittley recently attended the Women in Tech Employer Awards in London. As a specialist in the technology recruitment field and a passionate advocate for women working in the technology space, this was an event not to be missed celebrating companies and individuals making a real difference for women in tech.

We sat down with Abigail to hear all about her key takeaways from the evening and learn more about her work in advocating for meaningful industry change by spreading awareness, tackling unconscious bias and providing a platform for women in tech to share their stories. Here is what Abigail had to say.

DE&I in technology

“Diversity and inclusion are increasingly prominent topics across the tech industry, with a number of businesses around the world launching DE&I Initiatives centred around attracting and retaining underrepresented talent. With less than one-third of the world’s technology workforce being women, I believe there is a continued need to tackle gender disparity in the sector, and celebrate the exceptional achievements that support women through their career.

This month I had the opportunity to do just that and join some my network at the Women in Tech Employer Awards in London. The Women in Tech Employer Awards celebrates employers, allies and exceptional women for advancing gender diversity in the tech industry, commemorating initiatives that promote inclusivity and career growth. Held this year at the beautiful Hilton Park Lane Hotel, it’s a wonderful opportunity to celebrate, network and witness outstanding efforts across innovation, recruitment and leadership.

Here are my key takeaways…

The event was managed wonderfully, looking at companies of all sizes that were committed to gender diversity, treating it as an essential and impactful goal. It was brilliant to see larger businesses, like Experian, setting a high standard by introducing market-leading initiatives that can challenge competitors to change, and influence the industry. Equally impressive, was seeing smaller companies, like Synthace, that are embedding DE&I principles from the ground up, ensuring these values are part of their core framework.

Throughout the evening, I had incredible conversations about the efforts being made to advance DE&I, with many companies building programs centred around apprenticeships. Tech apprenticeships can nurture diverse, capable talent, building the talent pipeline of the future through combining academic and practical experience, equipping students with industry-relevant skills from day one.

So what about myself…

I’ve been working to support Women in Tech throughout my time in the permanent technology recruitment team at Sanderson. I’ve been speaking with women at all stages of their career within the tech industry and showcasing their experiences through social media, building a portfolio of role models to help inspire others and highlight what’s possible, as well as what needs to change. My aim is to keep raising awareness on the challenges women face in tech and the wider workplace, being able to offer practical and actionable advice on improving workplace policies. I want to expand this work by connecting with more women and AFAB individuals, advising businesses on creating positive change, and advocating through podcasts, networking events, and other opportunities as they come along.”

If you would like to find out more about Abigail’s work with women in technology, you can reach out to her on [email protected]

To find out more about Sanderson’s Technology team, please click here.

Have you ever wondered why your younger colleagues prefer instant messaging over phone calls?

Or why team members from earlier generations can be hesitant to embrace the latest software?

As the average lifespan increases and retirement ages rise, today’s workforces are becoming increasingly age-diverse. This presents unique challenges for leaders aiming to get the most from their people, but also a huge wealth of opportunities.

Let’s explore them…

The Strengths of an Intergenerational Workforce

An intergenerational workforce offers numerous benefits, chief among them being diverse professional perspectives.

Each generation is shaped by different cultural, economic, and technological contexts, which influence their attitudes, work styles, and problem-solving approaches.

Looking at each of the different generations, I believe some of their key strengths are:

Baby Boomers

Born between 1946 and 1964, this generation brings a wealth of experience and what I like to think of as a strong work ethic. This can lend itself to offering valuable insights into long-term strategic planning and customer relationship management.

Generation X

Born between 1965 and 1980, this is a generation known for its adaptability and resourcefulness. In my opinion, they excel at managing change and navigating complex challenges, making them excellent problem solvers who can bridge the gap between the more traditional Baby Boomers and the tech-savvy younger generations.

Millennials

This is a generation born between 1981 and 1996 and are often thought as being adept at using technology to enhance productivity and communication, a useful strength in any team. They are typically values-driven and seek employers who align with their personal beliefs and priorities, such as social responsibility and environmental sustainability.

Generation Z

The youngest generation currently in the workforce and born between 1997 and 2012, this is the first truly digital native generation. They value diversity, inclusion, and work-life balance, and they often look for employers who provide opportunities for professional growth and flexibility which is a key skillset and outlook to complement many teams.

Challenges of Managing an Intergenerational Workforce

While a multigeneration workforce brings with it many strengths and opportunities, I think it can also present a few challenges if not managed appropriately.

A few of these challenges might be:

Stereotypes and Bias

Age-based stereotypes can create significant barriers to collaboration and productivity. For example, assumptions that employees from the Baby Boomer generation are resistant to new technologies or that Gen Z employees lack the experience to make critical decisions can lead to misunderstandings and hinder teamwork. I believe it’s essential to actively work against these stereotypes and encourage an environment of mutual respect and understanding.

Communication Styles

I think it would be fair to say that different generations have varying communication preferences. Those from earlier generations may prefer formal, written communication such as emails, while Gen Z employees may favour more informal, instant messaging apps or collaborative platforms like Slack. Understanding these preferences and finding a middle ground is crucial for effective communication.

Varying Expectations

Different generations may have different expectations regarding career progression, work-life balance, and job security. For instance, Baby Boomers might prioritise job stability and long-term employment, while Millennials and Gen Z may focus more on career development opportunities and flexible working conditions.

Strategies for Leveraging Intergenerational Talent

So if we want to harness the strengths of having an intergenerational workforce, what are some of the strategies that businesses can employ to better leverage this varied talent, and ensure that everyone can be the best they can be in the workplace?

Creating a Culture of Respect and Inclusion

I strongly believe that fostering a culture that values contributions from all age groups is critical. This can be achieved by promoting diversity and inclusion initiatives that specifically address age diversity, or even encouraging mentorship and reverse mentorship programmes where employees from different generations can offer their insights and help bridge the generational divide.

Inclusive Communication

Adopting a multi-channel communication strategy can help to facilitate effective communication across generations. This could include combining traditional face-to-face meetings and emails with digital tools such as video conferencing and instant messaging. By providing multiple communication options, organisations can ensure that all employees have access to the information they need in a format that suits them.

Flexible Work Arrangements and Development Opportunities

Offering flexible work arrangements, such as remote working options and flexible hours, can accommodate the diverse needs of an intergenerational workforce. Additionally, providing a range of professional development opportunities, from traditional training sessions to online courses, ensures that employees of all ages can continue to learn and grow within the organisation.

Integrating Age into Your DEI Strategy

Recognising age diversity as a critical component of overall diversity initiatives ensures equitable practices that acknowledge and value the contributions of all age groups. This means developing policies that not only prevent age discrimination but actively promote age diversity as an asset. By doing so, companies can create a workplace culture that genuinely values and utilises the strengths of an intergenerational workforce.

Conclusion

In today’s increasingly age-diverse workplace, I believe that organisations that successfully manage and leverage an intergenerational workforce can gain a significant competitive advantage.

By recognising the value of age diversity, companies can then foster a culture of inclusivity and mutual respect, which can both enhance employee satisfaction and even drive innovation and productivity.

When you acknowledge and value the unique strengths and perspectives each generation brings, organisations can build stronger, more cohesive teams that are better equipped to tackle the challenges of the modern business landscape.

If you have any thoughts on this topic or questions on how you can implement any of the strategies discussed, please do get in touch: [email protected]

With over a decade of experience in the recruitment industry, Leah leads Sanderson’s Operations Delivery team, who specialise in Contact Centre hires for multiple large FCA regulated clients across the UK.  

The Operations Delivery team are experts in placing high quality candidates in a variety of positions that fall under both the Customer Service and Sales umbrellas, delivering both in volume and at pace, they thrive on absorbing each client’s culture and acting as an extension of their brand.  

Leah and her team understand that every customer is different and as such they will focus on designing and delivering a bespoke solution that successfully meets our client challenges and objectives. 

Here, Leah tells her story of working with a large client in the Financial Services sector who were experiencing an unprecedented demand in sales and customer service hiring, with 525 roles confirmed in Q1.  

What was the challenge?

The client needed a Project RPO (Recruitment Process Outsourcing) partner who could mobilise quickly, adopt their process and technology, understand their culture and values, and deliver a package of 120 hires across some of their key locations. We were selected to do the work due to a combination of the existing relationship with the client and our knowledge of volume hiring capability. 

What did we achieve together?

• Rapid Mobilisation – The talent acquisition team and our team quickly organised a series of workshops to define requirements and agree solutions. Legal and Procurement teams worked swiftly and collaboratively to draft, agree, and sign an agreement within one week, maintaining the momentum of the project
• Orientation and Communication – The whole Sanderson team visited the client, spending time with the talent acquisition team, and meeting recent hires to quickly immerse themselves in the culture, values, and requirements. Both parties ran workshops with senior business stakeholders to explain the purpose of the project, the amended process and the quality control measures in place to ensure that hiring managers received the same quality of service that they enjoyed from the in-house team.
• Execution – We quickly adopted client processes, including brand, technology and diversity monitoring and worked as an extension of the talent acquisition team, providing daily progress reports, and attending team meetings to ensure the smooth running of the project. In addition to delivering the hiring project, we:
  • Invited the client into our offices to show them how we structure delivery and share our approach to talent pipelining and attracting passive candidates.
  • Provided advice, training, mentoring and guidance on the optimum model for talent acquisition at the client.
  • Provided ad hoc, support, guidance, and market intelligence to support our clients talent acquisition transformation programme.  

It is this transparency and partnership that has delivered the most long-lasting results.  

The client has adopted many of our recommendations as part of the restructure and has a renewed confidence that they have the structure, knowledge, and process to continue to deliver an outstanding service to the business in the post pandemic world.  

The immediate results have been exceptional

• Reduced stakeholder involvement (time) by 60%
• Cost per hire reduced by 28%
• Early indications of an increase in employee retention rates

What did the client say?

“The project not only fulfilled an immediate need but gave us a platform to learn and develop. We wouldn’t be where we are today without the contribution of Sanderson.” – Recruitment Manager 

Leah followed on to highlight that:  

“Fostering a strong partnership with our client was vital to the impressive outcomes on this Project RPO, both my teams hard work and our client’s willingness to embrace us as an extension of their team, was key to achieving our shared goals and driving success together. The true testament is the ongoing relationship we still have following the success and the end of the project! If you have any resourcing issues that you would like to discuss, please do not hesitate to reach out to me for an initial conversation on how we could support with a bespoke solution to suit your needs”. 

How Sanderson’s RPO Service Can Help You

We offer agile, scalable and flexible RPO solutions to address any permanent hiring need you may have.  

Whether you’re looking for a fully outsourced solution or need support on a project-by-project basis, Sanderson has the experience to attract, select, onboard, and retain the best permanent talent for you, always ensuring this will evolve in line with the changing needs of your business.  

Interested to find out more about our solutions and the benefits an RPO can provide? Download our RPO service brochure here, or why not check out our website.  

Get in touch

We’re always open to a chat to discuss how we may be able to help you achieve similar results, so please do reach out.  

In my role I have witnessed first-hand the critical challenges posed by the digital skills shortages in the UK defence sector. This issue is not just a minor inconvenience; it is a significant threat to our national security, our competitiveness on the global stage and even risks the UK falling behind its international counterparts.

The Current Landscape and its Impact on Defence Supply Chains

The UK defence sector employs over 160,000 people, yet 83% of decision-makers fear a technological gap due to a lack of skills and 33% of employers recognise deficiencies in cyber and digital skills. A study by RAND has even highlighted the sector is slower than others in adopting innovative processes and advanced manufacturing technologies. This lag is partly due to a lack of STEM skills, defence acumen, and leadership capabilities.

The Role of Education and Training to Bridge the Gap

While 50% of defence employers are engaging with educational institutions to bridge these gaps, more immediate and innovative solutions are needed.

I believe it’s imperative that we not only focus on developing STEM skills but also enhance defence-specific knowledge and leadership abilities. This dual approach will ensure that our workforce is equipped to meet the complex demands of modern defence programmes.

So how might this be done….

Upskilling the Existing Workforce

One of the most effective ways to address the skills shortage is by upskilling and investing in the development of the existing workforce. We can then not only fill immediate skill gaps but also foster a culture of continuous improvement and adaptability.

This involves:

Continuous Professional Development (CPD): Implementing CPD programmes to ensure employees are constantly updating their skills and knowledge.

On-the-Job Training: Providing practical, hands-on training that allows employees to learn new skills while performing their current roles.

Mentorship and Coaching: Establishing mentorship programmes where experienced professionals can guide and develop less experienced employees.

Utilising Online Learning Platforms: Leveraging online courses and certifications to provide flexible learning opportunities that can be tailored to individual needs.

Collaboration with Other Organisations

Collaboration is key to overcoming the skills shortage in the defence sector. By working together with other organisations, we can pool resources, share knowledge, and develop comprehensive and sustainable strategies to address common challenges and ensure the UK defence sector remains competitive and capable of meeting future demands.

This includes:

Public-Private Partnerships: Engaging in partnerships between government bodies and private companies to create training programmes and initiatives that benefit the entire sector.

Cross-Sector Collaboration: Learning from other industries that face similar challenges and adopting best practices that can be applied to the defence sector.

International Cooperation: Collaborating with international allies to share expertise, training resources, and innovative solutions to common problems.

A Call to Action

In order to start upskilling our workforce and effectively collaborating with other organisations, we must adopt a multi-faceted strategy.

This includes:

Strengthening Industry-Academia Partnerships: Collaborating with educational institutions to align curricula with industry needs and provide practical training opportunities.

Investing in Continuous Learning: Encouraging lifelong learning and upskilling within the workforce to keep pace with technological advancements.

Promoting Diversity and Inclusion: Broadening the talent pool by promoting careers in defence to underrepresented groups, thereby enriching the sector with diverse perspectives and skills.

Leveraging Data and AI for Future Skills Demand: Look at data trends across the sector, not just within individual organisations. AI makes it easier to analyse people movement across skills, sectors, and organisations to help forecast future skills demand and enable collaborative solutions with a solid 2-5 year view.

Finding a Different Type of Individual and Attracting Mult-Generational Workforces: Adopting skills benchmarking testing and removing CVs from the interview process to eliminate unconscious bias and increase social mobility and diversity of hires. Focus should also be paid to Gen Alpha, soon to join the workforce they will seek digitally enabled careers with rapid skills acquisition.

Accessing Talent Through Multiple Routes to Market: Focus on purpose due to high competition for talent from other digitally focussed roles. The defence sector offers cutting-edge technology, complex challenges, and a purpose centred around protecting the nation.

Conclusion

The skills shortages in the UK defence sector are a pressing issue that requires immediate and concerted action.

By fostering strong industry-academia partnerships, investing in continuous learning, promoting diversity, and collaborating with other organisations, we can build a resilient and competitive defence workforce.

As leaders in this field, it is our responsibility to drive these changes and secure the future of our national defence.

If you would like to chat with me further about this issue, then please don’t hesitate to get in touch.

[email protected]

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

Are we too small to benefit from an MSP? This is one of the most frequent questions I am asked when meeting with HR and Procurement leaders. Initially MSP services were reserved for large, enterprise organisations with contractor populations of 150+ and an annual spend of more than £30m.

Over the past 12 months, we have seen a significant increase in organisations turning to MSP for the first time. Many of these companies have had smaller contingent worker populations, ranging from 25 to 125 and an annual spend in the region of £5m and £20m. This growing trend was confirmed by Staffing Industry Analysts in their 2024 MSP Global Landscape Survey, when, for the first time they added a question as to whether MSP providers had ‘off the shelf’ programs for small to mid-market clients.

There are several reasons why small to mid-market clients are turning to MSP partners to manage their contingent workforce:

Cost Savings

Limited growth and rising costs in the UK economy has placed a premium on cost control and cost savings. The increased visibility of spend, process efficiencies, economies of scale and cost management initiatives delivered by MSP partners can help companies achieve both immediate cost savings and sustainable efficiencies over the term of the contract.

Governance, Compliance and Risk Mitigation

Ensuring compliance with all regulatory and legal requirements for contingent workers, in particular IR35 and AWR in the UK is vital to organisations of all sizes. Many SME clients find the need to balance effective governance with flexibility and agility a challenge and, without dedicated headcount to manage the contingent workforce, turn to MSP partners to help them navigate the process effectively.

Innovation and future proofing

Whilst many SME clients have established talent acquisition teams, Applicant Tracking Systems and sourcing tools as part of their HR Tech stack, it is rare that this investment includes contingent worker hiring. MSP providers provide expertise in HR Technology and can provide advice, implement and support the optimum technology and tools to effectively manage your contingent workers. Furthermore, with an MSP partner you can expect continuous improvement, innovation and future proofing to play a consistent part of the governance process, meaning that your contingent workforce strategy can evolve, adapt and improve over time.

Consistent access to high quality Contingent Talent

A key concern for organisations who are considering MSP for the first time, particularly those with small to medium sized contingent populations is whether an MSP will compromise access to the high-quality contingent talent often associated with specialist recruitment agencies. The right MSP partner can help increase the quality of talent by combining outstanding candidate sourcing with effective resource planning, consistent screening and streamlined processes.

When meeting clients for the first time, we focus less on the number of contingent workers they have and their annual spend (without the visibility provided by an MSP this is often not known), and ask 5 simple questions:

• Are contingent workers a consistent part of your resourcing strategy?
• Would you like to access the best contingent talent in the most cost-effective manner?
• Do you struggle to gain visibility of contingent workforce spend across your business?
• Is it important that your contingent workforce complies with local regulations and legislation?
• Does recruiting, managing, and onboarding contingent workers take up more time than you would like?

If the answer to some of these questions is yes, then MSP could be the right solution.

How Sanderson can help

Sanderson has a long history of helping companies to understand the benefits and successfully transition to MSP solutions. More than two thirds of our MSP clients are ‘first generation’ and cover a wide variety of industry sectors.

Find out more about how we help our clients with our MSP service here, or feel free to get in touch with me if you’d like you like to have conversation about managing your contingent workforce. [email protected]

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

Like many in my industry, I’ve been closely observing Keir Starmer’s bold approach in bringing talent from various backgrounds into the new Labour government. The most eye-catching appointments have brought private sector professionals into key ministerial positions, such as James Timpson, Patrick Vallance, Richard Hermer, and Peter Hendy. Additionally, Mark Carney’s role as a finance advisor for COP26 has garnered significant attention.

These strategic hires underscore the numerous benefits of recruiting talent from different and diverse backgrounds to drive effective change within government organisations.

Expanding the Talent Pool

Hiring from different sectors significantly broadens the talent pool, providing the government with a wider array of choices and the ability to assess candidates from varied backgrounds. Private sector professionals bring fresh perspectives and innovative approaches, often honed through years of experience outside the civil service. Their industry credibility and understanding can build confidence and serve as an effective bridge between the private and public sectors. These individuals can navigate government processes efficiently while injecting private sector efficiency, sharing knowledge, and acting as catalysts for change.

The Value of Diverse Experience from Different Backgrounds

When private sector professionals transition to public sector roles, their diverse experiences contribute valuable insights. Their exposure to different challenges and solutions can inspire new approaches to longstanding governmental issues. Moreover, their ability to navigate complex industry landscapes can enhance the government’s strategic initiatives, ensuring policies and projects are implemented with a nuanced understanding of the broader economic and social context.

Assessing Transferable Skills

However, a successful private sector career does not automatically translate to effective governance. The assessment process for leadership appointments must rigorously evaluate transferable skills, emotional intelligence, collaboration, flexibility, and leadership capabilities to ensure appointees can adapt successfully to the public sector. This comprehensive evaluation ensures that private sector leaders can effectively navigate the unique challenges of government roles.

Leveraging Interim Appointments

Historically, public sector pay has been a limiting factor in attracting top talent from the private sector. To overcome this, there is a real opportunity to leverage interim appointments, bringing leaders in for 6-9 months to deliver specific projects. This approach allows the government to tap into high-level expertise on a temporary basis, fostering collaboration with civil servants and driving impactful change without long-term financial commitments.

Conclusion

Keir Starmer’s strategic hiring of private sector talent represents a forward-thinking approach that can significantly benefit government operations. By expanding the talent pool and integrating diverse perspectives, the government can enhance its effectiveness and responsiveness.

While challenges remain in ensuring successful transitions, the potential for positive impact is considerable. Leveraging interim appointments further allows the government to harness private sector expertise, fostering a dynamic and adaptable public sector capable of addressing complex issues with innovative solutions. This approach not only addresses immediate needs but also sets a precedent for a more agile and proficient government moving forward.

If you would like to discuss this topic further, please don’t hesitate to contact me: [email protected]

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

As we move through the second half of the year the economic environment remains a key factor in influencing hiring decisions. But are things starting to look up for Finance Business Partner roles?

Here our Finance Recruitment Consultant Vanessa Swindells offers her view:

The first half of 2024 was relatively quiet, but we started to see signs of improvement in June, which looks set to continue in Q3. There has been an increase in the number of available Finance Business Partner roles, both permanent and contract, with a preference towards permanent hiring.

Requirements for individual hires remain very specific however, we are now seeing an increase in clients seeking candidates with a strong commercial background. This has created more opportunities for candidates to work across different sectors, as clients are becoming more open to speaking to candidates from alternative industries rather than strictly requiring industry-specific knowledge.

The end of 2023 saw an increase in companies trying to get staff back into the office more however, this is an arena where securing fully remote roles generally remains unchanged. Interestingly, due to employees having worked in these remote roles for quite some time, we are now seeing an increase in Finance Business Partners wanting to return to the office on a hybrid working pattern.

If you’re interested to find out more as well as wanting to gain a deeper understanding of Finance & Accountancy job market as a whole this quarter, click here to download your copy of our latest Finance & Accountancy Insight Report today.

Our Talent Insights team are available to help you to understand more about talent trends, challenges and opportunities to make data-driven hiring decisions. Get in touch today if you would like to discuss the production of a bespoke report.

Let’s face it, people aren’t born into leadership roles.

It’s a jump to be a leader of people and in many industries or functions where technical activities play a prominent role, individuals with high technical expertise and capability more than likely started out in their roles due to their personal interest and passion in the subject matter. They enjoyed the technical challenge and activity but being able to do something at a high level, doesn’t necessarily mean you can inspire others to do the same. Leading people to be successful is a wholly different focus requiring people to cultivate new skills and be open to stepping outside of their comfort zone.

Emerging leaders often also need significant support from their organisation to develop the right leadership competencies and confidence. So, what are some of the ways that your business can support new leaders as they step up in your organisation?

Here I’ll lay out some of the strategies I’ve seen implemented as well as steps Sanderson take when installing a new leader into a company.

Strategies to help your new leaders make an impact  

Organisations should be providing the right environment, time and support to help leaders to succeed, learn and to develop the skills they need to be great. With the right supports in place, can anyone be a leader if they are genuinely open to learning new skills and get the right help to get there? I’d like to think so.

Some of the strategies you could employ to help your new leaders thrive are:

Setting the scene with behavioural assessments

Before you do anything, it’s important to gain an understanding of the individuals current experience and capabilities, including any past exposure to leadership responsibilities. Conducting 360 review processes can be useful here.

Using behavioural assessment methodology and psychometric testing such as Cognisess can help to analyse an individual’s behaviours to understand their strength, and development areas to tailor support to them as an individual as they move into their new leadership role.

Allow them to fail and learn

Organisations should consider proactively supporting the individual and their team to develop and grow. It’s not just about ticking a box when making a new leadership hire or promoting someone, but also actively providing a runway of support, time and guidance to ensure their success.

You want to prioritise an honest and non-judgemental culture of building a new leader’s confidence, letting them ask questions, test their ideas and give them the space to fail and learn with the headspace they need to build on their leadership skills instead of still being bogged down in the day-to-day operations.

Alongside this, a culture of collaboration and team building can help foster knowledge sharing and build employee confidence and strong collegiate relationships.

Every day is a learning opportunity

Training programmes can complement a new leader’s development by providing access to new ideas and broader perspectives.

Companies should provide emerging leaders the time and space to actively engage in training rather than worrying about it taking away from their day job. Implementing robust leadership development programmes can be a crucial step to close the skills gap and foster strong leaders in any organisation.

Help from a friend

Implementing mentorship programmes can be a great strategy to close the skills gap between technically excellent employees and new leaders.

Giving individuals the opportunity to ask questions from current leaders who have walked a similar path, can be hugely beneficial. It is always easier to leap the hurdle if you see it coming!

Find their own style

Emerging leaders should be encouraged and supported in finding a leadership style that works for them, and nowadays we are tending to see more empathetic styles of leadership. Gone are the days where a more controlling style of leading is supported by a business just because that might have been how that new leader was treated when they were first starting out in the workplace. If a new leader has recently moved into the position, we should allow them to maintain a similar level of empathy and interest in their colleagues’ lives, feelings and workloads, and let them lean into a style of leadership which still leaves their team feeling supported and respected.

How Sanderson approaches appointing a new leader

At Sanderson Executive, we focus on assessing four key considerations when sourcing candidates for a leadership appointment. These ensure the best possible fit for the business, provide a platform for the individual’s success and therefore the best long-term outcome for the businesses we support.

We kick things off by reviewing:

Objective fit

We ensure a credible technical fit, assessing an individual’s skillset, experience and successes.

Subjective fit

We explore the candidate’s approach and cultural priorities, their leadership experience and interest, along with their ability to operate strategically.

Motivation

We’ll consider their personal motivations and whether the position genuinely fulfils these desires and both now and int he future.

Practicalities

Lastly, we carefully consider any practicalities that might impact their ability to take on the position along with their appetite to mitigate any of them.

Next steps

Do candidates need to be a perfect fit across all four of these areas?

Absolutely not! Often a balance of strengths and considerations exist for all and it’s important to understand this picture to make the right long-term appointments and shape the individual’s runway for success on joining.

If you’re looking to appointment into your leadership team, let us go the extra mile and help secure your future leader. Get in touch today to discuss your talent challenges.

Would you like to hear more from Sanderson and learn about the work we do? You can sign up to join our mailing list here for a variety of updates, access to our market leading salary benchmarking data, white papers, reports and blogs PLUS our latest news and event invites.

This quarter we have seen a shift in focus in the finance sector towards more commercially focused roles, which can lead to talent shortages.

So how much of an impact will this have on the Underwriting space?

Sharing our snippet from our latest Finance & Accountancy Insight Report, here our Underwriting Recruitment Consultant Alanna Smith shares her view on the current state of the underwriting market:

The need for insurance underwriters has increased this year, particularly in commercial business lines like financial lines, property and casualty, and renewable power. The market has become more competitive for professionals with these specialities due to industry expansion to serve multinational and UK clients. Additionally, the growing focus on sustainability has increased the demand for underwriters as business practices change risk profiles.

Underwriting has evolved with the introduction of artificial intelligence, streamlining many processes. However, underwriting still requires high expertise, as many companies continue to rely on manual underwriting and human judgment for accurate risk assessments. As the industry progresses, the combination of technological innovation and expert human insight remains crucial for companies looking to create and maintain a competitive advantage.

To find out more and to read our Underwriter Specialism Spotlight with an overview of talent pool location, salary ranges and gender splits, download your copy of our latest Finance & Accountancy Insights Report here: https://www.sandersonplc.com/download/q2-2024-finance-accountancy-insights/

If reading this has sparked a need for insights into your market, contact our expert Talent Insights Team today. We use a variety of first-hand research techniques, tools and proprietary data to help you understand more about the trends and opportunities within your market.