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- our mission statement
- our mission statement
We’re an innovative agency with a mission: to help candidates grow and businesses evolve. Through our personalised approach – we make this happen. We’re honest open, ready to listen, and always stick by our core values: to show grit, be smart, act fearless and work together.
We connect jobseekers and employers across the entire UK. Our sector-specific teams with unrivalled industry knowledge deliver tailor-made solutions for candidates and businesses. To date, we’ve placed tens of thousands of professionals nationwide.
We operate in four diverse sectors: Engineering, Health, HVACR and Logistics. Each division has its own dedicated team of recruiters who are excellent recruiters and experts in their respective markets.
What does it take to be Whiteonian?
Whiteonians show grit. That means displaying courage, character, persistence – and a passion for success.
Whiteonians work together. By providing positive, honest and reliable experiences, we form beneficial partnerships with clients, candidates and each other.
Whiteonians are smart. By constantly learning about our sectors, we can think strategically, present solutions that our competitors can’t, and keep an eye on the long game.
Whiteonians act fearless. We’re daring in pursuing clients, confident about delivering results, and unafraid of challenging the status quo
The topic of recruitment challenges within the social care arena has long been documented. And while over the last few months employers have, understandably, been focused on ensuring that front line services keep running as the country battles Covid-19, the fact remains that the future of social care relies on effective talent management strategies to make sure that the right staff are not only recruited, but that they are also retained. So, as we slowly emerge from lockdown, services that were put on hold start once again, and more candidates enter the employment market, it’s perhaps more important than ever that employers have plans in place which encourage more people into the field so that the sector flourishes and – crucially – copes with the additional pressure it will undoubtedly face over the coming months and years. However this is not without its challenges as we explore in this week’s blog. Overcoming skills shortages Skills shortages within the social care arena have been prevalent for as long as we can remember. Prior to the coronavirus pandemic, for example, the sector was already facing a dearth of talent with one in 10 social workers and one in 11 care worker roles reportedly unfilled. And with the Skills for Care estimating that an additional 650,000 to 950,000 new adult social care jobs would be required by 2035, it’s easy to see why action needs to be taken to counteract this talent deficit before services reach breaking point. However, it shouldn’t be forgotten that this is no mean feat, employers have long called on the Government to develop strategies that address some of the fundamental challenges the UK faces in attracting both domestic and overseas talent. Yet, in what has been called by many as a huge blow to an already challenging situation, the Government’s new points based immigration system looks set to make attracting talent from overseas difficult – or impossible – in some cases. And this is certainly true for operators within the private sector where care home staff have been excluded from the Government’s fast track visa system. It’s perhaps no surprise then that at a time when 17% of care jobs are filled by foreign citizens, Prof Martin Green, the chief executive of Care England, which represents the largest private providers, believes this decision “has the potential to destabilise the sector even further with potentially disastrous consequences”.Attracting and retaining talent for the future Consequently, employers within the sector that have, historically, replied on overseas talent to plug domestic talent shortages, are now facing a situation where large proportions of their candidate pools may effectively be cut off in a post Brexit world. And while a government spokesperson was quoted recently saying that: “We want employers to invest more in training and development for care workers in this country. On care workers specifically, our independent migration advisers have said that immigration is not the sole answer here, which is why we have provided councils with an additional £1.5bn of funding for social care in 2021-22, as well as launching a new recruitment campaign.” The question we are left asking is ‘is it as simple as that?’. Clearly, as the Government has alluded to, robust training and development strategies will be crucial to attract and retain talent, and this is certainly something that employers will need to invest in. However we would argue that looking beyond traditional talent pools is just as important. At a time when the rate of unemployment in the UK is set to be five to six per cent, or ten to 15 per cent (as quoted by Professor Brian Bell, chair of the Migration Advisory Committee), due in part to the unfortunate reality that Covid-19 has resulted in job losses across multiple sectors, employers within the care arena should look to candidates outside of their usual talent pools. And as we blogged about recently, a real positive that has come out of the coronavirus pandemic is society’s new found appreciation of the valuable and rewarding work that professionals within the care sector do day in day out. The news has been awash with uplifting stories about the incredible work that social care professionals have done during Covid-19 – not just to ensure their patients are looked after from a clinical standpoint, but that their spirits also remain high - so employers would do well to capitalise on this at a time when the sector has been placed firmly in the spotlight for the right reasons. Consequently, adapting talent attraction strategies so that they target a far wider demographic than perhaps they previously have, as well as focusing on creating compelling candidate value propositions and long term training and development initiatives will be crucial if employers are to have the right people in place to contend with the additional demand on their social care services in the future. The future of social care careers While we are by no means out of the woods when it comes to the coronavirus pandemic, the actions employers take today to develop talent management strategies that truly demonstrate the fantastic opportunities available to those considering a career in the field will ensure that they have the right people in place, and at the right time, no matter what the future holds. And while it can’t be disputed that there won’t be challenges along the way, one thing is for sure. Working in the social care sector is one of the most rewarding careers out there. Demonstrating this to potential recruits in an effective way will ensure that the sector is safeguarded and can thrive in the future. The WR Healthcare team is still providing the same high level of service as ever and many of the team are already back in the office. All of our consultants can be reached via their landlines, email, and social media profiles, so if you’re looking to for us to assist your firm with its talent management strategies, get in touch with one of us today. To find out more, contact us today.
There’s no doubt that logistics has been on an interesting journey in the last few months. None of us could ever have predicted that a global pandemic would shut down operations across the country – but we’re certainly starting to see the light at the end of the tunnel. In fact, here at WR Logistics, we’re once again seeing more of the team getting back into the office, in a social distanced way of course. But a lot has happened in the last quarter, and for those of you that haven’t kept up with the latest developments we’ve been sharing across LinkedIn and Facebook, here’s some of the latest news in the world of logistics. It’s not all doom and gloom for logistics news during Covid While news reports haven’t been great to say the least, for logistics there has been a lot of resilience – in fact we’ve seen some firms up their game to take advantage of a quieter competitive market. As a result, there have been a number of positive reports. For example, just last month Wincanton won a significant contract with Morrisons to enhance the store’s logistics operations in the UK. And there was further good news for the UK’s largest third-party logistics company earlier this month as it also announced the opening of its fifth Screwfix distribution centre. And if you’re a regular visitor to our blog, you may have already seen our update on the steps that many organisations are taking to adapt during the crisis, with suppliers evolving their networks and the supply chains they operate in to support the UK in these unprecedented times. While some elements of our personal and professional lives are certainly returning to normal, those logistics firms that have adapted will certainly be utilising any developments that delivered results for their business during lockdown on a more permanent basis. A new future Of course, we can’t ignore the fact that Covid-19 has had a profound impact on us all and there’s no doubt that logistics as we knew it will certainly change as more routes are re-opened. In fact, in a recent report which was published on the back of a survey from the Business Continuity Institute (BCI), it was revealed that supply chains will need to diversify in the post-Covid world. The COVID-19: The Future of Supply Chain report focused specifically on shippers, but much of the results will certainly resonate across the whole of logistics. There was no doubt from the responses in the survey that a significant proportion of businesses felt the impact as supply chains dwindled, with 73% of organisations encountering a problem getting supplies. As a result, more firms are reviewing the due diligence of their existing supply chains, with more than half planning a ‘pandemic plan’ to ensure their company has the back-ups in place should we face a similar situation. In order to achieve this, many logistics firms are diversifying their strategies, with a combination of local supplier bases becoming mainstream, and an uptick in the use of technology to plan and manage resources, being utilised. And while a fifth of those surveyed by the BCI reported that they will be stockpiling more in a post-pandemic world, the use of local sourcing and better technology as a more cost-effective way of ensuring goods can be acquired quickly and efficiently certainly look set to have a longer-term impact. As BCI’s head of thought leadership, Rachael Elliott, explained: “With three out of four organisations reporting their supply chains have been adversely affected by Covid-19, this report serves as a timely overview of the issues organisations have suffered throughout the pandemic. It serves as a benchmark to organisations, but also offers suggestions on measures organisations could consider implementing into their future supply chain strategies to help similar issues reoccurring in the face of a second wave or future global crisis. “Whilst the pandemic continues to wreak havoc with supply chains globally, it has also brought opportunity: many organisations are already actively investing in new technologies to help with activities such as supply chain mapping, whilst others have developed cross functional teams – which they plan to keep post-Covid – to work together to help combat supply chain issues in a more organisationally cohesive way.” Having the right talent on board is key However, in order to achieve this, there needs to be the logistics teams in place to deliver against the demand. No amount of planning can help if the right haulage, freight and courier personnel aren’t available to work. And with the sector facing a dearth of talent (with the FTA reporting earlier this year that 64% of transport and haulage businesses are now struggling to fill vacancies – a gap in resources that is set to be exacerbated post-Brexit) action needs to be taken to encourage more people to choose the logistics sector as a career – and now is arguably the best time to achieve this. With large groups of people out of work or on long-term furlough, the number of individuals considering employment in areas they wouldn’t normally look at has increased. And with greater recognition of the value of logistics teams in keeping Britain stocked and moving, choosing a career in the industry is certainly of much greater appeal today. But it’s important that we don’t let this opportunity go to waste. As lockdowns are eased, we need to put our foot on the accelerator and keep logistics front of mind for the UK as an arena that holds multiple career prospects for everyone. Supporting the world of logistics It’s clear that a lot has happened in the first half of 2020. However, one thing that certainly hasn’t changed, is WR Logistics commitment to help employers keep their fleets moving. We have managed the staffing needs for some of the UK’s largest organisations, supporting recruitment across all levels. Our team has continued to deliver results for clients and candidates, and as we ourselves begin to return to the office, we’re supporting more businesses getting operations back up and running to normal capacity – and beyond! Why not contact them today to find out how they can support you or your business? And if you want to stay on top of the latest news in the world of logistics, why not follow some of our social media pages: LinkedIn Facebook
Last weekend marked the NHS being in operation for 72 years. This spurred the public to come together to celebrate the anniversary and recognise the fantastic and important work that health and social care employees do. The special day was celebrated across the UK, with people stopping for a minute of silence on Saturday, a huge round of applause on Sunday, and across the nation, several key landmarks, such as the London Eye, were illuminated blue while residents joined in by lighting a candle. In the wake of the coronavirus pandemic, the UK’s health and social care workforce has gone beyond the call of duty to ensure vulnerable individuals are provided with the care and support needed. This bravery and dedication hasn’t gone unnoticed, and over the last few months we have seen the public shout about their appreciation of keyworkers by participating in weekly applauses, local businesses offering discounts, and families adorning windows with kind words and children’s art work. Here are just some of the ways that staff working in health and social care have been recognised and celebrated over the last few months. Three ways staff working in health and social care have been recognisedA personal thank you from the royal familyOn the NHS’ 72nd anniversary, the Duke and Duchess of Cambridge visited Norfolk’s Queen Elizabeth Hospital, to give a personal thank you to the hard-working staff that have helped throughout the coronavirus pandemic, and over the years. This, of course, is an incredible gesture which would be appreciated by anyone, however, one nurse in particular was touched by this. William and Kate gave a special thank you to Suzie Vaughan, who was separated from her two young daughters while she worked on a Covid-19 ward. William and Kate spoke to Suzie and her children, acknowledging her fantastic work and expressing how thankful they are for her service to the UK’s health system. This also meant her children were able to meet a real-life princess! Care home workers celebrated by MPs Admiration and appreciation of keyworkers in health and social care has been spoken about and discussed inside homes, online across social media and even in the House of Parliament. During a recent parliament debate, MPs spoke out on the great work that carers do. Representatives from all political sides recognised these individuals as “heroes” and showed gratitude for their “skill, dedication and sacrifice.”This happened during a debate which was calling for greater recognition and rewards for the health and care workforce, which took place following a petition calling for social care to be given equal acknowledgment to the NHS and health system. This resulted in over 43,000 people signing the petition. Residents show appreciation While we have seen, and heard, the public’s appreciation of keyworkers throughout the pandemic, some of the most touching ones recognition has come from patients and the individuals that these workers care for. For example, with the help of the activities team, the residents at Barking Hall Nursing Home arranged a special ‘Barking Hall Week’, where each member of staff was gifted with a bag of goodies. Each of these gifts were personalised to reflect the workers interests in a truly caring gesture for those hard-working teams. Over the last few months, we’ve seen several other acts of kindness like this happening in care homes and hospitals across the UK. In recent blogs and in our Health Bulletin, we’ve shared a number of heart-warming stories of residents, patients and staff helping each other to keep morale high during these unprecedented times by singing, dancing and holding parties. Why a career in health and social care is so rewarding Covid-19 has certainly shone a spotlight on the health and social care arena - and rightly so. The stories above, and the many which have been circulating over the last few months, have certainly demonstrated what a rewarding career path this can be.Those working in the sector have the opportunity to make a difference to people’s lives, and it is for this reason that workers often say they have a strong sense of fulfilment and joy. The health and social sector tends to attract individuals that are seeking meaningful opportunities and that want to truly make an impact through their work. Not only is working in health and social care filled with purpose and highly rewarding, but no two days are the same. Consequently, for those seeking a role that involves variety, working in the health and social sector could be just the right move. And despite many people assuming that most roles in the sector comprise of just doctors and nurses, there are, in fact, hundreds of roles to choose from to suit individuals with varying skills, experiences and interests. So regardless of your level of education, there will be a way that you can contribute if you choose a career in healthcare. And whether you’re on the administration team, payroll, working in a nursing home or as a surgeon, you’ll know that you’re making a difference. The great news for those interested in a career in this sector is that there are plenty of current vacancies to choose from today. It’s no secret that the health and social care industry has historically struggled with talent shortages, however, this does mean that there is now a wealth of opportunities. Demand for workers across a number of specialisms is particularly high, and organisations are keen to train and develop individuals to ensure both employees and the sector thrives going forward. If you’d like advice on taking the first step towards a career in health and social care, you can get in touch with the team today. The WR Healthcare team is still providing the same high level of service as ever with some of the team are already back in the office. All of our consultants can be reached via their landlines, email, and social media profiles, so if you’re interested in a career in healthcare, why not reach out to them?To find out more, contact us today.
Within the last few weeks, the government has announced several developments to lockdown measures and the management of Covid-19. This includes relaxing of the two-metre social distancing rule, reopening of hospitality businesses and changes to the furlough scheme. All of these factors will impact the British economy greatly, including the logistics sector. And with the end of the furlough scheme in sight we’ve seen a big change to the talent management strategies of employers across the logistics arena. How will furlough changes impact logistics employers and workers?From ongoing conversations with employers across the logistics sector, the WR Logistics team has noticed several trends emerge which have not only impacted employers over the past few months, but will also greatly affect talent strategies as we move further out of lockdown. It’s perhaps unsurprising, albeit hugely unfortunate, that as we approach the end of July – when the furlough scheme begins to taper – some logistic employers will face the task of making redundancies due to the impact Covid-19 has had on their business. In fact, a survey of over 2,000 companies in the UK, conducted by lender, Marketfinance, found that a quarter of furloughed staff will likely face redundancy. Despite this, however, the positive news we are hearing is that many who have used the furlough scheme to date, are making plans to gradually bring staff back into the business as the market begins to pick up again and they balance furlough numbers with business security. So while this clearly demonstrates that many employers in the sector are still suffering, signs of positivity are beginning to emerge against a backdrop of uncertainty. And even though many logistics employers have either made the tough decision to reduce headcount, or utilise the furlough scheme, there are others who have taken advantage of a quiet market and been more bullish in their approach to increase their market share. By focusing on growth and preparing for the return to the “new normal” these businesses are now in a strong position to bring on talent to meet demand going forward. Clearly, the strategies of logistics employers throughout lockdown have varied greatly, but one thing is for sure. We are now operating in a market saturated with professionals seeking employment. But while this on the surface appears beneficial for those employers looking to attract talent to help drive growth, it is not without its challenges. And this is something we have been increasingly talking to clients about in recent times. Talent acquisition in the current climate It’s clear that with a far greater number of applicants in the market, recruitment processes can become more difficult, time consuming and costly to the employer. And this is something we are noticing first hand with a number of clients that WR Logistics has partnered with. Many have expressed how recruiting in the current environment has placed greater burden on their hiring teams. And with research from the Recruitment & Employment Confederation (REC), revealing that a bad hire can cost up to £132,000 in lost productivity and staff turnover, it’s perhaps more important than ever in a fragile market that businesses employ the right people. Consequently, we have been working with a number of clients to streamline their recruitment process and help identify candidates that not only have the right skills sets, but who are also a good fit for the business. And one way we have successfully achieved this is through utilising psychometric testing. Utilising psychometric testingPsychometric testing, often known as behavioural assessment, is a robust tool which is becoming more popular amongst top businesses to help identify valuable sources of information when making hiring decisions. And when combined with recognised recruitment methods, hiring based on psychometric results can lead to better quality hires and a reduction in employee turnover. So while CVs are great for highlighting an individual’s qualifications and job history, behavioural assessment can delve much deeper into a person’s attitude and perspectives. By having a clear insight into a candidate’s way of thinking, their methods of decision-making and more knowledge on how the person learns, employers can critically analyse if the individual’s skills and personality suits the company. This allows hiring teams to make much more educated decisions on the people they bring on board, which is proven to reduce costs and time further down the line. And it is for this reason that we have developed our own tool to help clients navigate the talent arena and find the right person for the role – all for no extra cost. Just in case you’re unfamiliar with behavioural assessment, although the process varies from company to company, it usually involves a questionnaire that asks the candidate about their opinions, preferences and priorities. Based on the results, and by comparing the answers against years of historical data and expert analysis, the individual’s attitudes and behaviours can be extrapolated. Behavioural reports can include information such as preferred working environment, how they respond to tight deadlines, preferred management style, approach to selling, and much more. If you’re sceptical, ask one of your employees – preferably one you’ve known for many years – to take an assessment. You’ll likely be surprised at just how accurate the results are.Making the right choiceWhile there’s no disputing that the last few months have certainly been difficult and challenging for logistics firms across the UK, it’s by no means all doom and gloom. And as lockdown measures continue to ease and businesses begin to hire once more, it’s important that talent management strategies are adapted to ensure that employers have the right talent on board to help them grow in the ‘new normal’. If you’re one of those employers that have taken advantage of a quieter market, we have the people to help you continue on your growth trajectory. And for those logistics firms hoping to play catch up, we can help you get the right people on board quickly.To find out how you access the best logistics talent for your firm, contact our experts today to find out how we can help you.
A positive that has emerged from the coronavirus pandemic is society’s new-found appreciation of public sector professionals. Over these last few months, we have all witnessed the value these workers bring to society, and while the team here at WR have long appreciated the individuals that are employed in the field, a huge proportion of the general public have now realised just how needed these key workers truly are. In light of this, we are seeing more individuals take an interest in social care careers, which is great news for those employers investing in bolstering their workforce at a time when there’s a short supply of candidates. However, while this is fantastic news, we must ensure that we maintain the momentum on social care careers post Covid-19. The initiatives helping to boost the social care workforce During the crisis, there have been a number of companies that have invested in social care talent. For example, private sector employer, JP Morgan, has recently teamed up with the Prince’s Trust in a bid to get more young people into the health and care sector. The banking giant has invested £540,000 to help turn the NHS pre-employment support programme ‘Get Started With Health’ into an online package. This funding will help the Prince’s Trust to increase its outreach efforts, recruitment, mentoring and coaching support for young people and graduates. Adapting the ‘Get Started With Health’ programme into a digital package is part of a wider £1.4 million commitment by JP Morgan. Over the next 11 months, it’s expected that 1,000 young people will benefit from this programme, gaining the support needed to connect with work opportunities. The end goal of this scheme is to help create a stronger health and care workforce for the future. The ‘New Normal’ virtual conference Nursing and Midwifery Council (NMC) chief executive and registrar, Andrea Sutcliffe CBE, is a great example of the many individuals shining a light on the importance of inspiring new entrants in to the social care profession. Andrea was among the keynote speakers at ‘The New Normal’ – a virtual conference for challenging times in social care – hosted by Care Talk. At the conference, she highlighted how the Covid-19 crisis has changed the perception of social care nursing, and why this must continue. During her speech, Andrea said: “I’m clear that we must continue to make the most of the huge opportunities we’ve now got, as a consequence of the immensely difficult times we’ve had, by standing up for social care nursing – not just in terms of older people, but in the interests of those people living with mental health problems, learning disabilities and physical disabilities who rely and depend on highly skilled nursing care too.” She then went on to express: “Most importantly of all, improving the perception and recognition of social care nursing is a shared responsibility of all of us who lead, manage and work in health and care services. It is incumbent on all of us to promote, champion and strengthen our social care nursing community – who really are the heart of our local communities – now and for the future.” Social care skills shortage Andrea certainly made some important points, and she’s right, we all have a responsibility to address and change the false perceptions of the industry which have existed for too long. Unfortunately, public sector workers have not always been praised, and it’s no secret that the sector has previously struggled with attracting talent.In fact, in adult social care, around one in 10 social worker and one in 11 care worker roles are reportedly unfilled. When we also consider the fact that demand for social care workers is expected to rise in line with the UK’s ageing population, it is crucial that we invest in skills now. Why we need to maintain the momentum on social care careers However, while the number of professionals needed to close skills gaps seems considerably high, we have been presented with a rare opportunity to bolster social care workforces. With almost a quarter of the UK’s private sector workforce on furlough and many now unemployed, there are a number of skilled people who are looking for meaningful roles beyond the role they are trained for. What were once ‘maligned’ roles are now rightfully recognised as key pillars in the foundational economy. It’s important that employers seize this opportunity to attract talent as this will aid the survival of social care careers post Covid-19 and help lessen the burden that comes with talent shortages. A career in social care in not only meaningful to individuals, but also to society. It’s vital that this message is emphasised to job seekers, students and graduates. As we enter the ‘new normal’, organisations should focus on building their employer brand to make long-term prospects in the public sector more enticing. Additionally, they should adapt their approach to be fit for the world of work post-Covid, including how they communicate with potential candidates, creating a strong employee value proposition and enhancing their offering. Social care careers post Covid-19 As lockdown measures ease and we slowly move towards the ‘new normal’, it’s important to keep the momentum going and highlight the sector as great place to work. With the right employer brand and workforce planning, organisations can still attract passionate individuals who truly care about social care post Covid-19. Taking the right actions now and maintaining the momentum of social care careers post Covid-19 will ensure that there is enough talent to plug current and future skill gaps, helping to protect the sector and allow it to thrive in the years to come. The coronavirus crisis has been one of the biggest challenges to social care and the general public in a generation. However, despite all of the hurdles that it has presented, it may well be a moment for positive change for the sector and its workforce. The WR healthcare team is still providing the same high level of service as ever and some of the team are already back in the office. All of our consultants can be reached via their landlines, email, and social media profiles, so if you’re looking to choose a career in healthcare, why not reach out to them? To find out more, contact us today.
So you hired a sales person who can’t sell. Well, you’re not alone.Let me guess at some scenarios that happened leading up to that bad hire.Their CV showed they’d worked for some respected competitorsAt interview they said all the right things and name dropped the right peopleYour recruiter said they were the best sales person they’ve represented in agesYou actually had a gut feeling they wouldn’t work out, but took a chance anywayThe candidate was the best of a bad bunchAnd how many of these scenarios are also true?You didn’t reference them prior to offerYou didn’t check their achievements against their targetsYou didn’t speak to the people they name droppedYou waste lots of time inducting and training themThey upset your existing staffHaving introduced them to your customers, they caused issues with themYou paid a recruiter a hefty fee and have nothing to show for it other than a mess to clear upYour reputation is tarnished with your team, your boss and your customersYou did 4x 1st interviews, 2x 2nd interviews and made an offerNot all the people involved in hiring we’re convinced but you overruled themAs Einstein said, "The definition of insanity is doing the same thing over and over again, but expecting different results."So, now we know the story and believe me it happens all the time, how are you going to recruit the next sales person?As a lifelong recruiter and founder of a successful recruitment agency I’ll share my top 5 tips.1. Check sales achievements against sales targets thoroughly. There is only one mark of a good sales person and that’s RESULTS. Good sales people ALWAYS put their results against targets on their CV. 2. Verbally reference the best candidate prior to offer.And do it personally. Don’t get HR to send your standard reference request to another HR person who will send back a generic, dates of employment pointless reference that you’ll receive 3 weeks after they’ve started. Instead pick up the phone, call their old bosses and ask for an ‘off the record heads up’3. This is tough to do - but LISTEN to your gut feeling. Even if it means starting the process again. Your years of experience, your human intellect, first impressions, naturally suspicious mind works best instinctively so USE IT. The time and money you will waste with each mis-hire is up to 3x their salary.If you don’t believe me check out this Bad Hire Calculator and work it out for yourself.4. Work with one specialist agency on an exclusive basis. Working with multiple agencies or any agency that sends you an interesting CV is a quick way to make a bad hire. There are many reasons why this is true, read my blog to find out more.5. Screen candidates thoroughly. This should be through multiple ways. Some examples are: psychometric assessment, competency questions, trial day, test written communication, Maths, English, scenario basedYou can do all these things easily and cheaply yourself, however if you would prefer a professional recruiter to take care of it for you for NO EXTRA COST book a call with us.With an average recruitment for of 16% we offer all of the options below:Free replacement guarantee up to 12 monthsPsychometric assessmentsFee payment installmentsCompetency based questioningVideo interviewing pre-recorded100% money back guarantee if we don’t deliver