The art of firing

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The 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

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The 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? 

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Is 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.

Why your recruitment marketing needs to stand out from the crowd

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Why your recruitment marketing needs to stand out from the crowd

No-one needs reminding about the current scarcity of top talent in the job market.

If you’re an F&B business looking to recruit the brightest leaders and managers, then you need to stand out from the crowd as these are some of the toughest times to land employees.

The latest official figures, released in September 2019, show that there are 1.294m people unemployed in the UK. This is just 3.8 per cent and the lowest level for 45 years.

While this is great news for the economy, for recruiters and F&B businesses looking to hire the best staff, it leaves a very small pond in which to fish.

Right now, it’s the equivalent to a buyers’ market when you go house hunting. The upper hand is with the applicant. They can pick and choose and anything that looks unappealing will just be ignored.

Therefore, your vacancies need to have impact stand out, while your business also has to differentiate itself from the competition. There are some simple ways to do this. Make sure your website is up to date and that it promotes the business as a desirable place to work. This can inspire potential employees to come and want to work for you

The way you market your jobs and your business is vital to securing the right management talent. It is important that you have a touch of guile and style when it comes to marketing vacancies. You also need to back this up with a robust approach to candidate selection.

There are two stages to this process. 

The first is the advert and the marketing channels. If you create a poor advert then you will get poor candidates. You need an advert that delivers the right message, has the right look and the appeal to draw in the kind of employee you want.

It has to be very visual, so use images and video and think strategically about the platform you will use. Today, recruitment is driven by the internet and social media, so consider these or find a recruiter that uses these.

When we place vacancies, they not only go on our website, but we use social media platforms like Facebook, LinkedIn, Twitter and we also email them out, targeting the message. This enables us to think smart too, as we schedule posts for maximum exposure and use the targeting options within these tools.

The second element to use is automation tools to filter the candidates.

Your time is valuable and your HR team’s time is valuable, so why spend hours sifting through every application. Automate the process using software that can distinguish if the applicant is appropriate to even be considered.

We have these processes in place at Clarico, so only those applicants that meet the criteria laid down in the job make it to the second stage of the selection process.

Those who don’t have the skills, the qualifications or the experience will be screened out of the process.

It’s not the end of the journey at this point, but by getting it right at the beginning makes recruiting the ideal candidate much easier.

If you want to know more we have a forward-thinking approach and have developed a Talent Acquisition System that uses digital technology to find the best candidates.

We have set ourselves apart from our competition and give our clients an advantage when it comes to securing the best employees.

If you would like to know more about filling your vacancies, please contact our CEO and founder Russ Metcalf by clicking here.

How technology can improve your recruitment strategy

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Recruitment technology has moved into the fast lane and has the power to deliver significant benefits to businesses, says Clarico founder Russ Metcalf.

All stages of the hiring process can take advantage of platforms and tools – powered by artificial intelligence – to take the hard work out of recruitment as well as securing the right talent.

There are many advantages to embracing technology when recruiting including less cost, less time spent hiring, a better choice of candidate and, of course, the ideal employee.

Over the past 10 years, recruitment is one area that businesses, particularly the larger ones, consistently use poor processes which results in poor recruits time and time again.

Bad Hire

Very few businesses are actually taking advantage of the software tools that could enhance their recruitment. Instead, many organisations persist with outdated and fallible methods that can result in a bad hire, resulting in long-term repercussions.

Research by the UK’s Recruitment and Employment Confederation calculated that the ‘average’ cost of a bad hire was more than £132,000. Potentially of more concern to those in the boardroom, 85 per cent of HR decision makers admitted their business had made a bad hire.

However, many remain blissfully unaware of the financial implications. One in three of the HR decision makers think a bad hire costs the business nothing, while one-in-five don’t know how much it costs.

A bad hire isn’t just about the cost of the salary, but costs associated with training, on-boarding and recruitment. A bad hire performs poorly, which impacts on productivity and team morale. If they are in a management or executive position, then it can impact on an entire team and this can lead to the loss of key staff.

Talent pool

One advantage of using AI is to firstly, broaden the talent pool at your disposal. Instead of being reliant on ‘active’ candidates, who are applying for roles, AI technology can help unearth suitable candidates who are not actively looking for a new role – but who may be suitable for your business.

Businesses that are able to have a talent pool that identifies quality ahead of quantity, will always remain ahead of their competitors and have the upper hand when it comes to recruitment. 

This is why automated recruitment has never been more necessary. The argument in favour of using technology has been strengthened by research from a US-based recruitment software developer entelo.

It revealed that filling one single vacancy takes nearly one third of recruitment professionals an average of 13 hours a week, while a similar number spend more than 20 hours! 

In the US, is it estimated it costs an average $500 a day for unfilled roles. That’s a significant amount of money to waste.

Recruitment tools

This explains why companies are investing heavily in recruitment tools – or using third-party recruitment firms to reduce this labour-intensive recruitment pathway. The report from entelo, published in 2018, found that

  • 72% agreed automated sourcing would increase their productivity
  • 86% will invest in intelligence sourcing software
  • 64% will spend on AI-powered recruiting tools

The CEO of entelo claimed there are more than 70 recruitment technologies currently on the market, which is only expected to grow as demand increases. These technologies can undertake a series of tasks to automate the hiring process including:

  • Automated job descriptions that use machine learning
  • CVs screened using machine learning to highlight suitable candidates
  • Automated interview scheduling – enabling recruiters to focus on candidates not processes
  • Interview technology – audio and visual – that can analyse candidate voices and use face recognition software during remote interviews
  • Email tracking tools for businesses reaching out to passive candidates

 

These were already identified before the world was hit by the COVID-19 pandemic, which has drastically changed the workplace and how it operates.

What had been a slow process in adoption has been speeded up as result of the pandemic. Organisations that want to hire are not in a position to use ‘traditional’ techniques. Instead, technology – such as Zoom – has been used. 

Gen Z

It is a basic step towards businesses using more highly developed platforms, which will resonate more with the Gen Z and Millennial generation, who operate in a more digital world.

They want to apply online and at a time to suit them, not just 9-5 when an office is being staff. They want quick feedback to their application and are undaunted by video communication.

The recruitment journey also has to satisfy the applicant. They don’t want outdated laborious methods. The process also matters to them as much as it should your business.

As Madeline Laurano, co-founder and chief research officer, of Aptitude Research Partners says: “Talent acquisition leaders who invest in analytics and AI will have more success scaling to meet their recruiting demands. Those that arm their teams with the intelligence and automation they need are the ones who will win the war for talent.”

There has never been a more appropriate time to invest in recruitment technology and stay ahead of the competition.

Breaking down the barriers to automation

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Breaking down the barriers to automation

What are the barriers to automation in the food and beverage industry? 

While some are adopting new methods of manufacturing and taking advantage of technological advances, many remain either unwilling or unable to take this step.

Other industrial sectors such as automotive or aerospace have been using automation and robotics for many years to enhance productivity and efficiency, however this is not the case in F&B.

This summer, BARA – British Association of Robotics and Automation – hosted a virtual round table to assess if the Covid-19 pandemic will drive greater adoption of these technologies.

The round table brought together the Food and Drink Federation, BARA Council, Allied Bakeries, University of Lincoln, Schubert UK, James Mae Industries, and Lloyds Banking Group.

In the second of two articles, the panel look at some of the challenges to automation adoption.

Is the availability of capital or financing holding back greater investment?

When it comes to capital funding, the banks have come on a long way since the economic crash in 2008, and not just through tighter regulatory controls. Once considered to be part of the problem, the banks are now hoping to be part of the solution. If you run a business and are experiencing some pushback regarding capital financing or inflexible loan terms from your current provider, look at different providers or brokers. If you are looking to invest in robot automation, your original equipment manufacturer (OEM) supplier may have an additional contact for you to explore potential funding options for new installations.

Whether you are an SME or a larger multinational, consider getting some expert advice: i.e. from robot integrators or the High Value Manufacturing Catapult centres in the UK, such as the Manufacturing Technology Centre (MTC), to gain independent advice and guidance. They can help you plan your project; de-risk it and, if you can present those findings as a part of your business case, assist you to secure the necessary finance.

As things stand, the cost (APR rate) to borrow money has never been so cheap, with interest rates predicted to be lower for longer. Despite this, food and drink manufacturers are plagued by security of contract, with more supermarkets and retailers offering shorter-term contracts than in other sectors, such as automotive and aerospace.

Another consideration is look at acquiring the equipment on a leasehold basis, so you do not start paying for the equipment until it is in your factory earning you money. This removes the need for capital investment.  

Which developments are coming through which you think will make implementation of robot automation easier / more cost-effective?

Schubert has, for example, developed a Light-Line range of equipment. It uses the same Schubert technology; the same robot control systems, but it is a pre-configured machine. Therefore, you can have a picker line with an integrated flow-wrapper, a cartoner, or case packer; the advantage being the costs are about 30 per cent cheaper than the standard range of equipment from Schubert. Due to its compact configuration, the Light-Line series does come with some nominal scope limitations; however, the lead time on delivery is a lot quicker and the equipment is ready to plug in and switch on.

In addition to the development of digital twins for advanced fast picking robotic systems, another big game-changer is the greater adoption of 3D machine vision technology; in particular, neural networking, which combines artificial intelligence (AI); otherwise known as machine learning or deep learning. If you combine neural networking with new 3D vision cameras, the image processing speed is far superior to your typical classic machine vision, which will have a positive impact on high speed dynamic pick and place systems.

In all cases, it is important to consider the cost of ownership, as well as the cost of purchase; be it financing or capital investment.  i.e. How much does it cost to install the equipment, and how much is it going to cost to run and maintain the equipment?

Do we expect a significant increase in the adoption of robot automation soon, and what assistance does the food sector need to achieve this?

Economic downturn is often the stimulus to innovation and new ways of working. If you cast your mind back to the financial crash of 2008, which was a different economic crisis to COVID-19, it was the catalyst for change. For robot density to increase in the UK, it requires the sponsorship of someone senior in the business to get better acquainted with robot automation, to have a significant stake in the success of the project, from inception through to completion. This can, however, prove challenging given the lifecycle of many senior stakeholders; particularly in the top 30 food businesses in the UK.

Therefore, while robot automation is commonplace in some industry sectors, investing in industrial robot technology is a big cultural shift for many organisations. It can be incredibly appealing and key to business success, but there are some barriers to overcome.

The automotive industry learned a long time ago that automation is best delivered in easy to manage bite-sized chunks, and to automate the things that are easier to automate first, before moving onto the more challenging aspects later. It is not about all or nothing, it is about managing the process as well as expectation.

There is a call for the UK Government to place more emphasis on investing in new robot technology; whether it be access to grant funding or tax concessions. When compared to other nations, the UK needs to make “big bets”, especially at a time when it is willing to the splash the cash to get people back to work and get the economy moving again. Investing in new technology should be part of the Government’s recovery plan.

How flexible are automation suppliers? Do they offer initiatives where, like some machinery suppliers, you can pay for every time the machine wraps something, without the need to buy the machine?

A good starting point is to talk to your OEMs to ascertain a realistic payback time. Depreciation is an important consideration; however, if you have very good productivity, then you can always write it off over five years. By this time, if the market moves on, your business will not be saddled with a very expensive asset on the books.

It has not been easy to apply financial leasing to robot automation equipment. This is principally due to the equipment’s residual value at the end of the term. When it comes to asset-based finance leasing for robot automation equipment, options are very limited, but more financial providers are aware of the need for it.

It is quite possible that suppliers of industrial robots will eventually provide a cost per usage contract, much in the same way that Rolls Royce charges a unit cost for flight operators per mile. The same can be applied for packaging machinery, where you are not necessarily paying for the machinery, but each time a consumable passes through it.

Do you think that the harmonised standards for robots’ safety help or hinder the uptake of robotics?

Safety is paramount, and while elements of the ISO 10218 standard are frustrating due to some areas of inflexibility and practical ergonomics, the international standard will inevitably develop over time to ensure that it is fit for purpose within a practical working environment. This may include relaxing some of the guard heights and safe distance zones.

What do you think will be the focus for automation and robotics innovation in the future; will sustainability and hygiene be paramount considerations?

Environmental factors are not a big driver, it is more about productivity and reducing cost. Flexibility of design is key though to ensure it meets a wide range of uses.

If you would like to know more about filling your vacancies, please contact our CEO and founder Russ Metcalf by clicking here.

Will Covid-19 speed up automation in the food & beverage sector?

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Will Covid-19 speed up automation in the food & beverage sector?

Industrial sectors across the UK – and the wider world – are still getting to grips with the ongoing effect of the Covid-19 pandemic.

Those in food production can’t just shut the doors of manufacturing plants and ‘work from home’, which many in services industries can do.

They have to continue but also find ways in which they can deliver the goods and be mindful of the health and safety requirements as a result of Covid-19.

This has caused executives in many industrial sectors, not just the food and beverage sector, to consider bringing in or increasing automation. 

Major industrial sectors such as automotive or aerospace have been using automation and robotics for many years to enhance productivity and efficiency, however this is not the case in F&B.

This summer, BARA – British Association of Robotics and Automation – hosted a virtual round table to assess if the Covid-19 pandemic will drive greater adoption of these technologies.

The round table brought together the Food and Drink Federation, BARA Council, Allied Bakeries, University of Lincoln, Schubert UK, James Mae Industries, and Lloyds Banking Group.

Over the course of two articles, here is a summary of the insight and thoughts on the topic from those organisations.

Why has the UK food sector generally been slow to adopt robot automation and what have been the barriers?

There is a consensus that food manufacturers operate at high volume, but very low margins; therefore, the capacity for many businesses to invest at scale is limited. Significant capital investment tends to happen when a business is either doing well, and is well-financed, or the business is struggling to break even, so they do not have a choice. At that stage, there is a propensity to invest disproportionally in new technology to radically improve performance.

While the financial model of a business is fundamental to future investment, disruptive intervention; particularly during COVID-19, is a key consideration for new ways of working, as is the perception of what it entails. Likened to big IT investments, senior managers are often of the view that new robotic systems need to be bespoke and they cannot be implemented across an organisation’s multiple locations.

There are technical barriers to overcome when dealing with certain food-types, such as chilled food; they are not always easy to automate due to their short run times and biological complexities. There is also a lack of trained engineers, which the manufacturing industry at large is working hard to address.

However, adopting the right level of robot automation can give you flexibility and boost efficiencies, but you need to design it right from the outset. There are lots of opportunities to use robots for end of line packing applications; you can remove people from performing mundane, repetitive, and heavy lifting tasks, which are better suited for robots. You can then migrate parts of the labour force onto tasks where their skills and attributes can add value, while being able to maintain social distancing during a crisis.

Which sub-sectors within food have already adopted robots successfully, and what benefits have they gained?

The bakery industry is certainly one industry that has, among other FMCG sectors, benefited from greater automation to remove heavy manual handling operations. Perhaps the biggest challenge  though is not the product itself, but how it is wrapped, which can change frequently with the latest issue being the new tax on plastic packaging (that does not contain at least 30 per cent recycled plastic).

As the manufacturing and retail industries seek to move away from single use plastic, there is renewed interest in 100 per cent paper packaging. Factory automation needs to be able to adapt to avoid machinery becoming obsolete before its time. This move has become stilted through the onset of COVID-19, whereby single use plastic is preferred for reasons of health and safety, and the need to maximise product shelf-life.

Some sub-sectors are now experiencing a much higher take up of robot automation than 10 years ago; particularly in high-volume, high throughput factories, where the return on investment is much shorter. Customers are also looking for more flexibility to administer shorter batches with quick changeovers. This level of flexibility enables factories to upscale or reduce their production times in keeping with scheduled delivery times. In addition, having the option to auto-adjust the size of your product through vision modules on vision-guided robotic picking makes the process even easier. This simply reinforces the need to design the installation correctly with flexibility in mind.

Which sub-sectors do you expect to see progress in the near term, and why?

There is plenty of opportunity for regular pick and place for everyday product-types where the format (of the product) is not really going to change. There are lots of prospective investors in robot technology; however, they expect a return on investment within one to two years, which may of course be achievable in some cases, but certainly not all.

COVID-19 has certainly forced many businesses to think more laterally than they did prior to the lockdown. Also, Brexit, and the new Immigration Bill, which effectively closes the door on the freedom of movement people outside of the UK, is causing labour shortages.  If you take agriculture and food processing, for example, UK businesses employ in the region of 100,000 migrant workers; positions that will now need to be filled through alternative means after the transition period ends on 31 December 2020.

If you can counter those variances with robots and automation, it could be seen to be an attractive proposition, even to businesses that are financially stretched. It also helps minimise the COVID-19 reproduction rate from which there have been some well-publicised cases in the food supply chain. Moving away from being over-reliant on predominately low paid migrant labour; especially in rural locations, certainly generates some food for thought

Will social distancing guidelines be the game-changer in delivering automation in food factories?

There are a lot of UK businesses who still employ people to work next to each other on a production line, which remains a real concern during a global pandemic.

While outbreaks of COVID-19 within food factories does little for the industry’s reputation, it is helping to highlight some of the issues. When it comes to automation, though, the key to unlocking the future is about embracing robot automation in a considered and phased approach. This largely entails using robots for the everyday, mundane tasks, and humans for tasks that robots are ill-equipped to perform and where humans can add greater value. This can help spread out the workforce, which then starts to address some of the challenges with social distancing.

If you would like to know more about filling your vacancies, please contact our CEO and founder Russ Metcalf by clicking here.