The importance of career strategy

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The 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

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Venture 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

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.