The benefits of using a retained search
What is the best option for hiring top talent when using a recruitment agency?
Do you choose the ‘contingency’ search – a lower cost option where quantity trumps quality in the agency’s pursuit of placing a quick hire and winning the fee or do you go for the retained option – where you will be presented with quality candidates to meet your needs?
Given the current climate of the ‘Great Resignation’ and the fact, that there are a record number of vacancies – recruiting the best talent has potentially never been tougher.
If your business is finding it hard to recruit, then it needs to get smarter with its strategy and tactics to recruit the best talent for those niche roles, where expertise and experience are ‘must have’ criteria.
Competition for the best talent is always fierce, but even more so right now. A recent survey from the UK’s ONS (Office of National Statistics)* indicated that 28% of food and drink businesses (which included manufacturers, wholesalers and retailers) faced labour shortages.
The survey also revealed that 60% of food and drink businesses reported a low number of applicants for roles on offer.
So, how do human resources departments overcome this challenge?
This is where working with a recruitment agency on a retained search basis can reap the most benefit – especially in comparison to a contingency search.
Firstly, it’s important to define the difference between both retained (also known as executive search or headhunting) and contingency recruitment methods.
On a retainer agreement, the business and the recruiter will work closely together, often on an exclusive basis. This will require an up-front fee to commence the recruitment process, with the remainder upon a candidate being employed.
On a contingency search, there is no up-front fee and the recruiter is paid on results. With no guarantee of payment, this can impact on both the time spent searching and the quality of candidates put forward, given they are likely to be in competition with other recruiters.
If your business is in the market to fill a particular role which requires a certain skillset or senior management or executive position, then retained recruitment should be chosen as it offers the greater benefits.
Greater access to talent
A retained recruiter has access to a wider talent pool to fill the vacancy. Aside from those active on their books, a retained recruiter will also be able to use their knowledge to search and approach potential candidates, both actively looking and those that are ‘passive’ candidates.
Reduced risk of a bad hire
There are financial and reputational risks with a bad hire. By outsourcing the recruitment, the risk of a bad hire is significantly reduced as the recruiter will use carry out in-depth research into each potential candidate and only put forward the ideal candidate for the role as well as the company.
Dedicated Focus
A retained recruiter will prioritise your vacancy above contingency opportunities. The agreement ensures not only exclusivity but for a greater collaborative approach. A retained recruiter will offer greater insight and be more readily available during the process.
Quality over quantity
While contingency search methods put more candidates forward, retained search ensures only the best and most appropriate candidates are considered for a vacancy. Candidates will have been vetted more rigorously and have detailed background checks.
Customised search
Rather than a random one-size-fits-all, retained recruiters have the ability to take more time and identify the right candidates with the skillsets to fill a specific role.
Cost-effective recruitment
By using a retained search, the recruitment agency can take on many of the tasks, from assessing CVs and interviewing candidates to presenting a shortlist of ideal candidates. This frees up time for the business’s HR function to focus on the day job. It also ensures that candidates put forward are the most suitable. This will also deliver greater employee engagement and retention.
An advantage over competitors
Retained recruitment tends to operate ‘under the radar. This can give your business the edge by hiring the best talent ahead of your rivals. It can also prevent your business from losing its best staff.
The benefits of retained recruitment do come with higher fees, but it delivers greater confidence in securing the right candidate for the business, especially for senior roles.
If you would like to discuss retained recruitment and how we consistently secure the best talent from across the globe, talk to one of our Clarico headhunters.
*Stats Link: https://www.fdf.org.uk/fdf/news-media/news/2022-news/economic-insights/uk-vacancies-see-a-new-high-but-households-worse-off/
Case Study – Brand Director
/in Case Study, Food & Beverage, Marketing /by Jamie TownPosition Title: Brand Director
Position Location: Spain
Client: Vantguard https://www.vantguard.com/
Role overview: Co-lead Isleña Brand Strategy at a global scale along with the Global
Marketing & Business Strategy Director to deliver the business objectives. Isleña is The Beat of Ibiza due to its closeness to the music festivals, top DJs, and all kinds of music that perfectly represent the essence of our Mediterranean island.
Candidate Placement: Clarico placed an entrepreneurial alcoholic brands specialist with over 10yrs years of experience working with some of the world’s most iconic brands such as Nike, Grolsch, Energizer and Asahi.
Key Responsibilities:
Marketing & Business Strategy Director to make sure we deliver the
business objectives on a yearly basis.
the Sales team with the correct brand solutions and tools to hit the Business
targets.
a clear connection between him and the brand through an experiential
& content marketing plan.
brand performance and driving successful plans to scale the brand.
our external partners in key markets.
Skills and Personal Attributes:
plus.
Drinks industry with strong experience in Customer Marketing. Specific
experience in experiential marketing activations, sponsorships, music
festivals and celebrities’ management would be highly considered for this
position.
Marketing perspectives. Experience in both areas is mandatory for this
role.
think big, have no fear of failure and budget effectiveness,
To find out how we can help your F&B business sign a high-performing Sales Director, click here to arrange a confidential call with our CEO Russ Metcalf.
Case Study – Sales Director
/in Case Study, Food & Beverage, Sales /by Jamie TownPosition Title: Sales Director
Position Location: UK & Ireland
Client: Milarex https://milarex.com/
Role overview: To develop and implement growth opportunities in existing and new retail markets for an ambitious and fast-growing international seafood company that processes a large variety of safe and sustainable salmon products.
Candidate Placement: Clarico placed an assertive and motivating leader, with a track record of exceeding targets across a wide network of retailers. An enthusiastic, confident individual with over 12 years of experience in senior sales roles In the seafood sector.
What our client was looking for?:
To find out how we can help your F&B business sign a high-performing Sales Director, click here to arrange a confidential call with our CEO Russ Metcalf.
The benefits of using a retained search
/in Human Resources /by Jamie TownThe benefits of using a retained search
What is the best option for hiring top talent when using a recruitment agency?
Do you choose the ‘contingency’ search – a lower cost option where quantity trumps quality in the agency’s pursuit of placing a quick hire and winning the fee or do you go for the retained option – where you will be presented with quality candidates to meet your needs?
Given the current climate of the ‘Great Resignation’ and the fact, that there are a record number of vacancies – recruiting the best talent has potentially never been tougher.
If your business is finding it hard to recruit, then it needs to get smarter with its strategy and tactics to recruit the best talent for those niche roles, where expertise and experience are ‘must have’ criteria.
Competition for the best talent is always fierce, but even more so right now. A recent survey from the UK’s ONS (Office of National Statistics)* indicated that 28% of food and drink businesses (which included manufacturers, wholesalers and retailers) faced labour shortages.
The survey also revealed that 60% of food and drink businesses reported a low number of applicants for roles on offer.
So, how do human resources departments overcome this challenge?
This is where working with a recruitment agency on a retained search basis can reap the most benefit – especially in comparison to a contingency search.
Firstly, it’s important to define the difference between both retained (also known as executive search or headhunting) and contingency recruitment methods.
On a retainer agreement, the business and the recruiter will work closely together, often on an exclusive basis. This will require an up-front fee to commence the recruitment process, with the remainder upon a candidate being employed.
On a contingency search, there is no up-front fee and the recruiter is paid on results. With no guarantee of payment, this can impact on both the time spent searching and the quality of candidates put forward, given they are likely to be in competition with other recruiters.
If your business is in the market to fill a particular role which requires a certain skillset or senior management or executive position, then retained recruitment should be chosen as it offers the greater benefits.
Greater access to talent
A retained recruiter has access to a wider talent pool to fill the vacancy. Aside from those active on their books, a retained recruiter will also be able to use their knowledge to search and approach potential candidates, both actively looking and those that are ‘passive’ candidates.
Reduced risk of a bad hire
There are financial and reputational risks with a bad hire. By outsourcing the recruitment, the risk of a bad hire is significantly reduced as the recruiter will use carry out in-depth research into each potential candidate and only put forward the ideal candidate for the role as well as the company.
Dedicated Focus
A retained recruiter will prioritise your vacancy above contingency opportunities. The agreement ensures not only exclusivity but for a greater collaborative approach. A retained recruiter will offer greater insight and be more readily available during the process.
Quality over quantity
While contingency search methods put more candidates forward, retained search ensures only the best and most appropriate candidates are considered for a vacancy. Candidates will have been vetted more rigorously and have detailed background checks.
Customised search
Rather than a random one-size-fits-all, retained recruiters have the ability to take more time and identify the right candidates with the skillsets to fill a specific role.
Cost-effective recruitment
By using a retained search, the recruitment agency can take on many of the tasks, from assessing CVs and interviewing candidates to presenting a shortlist of ideal candidates. This frees up time for the business’s HR function to focus on the day job. It also ensures that candidates put forward are the most suitable. This will also deliver greater employee engagement and retention.
An advantage over competitors
Retained recruitment tends to operate ‘under the radar. This can give your business the edge by hiring the best talent ahead of your rivals. It can also prevent your business from losing its best staff.
The benefits of retained recruitment do come with higher fees, but it delivers greater confidence in securing the right candidate for the business, especially for senior roles.
If you would like to discuss retained recruitment and how we consistently secure the best talent from across the globe, talk to one of our Clarico headhunters.
*Stats Link: https://www.fdf.org.uk/fdf/news-media/news/2022-news/economic-insights/uk-vacancies-see-a-new-high-but-households-worse-off/
The importance of career strategy
/in Career /by Jamie TownThe importance of career strategy
A career left solely to chance is an unwise gamble. Without the implementation of a clear and workable career strategy, there is a real risk of missing any opportunities that come your way or even stagnating at a particular point you were hoping to move on from more quickly.
During the early years of a career, you quickly climb the ranks by being the sharpest, brightest and most capable team player. You make sure you are the one who answers emails the quickest, the one who always volunteers for overtime and regularly comes up with ideas which far outshine those of your peers. But as your career progresses and the top of your game is in reach, the importance of a defined career strategy remains. Undertaking large projects which deliver time or cost savings – or other financial gain – carry more weight at senior manager or director level.
With plans come goals, with goals come motivation – and with motivation comes results.
Your career strategy will change and evolve over time, and will need constant review and consideration. In a world where there aren’t enough hours in a day and work is constantly piling up, months roll by unnoticed. But force yourself to regularly set time aside to assess where you are and where you’re going.
Be specific about what you want to achieve in your career and by what date. Also consider whether there are gaps in your knowledge, in any technical practices or legal requirements for instance. Even as a senior manager or director, some new business concepts or procedures can require the acquisition of new skills and understanding. If so, consider what degrees or accreditations you may need to pursue, and what path you’ll need to take in order to get there. Study can require a large investment of your time and if a Masters or PHD is required for a position you want in three years’ time, you would really need to start applying now.
A recent study has shown that hiring an external candidate into a company means they’re paid 18-20% more than internal workers who are promoted upwards. Although unfair, it does point to the idea that professionals are often taken for granted inside their own companies. Whilst that doesn’t mean you constantly need to move around between organisations, if you do stay at the same company, it’s important to cultivate a strong external reputation. Get networking and get yourself noticed. Not only will you potentially open doors for yourself further down the line, you’ll also reduce the risk of blending into the background. You’ll remind your boss and colleagues that your abilities are appreciated – and sought after.
FOOD TECH SECURES LARGE SLICE OF VC INVESTMENTS
/in Disrupters, Food & Beverage /by Jamie TownVenture capitalists (VCs) have put their money where their mouth is by ploughing millions of dollars into food tech businesses in 2021.
It is estimated $50B was invested globally in food tech businesses last year, according to Food Hack, as start-ups and unicorns responded to the changing needs of the industry and consumer habits brought on by the Covid-19 pandemic.
There remains a hearty appetite this year as VCs continue to invest in businesses that are bringing a new dynamic to the food sector – from production through to delivery. Pitchbook, which provides data and technology to private capital markets, has noted that there have already been seven new food tech-focused funds launched in 2022.
This continued investment will maintain the rapid explosion growth in food tech start-ups, who grabbed the opportunity to innovate the food sector after its flaws and inefficiencies were revealed by the Pandemic.
There were public supply chain issues, which showed the need for new technology solutions to overcome the challenges. Consumer habits also changed the food landscape as a result of lockdowns and a plethora of rules impacting bricks and mortar establishments. The rise of meal kits, subscription services, and greater use of home delivery services, which has seen new businesses look to fill the gap.
In addition, there has also been a move to more ‘greener’ food with consumers buying ethically sourced or produced food. How food impacts on climate change has also come to the fore and investments in ethical business or those providing alternative food sources, such as plant-based food or insects as opposed to meat are attracting VCs.
The investment over the past two years has been more weighted to meet the consumers’ needs, but funding has also gone into emerging technologies in agriculture, food manufacturing, robotics, automation, and food waste management.
The knock-on from the billions being invested in food tech is companies are expanding and need talented employees with the expertise to help them deliver their goals as well as justify the investment.
The good news is that the talent is there, however, these individuals are in high demand which has led to a ‘war on talent’, according to the finding from the State of European Tech 21 report.
This annual report, which analyses and surveys founders across all sectors of the European tech landscape, has produced some interesting research and data on talent.
One of the key outcomes from tech founders is recruiting the right talent has been identified as one of the major challenges despite some positive sentiment about the depth of talent.
Almost half of the repeat tech founders consulted (43%) considered the talent pool across Europe has improved compared to 2020. However, those businesses with greater funds are the ones being able to attract and reward the best talent available, leading to this ‘war for talent’.
Across Europe’s major tech nations, there were differing views on the amount of talent. Founders from France, Italy, Sweden, Spain and Germany believed the depth of the talent pool was better, whereas those in the UK and Netherlands felt it was worse.
Those in the UK and the Netherlands also feel it is much harder to attract talent, as do those in Spain and France. Tech start-ups are attractive propositions to employees but given the competition, founders are revising their recruitment plans and how they attract talent, particularly given how the working dynamics have changed as a result of the pandemic.
Unsurprisingly, a third of tech founders (32%) have increased the number of fully remote roles. Given the ‘work from home’ movement has grown and employees have shown to be capable of producing results, this makes sense.
Founders have equally placed more emphasis on the company’s mission and purpose, to enable them to align with the potential candidates’ outlook and career vision.
The other top strategies to attract talent include expanding the scope of the search to a wider geographical area (23%) increasing salaries (20%) and using recruitment agencies to source talent (14%).
Each of these has its merits and a combination of these factors will certainly enhance the chances of securing better talent.
As experienced recruiters for the food sector, there are advantages to using an agency as opposed to posting an advert and hoping for the best. Agencies can offer recruitment advice, ensure a premium perfectly suited shortlist as well as provide access to an established talent pool.
If you would be interested in discovering the benefits of using our AI driven recruitment processes and securing the best talent from across the globe, talk to one of our Clarico head hunters by clicking here
High growth food & beverage business leaders. Hire the best talent to drive your business forward.
/in Disrupters, F&B, Growth, Leadership /by Jamie TownHow to find that dream job
/in Leadership, Manufacturing /by Jamie TownThe art of firing
/in EMEA, F&B, FMCG, Leadership, Management /by Jamie TownThe art of firing
It is the hardest decision to make as a senior executive – sacking one of your leadership team.
And for that reason, many executives are slow to take the necessary action. This dithering stance has the potential to impact on the wider business. In manufacturing, this could mean production delays or poor sales resulting in lost contracts and a damaged reputation. This is why senior executives need to take decisive action and not procrastinate.
Executives are expected to make those difficult decisions for the benefit of the business – it is what they earn their money for, but nothing gives an executive more of a headache than firing a member of the leadership team.
The implications are incredibly significant, which is why so many executives do not bite the bullet and are always prepared to give offer ‘one more chance’.
By contrast, senior executives have fewer reservations when it comes to making big decisions on investment or contracts, but when it comes to ditching poor performing leaders, there are a persistent set of behaviours that prolong the inevitable.
Here are five behaviours that inflict senior executives.
A desire to fix. What senior executive truly wants to send one of their leadership team packing? Most will look for ways to enable those under their wing the opportunity to put it right. There will be offers of mentoring or coaching to improve performance. In time, this becomes a personal mission and highlights an inability to recognise the weaknesses of the employee.
Fear. Removing a leader is often perceived as damaging their career as it is a long way down from the top. This fear, coupled with guilt, delays many executives from making that decision. If you find yourself in this position, one option is to discuss other roles within the organisation for which they may be better suited.
Ego. If you hired them, it’s harder to fire them. Your leadership skills and judgement are on the line and making a bad hire impacts on your reputation. However, being able to recognise the mistake and remaining objective is key to strong leadership. Don’t be ruled by your ego.
Public image. A sacking will inevitably lead to conjecture and speculation – both internally and externally. How you deal with that as a senior executive is key and can actually enhance your credibility. If there are concerns in your team, assure them and explain that it is for the wider interests of the business. Externally, the message should be all about the company’s forward-looking intentions.
No one is indispensable. You may believe that the departure could have wider repercussions on your team. It is a very common trait, especially if the person you fired does deliver results but has a detrimental effect on the team. Change happens and customers and employees understand that. Look at the potential positives rather than the negatives in making the decision to sack one of your leadership team.
Being a strong decisive senior executive, taking responsibility to remove underperforming leaders bolsters the company. It is a far from negative action, but one that affirms your position.
If you would like to know more about filling your vacancies, please contact our CEO and founder Russ Metcalf by clicking here.
The habits of successful people
/in EMEA, F&B, Leadership /by Russ MetcalfThe habits of successful people
Being successful doesn’t just happen. It isn’t down to luck, it isn’t being in the right place at the right time and it isn’t down to who you know.
And, believe it or not, it isn’t down to talent either. They may all play a part on the rise up the career ladder but ask those who are successful and they will tell you it’s down to good habits.
A survey by www.theundercoverrecruiter.com revealed that 46 per cent of the 1,800 respondents put their success down to regular good habits. Just under a quarter (24 per cent) put it down to talent, 22 per cent based it on decisions and only six per cent on luck.
So, if you are ambitious and looking to reach the higher echelons in the manufacturing industry, then you might just want review how to achieve this.
Each day, week and month must have a purpose for those with good professional habits. It stands them in good stead and provides a winning platform. It cultivates behaviour that delivers many positive benefits.
If you want success, these are the top habits that successful people have
Early risers
If you want to get ahead, then get out of bed. Successful people do not sleep in. Most of the world’s best-known CEOs are early risers. Research has found Apple CEO Tim Cook is up and at it by 3.45am, while Facebook’s Mark Zuckerberg is up at 8am (which is relatively late compared to his peers). Amazon’s Jeff Bezos, ensures he has eight hours of sleep but is still up between 7-8 while Elon Musk is up 7am. It puts them on a firm footing to tackle the day as early starters have fewer distractions to contend with.
They are organised
Nothing is left to chance for the working day. They write lists, they schedule, they set goals. It is about prioritising tasks with the hardest challenge of the day normally done first, when they are fresh – which, in part, explains why they are early risers. Lists are done before going to bed or even Sunday, to ensure they are ready for the week.
Exercise
Physical activity is vital to the successful. Aside from the obvious health benefits, it acts as a stress relief, enhances mental sharpness and aids creativity. This is also combined with a healthy diet and good personal hygiene.
Decisive
Successful people make decisions – and swiftly. They will assess the options available to them, but they won’t dither. Decisive action ensures there is no time or room for negative thoughts to affect their decision.
Positive attitude
Being successful and having a positive attitude are intertwined. Success brings positivity which, in turn, drives success. It is all about the mindset.
Networking
Successful people proactively network with successful people. They ensure they are at the right events to meet likeminded individuals, who understand the value of exchanging ideas, and could prove valuable business connections for future collaborations.
Reading
Whether it is a novel or a newspaper article – successful people constantly read. They don’t just pick up a book when they go on holiday, they have a voracious appetite as it enhances knowledge and insight.
Goal orientated
To be successful, you have to know what you want to achieve and how you are going to do it. Focusing on a target delivers motivation and dedication. It also links to other habits such as being organised and decisive. Goal setters also identify and set short term goals to help them reach their main goals.
If you would like to know more about filling your vacancies, please contact our CEO and founder Russ Metcalf by clicking here.
Is Britain’s F&B sector lagging behind?
/in EMEA, FMCG /by Jamie TownIs Britain’s F&B sector lagging behind?
Last month, a European jobs initiative witnessed more than 350,000 people register to help jobhunters find work in the European bloc.
Launched on July 1, a revamped Europass is playing a major role in helping individuals and businesses across the continent overcome the impact of coronavirus.
Figures from Europass show 13,600 profiles were created on the first day alone. English is the dominant language of users, and the countries with the top users were Italy (26 per cent), Spain (14 per cent) and Greece (10 per cent).
From where we are looking across the channel, Europe is doing something to get businesses back up and running and operational. Which begs the question, what is the UK doing?
Our first-hand experience dealing with recruitment in the food and beverage sector is Europe is stealing a march. They are hiring again. They are being proactive. They are accepting the ‘new normal’ and as a result are reaping the benefits.
We are seeing F&B businesses in the EMEA region, not just looking to tick over as they overcome the challenges imposed by Covid-19, but businesses that are seeking to expand operations. Consequently, they have started to recruit for senior positions to drive these projects.
Disappointingly, we cannot say the same about the UK. A combination of factors are harming the UK economy and its ability to recover from Covid-19.
Firstly, there remains an air of negativity across the UK, which is predominantly fuelled by the media. Around Covid-19 and the economy, there is very little positive news. This is leaving Britain’s businesses extremely cautious.
The economy has yet to move out its slumber as it adapts to the ‘new normal’ as a result of Covid-19. Almost 10 million people remain furloughed and millions more are working from home.
We know that this is set to continue for a significant time; we know Covid-19 will cause local lockdowns to spring up and we know there will be a prolong period of uncertainty. However, this impacts on consumer confidence and so business are reluctant to put any significant plans into action.
But, looking at how things are moving across the continent, it is possible to manage this positively.
It is only natural for F&B businesses to be cautious when witnessing the stream of restaurant businesses not reopening, the hospitality industry’s trials and tribulations and that the event industry remains in a virtual freeze.
This is incredibly harmful to the F&B sector in the UK, however, the time has come for F&B business leaders to look for ways they can be resourceful, invest and grow – even against the current background – or slip further behind their international competitors.
Executives have had the opportunity to survey the landscape. We can assure them, there is no shortage of candidates with the experience and skillset to assist them.
But these candidates also want to join organisations that are looking ahead, seeking to thrive and not just survive.
These candidates are heading for Europe, the Middle East and even the US. Therefore, it is crucial that Britain’s F&B sector act now or it will be too late.
If you would like to know more about filling your vacancies, please contact our CEO and founder Russ Metcalf by clicking here.