82% of Our Placements Are Still Thriving at Their Companies 10 Years On!

⭐TEN YEARS ⭐ after their initial placements, an incredible 82% of the people we’ve placed are still making an impact with the companies we placed them in, and they’ve made career advancement, whilst driving fantastic business growth.

This outstanding retention rate proves our recruitment solutions are highly effective, with our candidates’ remarkable career progress showcasing their personal dedication and the immense value they bring to their companies. This reflects the long-term growth and success we strive for in every placement.

Their continued career success highlights the mutual benefits of our placements, promoting stability and ongoing development for both the individuals we place and the companies they join.

If you need help locating the stars who will have a significant impact on your business, we are here to assist! Please contact Sandra Hill by contacting +44 (0) 161 448 8283 or emailing Sandra@hillgroup.co.uk

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With a successful 18-year career, this Executive Commercial Director is a respected leader known for their diverse managerial skills. They excel at managing global projects, emphasising strategic thinking and collaboration.

Their expertise lies in developing clear ideas, establishing balanced goals, and driving long-term growth through effective commercial strategies. They specialise in sustainability and governance, cultivating strong external partnerships and advocating for continual improvement across every aspect of business operations.

Executive Commercial Director

Career Highlights that have made a positive impact:
  • Their leadership was critical in transforming a previously unprofitable project into a remarkable achievement for a respected international company. They obtained full CAPEX approval, meeting tough economic requirements such as IRR hurdle rates and exceeding NPV expectations.  This achievement resulted in a significant multimillion-dollar contract and earned them a prestigious CEO award in appreciation of their outstanding achievements.
  • Successfully led a company’s move into a new oil and gas market after nearly 20 years. Through several visits and extensive talks with national oil and gas organisations, they developed a commercial model aimed at building a local workforce and enabling national businesses to increase hydrocarbon production while reducing reliance on external sources. This strategy approach resulted in the signing of several multi-year contracts worth more than $20 million.
  • Led a company’s first long term sustainability strategy for the C-suite. This was the first time a sustainability strategy had been developed, which resulted in a multimillion-dollar investment in digital transformation and organisational training.
  • Secured multi-year contracts with an equipment supplier, enabling facility consolidation and site closures while remaining profitable. This approach saved $4 million annually while generating more than $5 million in revenue.

If you would like to discuss this great individual, please get in touch with Sandra Hill at sandra@hillgroup.co.uk or call +44 (0) 161 448 8283

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You find yourself in need of a crucial position to be filled, having exhausted all internal recruitment avenues. However, you’re wary of engaging a recruiter due to associated fees. While this hesitation is reasonable, it’s important to consider the broader picture. Despite the upfront cost, investing in a recruiter can prove to be a strategic decision, ultimately saving you both time and money in the long run.  This article explores the real costs associated with a bad hire as well as the logic supporting a recruiter’s charges. It also draws attention to the potential drawbacks of choosing a recruiter with lower fees.

The Cost of a Bad Hire

Let’s examine both the obvious direct costs and the less evident indirect costs linked with bad hiring decisions:

  • Unrecoverable Salary
  • Wasted Management Time/Training
  • Recruitment Agency Fees
  • Lost Productivity
  • Lost Team Productivity
  • Indirect Staff Turnover
  • Loss of Business
  • Impact on Reputation

Hiring the wrong person can result in significant costs. According to research, the average cost of making a bad hire is 3.5 times the employee’s first-year salary. This includes recruitment and training costs, reduced production, and significant damage to morale and client relationships.

Consider this: if you make an incorrect hire and need to repeat the hiring process, you’re essentially doubling your recruitment expenses. Additionally, there’s the significant investment of time and resources in onboarding and training someone who ultimately doesn’t align with the role.

Why Recruiter Fees are Justified

Expertise: Recruiters specialise in finding the best candidates for a position. They know where to look, how to attract top talent, and how conduct rigorous candidate evaluations. This knowledge can save you countless hours looking through CVs and conducting interviews.

Access to a Larger Pool of Candidates: Recruiters possess connections to a candidate network that you might not reach independently. This capability substantially enhances your likelihood of discovering the ideal match for your position.

Time Savings: Time equates to money, and the recruitment process can be exceedingly time-consuming. Entrusting this responsibility to a recruiter allows you to reclaim your time, enabling you to concentrate on other critical aspects of your business.

Reduced Risk of Poor Hires: Recruiters’ expertise and screening processes help to reduce the risk of hiring mistakes. They are adept at detecting warning flags from the start, ensuring that you only review candidates who are truly qualified for the position.

Going Forward

Though paying a recruiter fee may appear as an initial expense, it’s crucial to weigh the long-term advantages.

By avoiding the costs associated with a poor hire and leveraging a recruiter’s experience, you can ultimately save money and time while getting the best candidate for your organisation.

Partnering with a recruiter is more than just a cost; it’s a strategic investment in your company’s success and growth.

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In today’s recruiting market, traditional hiring practices are rapidly giving way to a more targeted and efficient strategy known as skills-based hiring. This radical shift in recruitment techniques is gaining popularity due to its ability to prioritise candidates’ skills over traditional factors such as education and experience. In this blog post, we will look at the advantages of skills-based recruiting, its importance, and how it is transforming the recruitment process.

Why Skills-Based Hiring Matters:

Accuracy in Candidate Assessment:

Skills-based hiring assesses candidates based on their practical abilities and competencies rather than just their qualifications. This ensures a more accurate assessment of a candidate’s ability to perform in a specific area, resulting in better hires.

Diversity and Inclusion:

Traditional recruitment methods can unintentionally foster bias by favouring individuals with specific educational backgrounds or experience. Skills-based hiring encourages equality while also encouraging diversity and inclusion by allowing individuals from varied backgrounds and alternative career paths to qualify.

Flexibility to Sudden Industry Changes:

Industries are evolving at an incredible rate, and skill requirements are constantly changing. Skills-based hiring enables organisations to respond quickly to changing demands by prioritising candidates with current and relevant skills, keeping the workforce adaptable and competitive.

Reduces Time to Hire:

By focusing on essential skills, the recruitment process becomes more efficient. Traditional hiring usually involves a lengthy screening process based on educational requirements and prior experience, but skills-based hiring enables recruiters to identify candidates more quickly, lowering time-to-hire.

Improves Employee Engagement and Retention:

When people are hired based on their skills and abilities, they are more likely to be happy in their careers. The combination of job needs and individual skills leads to increased job satisfaction, engagement, and, ultimately, retention rates.

Changing the strategy:

Moving from Degree to Skill Focused:

Degrees are valuable, but skills are the real value of the job market. Companies are rapidly recognising the need to shift their focus away from traditional degree requirements and towards a deeper assessment of an individual’s skill set.

Technology’s Impact on Evaluating Skills:

Advancements in technology, like as AI-powered assessments and skills testing systems, are essential for enabling skills-based hiring. These tools give data-driven insights, allowing recruiters to make informed hiring decisions based on candidates’ actual skills.

Upskilling and Retraining Strategies:

Companies are investing in training and development initiatives to provide their current workforce with the skills needed for the future. This not only increases employee satisfaction, but also minimises the need for external hiring by using the skills of the current team.

Summary:

Skills-based hiring is more than just a trend; it represents a fundamental shift in how businesses build their workforce. Companies that value skills over traditional identifiers can reach an extensive pool of candidates, respond to market changes, and develop adaptable and highly skilled employees. As the business landscape changes, embracing skills-based hiring becomes a need for remaining competitive in the job market.

 

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An exceptionally motivated and innovative Director and Leader in Manufacturing and New Model Product Development open to new opportunities.

Successful Career Impact:

  • Successfully reduced an employer’s arrears from £1.6 million to zero. Achieved by reviewing the entire process, from MPS planning through OTIF to the client, putting in new processes, and sharing accountability.
  • Significantly increased OTIF from 48% to 100% in less than six months.
  • Effectively managed the implementation of APQP and led through the quality function, earning recognition from the OEM as the foremost tier 1 supplier in this domain. Assisted in the transformative shift in mindset of both operational and quality functions. As a result, the company was positioned as a leader in Aerospace manufacturing.
  • Full Manufacturing & P&L responsibility for manufacturing operations including MRO businesses.
  • Extensive background in the aerospace and automotive industries.
  • Experienced attendee and presenter at monthly board meetings and quarterly shareholder meetings.

If you would like to discuss this great individual, please contact sandra@hillgroup.co.uk or call +44 (0)161 4488283.

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An outstanding Regional Service Director who is open to new opportunities.
  • Successfully led the transformation initiatives that delivered excellent results, including a 10% increase in the company’s gross margin.
  • Under their leadership, their team successfully secured the largest contract outside of their region, with a value over £2 million. In addition, they not only retained this contract, but also expanded this significant deal.
  • As UK Operational Lead, they successfully led the implementation of a CRM system, effectively replacing their outdated system. This transition was a significant step forward in modernising the technology infrastructure, resulting in increased operational efficiency and the delivery of a modern, integrated solution adapted to the company’s requirements.
  • Effectively mentored and coached their team, enabling them to advance professionally while receiving well-deserved promotions. Their dedication to fostering a positive work environment resulted in the highest regional employee engagement scores in the UK in 2021 and 2022, reaching an incredible 74% in both years.
  • Led a team to an outstanding six-year safety record with zero harm incidents. They achieved this by fostering a strong safety culture and maintaining a highly engaged and goal-driven workforce. This achievement demonstrates their exceptional ability to maintain a balance between financial success and safety commitment.

If you would like to discuss this exceptional individual in more detail, please contact sandra@hillgroup.co.uk or call +44 (0)161 448 8283.

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An exceptional individual who is available for both interim and permanent roles.

Successful Career Impact:

  • Successfully led a product transformation in a fast-paced, growth-driven environment, methodically coordinating each stage. This involved carrying out critical changes tailored to a highly demanding subscription customer portfolio.
  • In just 17 weeks, they successfully lowered the number of 3PL partners from five to one, reducing warehousing to just four locations. This reorganisation involved 16,000 SKUs of products spanning both B2B and FMCG sectors, resulting in considerable cost savings of £700,000.
  • Led a warehouse restructure in an intense 10-week effort, increasing productivity and efficiency by an 60% while avoiding redundancies. The new structure gave the Warehouse Operations Manager the necessary flexibility to manage future growth.
  • They successfully exited from one 3PL provider and set up two new 3PL locations to service four business areas in 12 months.
  • Led the development of an integrated team structure, seamlessly combining operations, customer fulfilment, and key accounts in less than a year. This strategic approach broke down divisions and built a coherent, cross-departmental environment.

If you would like to discuss this exceptional individual in more detail, please contact sandra@hillgroup.co.uk or call +44 (0)161 448 8283.

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In today’s fast-paced world, successful leadership involves more than just giving orders and making decisions; it requires being a supportive leader who empowers and inspires their team to reach new levels of achievement. Supportive leadership is a leadership style that focuses on creating a good and collaborative work environment in which employees feel valued and driven. In this article, we’ll look at the attributes of a supportive leader and how using this strategy can help a team or organisation succeed.

  1. Effective Communication: Effective communication is one of the core elements of supportive leadership. A supportive leader actively listens to their team members, promotes open communication, and delivers clear and constructive criticism. A leader can develop an environment where everyone feels heard and understood through creating a communication culture.
  2. Empathy and Understanding: Supportive leaders understand the importance of empathy. They take the time to understand the unique challenges and perspectives of their team members. This emotional intelligence allows leaders to build strong relationships, instill trust, and create a sense of camaraderie within the team.
  3. Encouraging Growth and Development: Empathetic leaders recognise the value of connection. They take the time to learn about their team members’ unique challenges and perspectives. This emotional intelligence enables leaders to form strong relationships, instill trust, and inspire team unity.
  4. Recognition and Appreciation: Recognising and acknowledging team members’ efforts is a vital part of supportive leadership. A simple thank you or public praise for a job well done can go a long way towards improving morale and establishing an enjoyable work culture.
  5. Flexibility and Adaptability: A helpful leader recognises the value of flexibility in today’s constantly evolving business world. Adaptability and openness to change helps leaders in guiding their teams through problems while establishing a culture that values innovation and continual progress.
  6. Building Trust: The foundation of any effective team is trust. Trust is built by supportive leaders being honest, consistent, and trustworthy. Team members are more inclined to collaborate, take chances, and give their best work when they trust their leaders.
  7. Problem-Solving and Conflict Resolution: With an innovative perspective, supportive leaders handle challenges and conflicts effectively. They actively work to address challenges and achieve a beneficial outcome for the entire team. Leaders instill confidence and resilience in their teams by displaying good problem-solving skills.

The position of a supportive leader stands out as a symbol of success.  Supportive leaders not only improve the well-being of their team members but also contribute to the organisation’s overall success and longevity by adopting good communication, empathy, and a dedication to progress.

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In today’s fast changing business environment, organisations are redefining success by embracing a diverse and inclusive workforce. Companies are seeing the tremendous impact of diversity and inclusion programmes on establishing a more inviting and equal environment for their employees as the global workplace grows more interconnected and culturally varied.

 

The Power of Diversity and Inclusion:

Diversity and inclusion (D&I) initiatives are more than just catchphrases. They mark an extensive shift in organisational culture and principles. Companies are increasingly recognising that diversity goes beyond surface-level traits like ethnicity, gender, and age. True diversity involves a range of backgrounds, experiences, and opinions that contribute to the workplace’s growth.

 

Benefits of a Diverse Workforce:

Innovation: Diverse teams bring a broader range of perspectives, which sparks creativity and innovation. According to a recent study, ethnically diverse businesses are 35% more likely to outperform competitors in financial terms.

Market Success: Diverse teams understand and serve diverse markets more effectively. They can tailor products and services to meet the needs of an increasingly multicultural customer base.

Attracting Talent: Organisations committed to diversity and inclusion are more appealing to top talent. Job seekers, especially millennials and Generation Z, actively seek out companies with inclusive cultures.

 

Building an Inclusive Culture:

Fostering diversity and inclusion requires more than just hiring a diverse workforce. It involves creating a culture that values and celebrates differences. Many organisations are implementing a range of strategies to achieve this:

Diverse Hiring Practices: Reviewing and revamping recruitment practices to ensure fairness, inclusivity, and to attract a more diverse talent pool.

Training and Education: Offering diversity training and educational programmes to increase staff understanding and promote inclusive behaviours

Leadership Commitment: Encouraging leaders to set a good example by actively supporting diversity and inclusion via their words and actions.

Employee Resource Groups (ERGs): Establishing ERGs where employees with common interests or backgrounds can connect, share experiences, and influence company policies.

Inclusive Policies: Implementing policies that support work-life balance, flexibility, and equal opportunities for all employees.

 

Challenges and Ongoing Commitment:

Fostering diversity and inclusion isn’t without challenges. It requires ongoing effort, commitment, and the willingness to address issues as they arise. Organisations must be vigilant in identifying and dismantling any barriers that hinder inclusivity.

 

Conclusion:

In a world where diversity is a reality, organisations are wise to embrace it as a strength. By fostering diversity and inclusion, they not only create a more welcoming and equitable workplace but also position themselves for long-term success. The benefits of diverse and inclusive cultures are clear, and companies that prioritise these initiatives are better equipped to thrive in the diverse, interconnected, and dynamic world of today. It’s not just about doing what’s right; it’s also about doing what’s smart for business.

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In an ideal world, the workplace should be a haven for productivity, personal growth, and collaboration. However, not all workplaces live up to this ideal, and some harbor a toxic culture that can have detrimental effects on employees’ well-being and the overall success of the business.

Recognising these warning signs is the first step towards dealing with and changing a toxic workplace culture.

Here are some common indicators that your organisation may have a toxic workplace culture:

High Turnover Rates

A high turnover rate is one of the most clear signs of a toxic workplace culture. When employees often leave or are fired, it’s a sure sign that something is wrong.

 

Frequent Employee Complaints

A mass of employee complaints about different aspects of their workplace, from management to colleagues, is a red flag. These grievances may include issues such as favouritism, harassment, or a lack of support.

 

Poor Communication

Poor communication, whether defined by aggressive behaviour, shouting bouts, or a lack of transparency, can create an environment filled with tension and distrust.

 

Excessive Micromanagement

Managers that are overly controlling and do not trust their employees to carry out their responsibilities can cause frustration and low morale.

 

Fear of Retaliation

A toxic and restrictive culture discourages employees from raising issues or providing constructive criticism for fear of retaliation.

 

Discrimination or Favourtism

Discrimination, favouritism, or offering opportunities based on personal relationships rather than merit can all contribute to a toxic work environment.

 

Absence of work-life balance

Discrimination, favouritism, or offering opportunities based on personal relationships rather than merit can all contribute to a toxic work environment.

 

Resistance to Change

An organisation that is resistant to change, innovation, and evolution can become stagnant and exasperating for employees.

 

Neglect of Wellbeing

Employees’ physical and emotional health can suffer as a result of a constant stressful work environment.

 

Lack of Growth Opportunities

A workplace that offers no clear path for career development, learning opportunities, or upward advancement can lead to stagnation and frustration.

 

Bullying and Harassment

Workplace harassment, whether verbal, physical, or online, is a serious indication of a toxic culture.

 

Recognising these indicating signs is the first step towards dealing with and changing a toxic workplace culture. If any of these signs are present in your organisation, immediate action is required. Open communication, employee feedback, and a commitment to positive change can help in the transformation of a toxic culture into one that promotes productivity, personal growth, and employee well-being. After all, a positive workplace culture is not only beneficial to employees but also an important factor in a company’s long-term success.