H habanero management social
0203 816 0873
Oct 31

Category: Employers

The pace of change is increasing year on year, and it’s becoming increasingly hard for businesses to predict and navigate the change landscape. Companies ranging from large corporates to start-ups have to decide where to invest in change, which change initiatives to implement, and how to ensure that a return on the change is achieved, rather than the initiative being redundant before it’s implemented.

I was recently lucky to be invited to Moorhouse’s Barometer on Change event where various members of their consulting team talked through the three core characteristics that businesses need to thrive in the rapidly changing world, Courage, Agility, and Talent. Looking at this through my recruiter lens, my particular interest was on Talent, thinking about how 3Search’s clients will need to adapt their talent agenda in the years to come. I’ve highlighted three of my core takeaways below:

1.   Length of service

Going back 10, 15 years, there was a mentality that a job, or career, was for life. Once you had decided what path you wanted to pursue, it was set in stone. Today, however, particularly amongst the younger generation, the days of a job for life seem to be non-existent. People stay in one role for around two to three years, gain the level of skill and experience they desire, and use this to move onto more senior roles elsewhere.

With loyalty to an employer diminishing, change is coming. In the view of some clients, a CV that shows the candidate has hopped from job to job has traditionally been met with caution. They will say they’re looking for candidates that not only have the right skill set for the job, but also the passion and drive to want to succeed and grow within a company, and see this demonstrated through the length of service. However, if time-in-role is no longer a trait amongst younger candidates, a pivotal change for both recruiters and employees are shifting their views on job hopping – seeing it as a diverse profile of skill and experience rather than inconsistency or even boredom. This is a mentality that smaller businesses seem to already have – it’s no wonder they feel more confident that they can find the right skills for their business!

Equally, from a candidate’s perspective, the question arose as to whether a company’s attrition-rate can still be seen as an attractive piece of recruitment marketing? If a company develops their staff, gives them the opportunity to learn new skills and stretch themselves, and then encourages them to branch out, even if it’s elsewhere (if that’s what the candidate wants) then their attrition-rate will likely be higher than other businesses, but they might be seen as a more attractive employer.

2.   Experience-based

Candidates tend to search for new jobs when they feel they’ve exhausted the potential of their current role. Once the boundaries have been pushed and challenges overcome, candidates look for something else that will build on these skills and provide greater stretch. Being in a business that prides itself on driving personal development, and giving their employees the opportunity to stretch, has become a pivotal factor for candidates choosing a job role, often overriding salary and status.

Traditionally, employers have focused on a candidate’s previous experience as part of their application process. Recently we have seen employers start to move towards a focus on the candidate’s potential, rather than just their previous experience. With candidates spending less time in each role, they’re demonstrating new skills – including learning agility and gaining a breadth of experience that was previously difficult to find.

As much as an employer must look for the potential in every candidate, they equally need to market the experiences they can offer to new employees – recruitment is a two-way street! To really engage with employees, organisations need to offer something different and demonstrate this to the market. Enriched opportunities will differentiate one employer from another, hopefully attracting the best all-round talent.


3.   Honest conversations

Given that employees are spending less time in each role, and both sides have goals they want to achieve with the time they have together, it’s vital that both parties have an open and honest relationship. As an employer, initiating a dialogue that provokes an honest conversation from the start will lead to both parties being able to find common ground to work on, and ultimately lead to a successful, authentic, relationship, while also providing an excellent employee experience.

This employer/employee experience is important from the offset and it’s important to note that it doesn’t stop at the offboarding process. Maintaining a healthy relationship with ex-employees could lead to recommendations of the business to friends, or even a potential return in the future.


3Search is an award-winning UK recruitment consultancy, specialising in marketing, strategy & transformation, and tech positions. Whether you’re seeking new talent or looking for your next career move, we can help. Learn more at 3search.co.uk