Posted in Candidates, General News

2nd February 2012

It is officially the toughest time of the year even for the most positive thinkers, but, according to our resident nutrition expert and Financial PR recruitment consultant, Melissa Hosken, by providing your body with the right fuel, you can keep your spirits up and energy levels soaring through even the bleakest of days.

While the temptation is to reach for comforting, sugary treats, perk yourself up with an extra cup of coffee and have that one glass of wine too many over a long Sunday lunch, these will only provide a sort term fix and leave you feeling more sluggish.

Conversely, it is also the time of year when we are more likely to embark on highly restrictive or “fad” diet, which can put you at risk of missing out on some vital nutrients if whole food groups are completely removed. With just a few simple lifestyle and dietary tweaks, it is possible to harness that feel good factor, increase your energy levels and lose that Christmas excess.

The key to mood enhancement is to nourish your nervous system with foods that stimulate the production of the major neurotransmitters responsible for positive thought and well being. On the flipside minimizing foods that will enhance anxiety, lower mood and energy levels you will have you skipping into spring. Here’s how:

Eat more lean protein

While turkey is hailed as the ‘wonder-food’ when it comes to sleep and mood enhancement, the tryptophan responsible is also found at similar levels in all poultry, plus eggs, dairy products and nuts. The typical European breakfast does not contain a protein hit in the morning, so by turning to eggs or adding a combination of nuts and seeds to your porridge, cereal or banana smoothie, your energy levels will sustain you right through to lunch as well as provide a good hit of tryprophan to get your day started on the right foot

Cut out sugary foods

This means avoiding biscuits, cakes, chocolate and fizzy drinks, but also being careful not to overdo fruit juice which is packed with concentrated amounts of fruit sugar and can cause rapid glycaemic rises which gives that short term high, but longer term slump. It is better to eat the whole fruit, as the fibre content helps to slow down the sugar release. Remember that a small amount of dark organic or raw chocolate does have a beneficial effect as it is packed with antioxidants!

Ditch white carbs

By swapping to wholegrain carbs such as granary bread, wholemeal pasta and brown rice you’ll keep your blood sugar levels balanced and be able to take advantage the energy and mood enhancing vitamins B1, 2, 3, 6, 9 and 12

Fill up on veg

Be a rebel and exceed the daily recommendation of 5 a day. A stir-fry is an excellent way to include and combine protein and a variety of vegetables. It is definitely a case of variety being the spice of life and the more the merrier

Stick to the odd glass of wine

As well as being calorie-packed, booze is a known depressant which can really lower your mood. Pinot noir is said to have the highest level of anti-oxidants, though remember more than one small glass will cancel out any of the beneficial qualities and it is always better to give your liver a rest

Go green

Swap anxiety inducing coffee for calming and immune boosting green tea. Packed with all sorts of goodies, Green Tea will give you a lift, but not the slump (or the spare tyre) that stress enhancing coffee does

Love your liver

While you may be patting yourself on the back for almost making it through a “dry” January, it is important to support your liver while it detoxifies. Bitter foods such as rocket, lemon and watercress, plus sulphur containing foods such as onions, garlic and turmeric do just this

Don’t develop fat fear

While the negative effects of trans fats and fear of high cholesterol levels can lead to fat avoidance, it is important to remember that not all fat is bad! The essential fats found in oily fish, nuts and seeds, particularly Omega 3 are important for countless bodily functions, including the nervous system and brain

Get active

Research shows that exercising for just 45 minutes, three to four times per week, releases mood-boosting endorphins in the brain which can be as effective at treating mild to moderate depression as Prozac. Cycling, swimming or even a brisk walk all work well

Flower power

For those times where you need a quick, but harmless fix to lift your mood try a Bush or Bach Flower Remedy. Known as “vibrational medicine,” flower remedies are both safe and effective for mood enhancement

Posted in Candidates, Clients, Communications, Consumer, Corporate Communications, Financial PR, PR, Technology PR

26th January 2012

What a week it has been for reputations – the media’s, the government’s and that of big business.   Set against a backdrop of phone hacking and the ongoing Leveson Inquiry,  the week kicked off with the latest results from Edelman’s annual ‘trust barometer‘, which, whether you agree with its methodology or not, found that there’s been a huge shift in public opinion with regard to the aforementioned three institutions since this time last year.

Given that the issue of trust is key to managing reputation, we’d be surprised if there were many PR’s and professional communicators who weren’t already aware of the barometer’s key UK findings:

• that trust in the government has fallen from 43%  to 38%
• that trust in business has fallen from 44% to 38%
• that, despite a tumultuous year dominated by the ongoing hacking scandal, trust in the media has increased from 22% to 37% (Broadsheets saw a 47% increase in trust compared to tabloids which saw trust increase by just 14%, the lowest increase seen in all the media institutions. It’s also worth noting that whilst trust in social media has increased, the majority of the public, 56%, distrust it as a news source).

So, great news for the media  but it’s a shame the same can’t be said for governments and business (their respective diminished standing not helped by another ‘cash for access story‘ mid week).

However, Alex Deane,  Head of Public Affairs at Weber Shandwick, remains optimistic about the future of business and its ability to bounce back in the popularity stakes, and not just because he’s an elected  Common Councilman in the Square Mile.

“I still trust CEO’s and their judgements,” he says. “We have a ‘tall poppy syndrome’ in this country. In California, people don’t trash talk Silicon Valley like the British do the City.”

Here, we share his insights into how he would help overturn negative public perception. If you’re in the business of reputation management in whatever sector, we advise you to take note.

• Be honest: “In most cases, people are averse to open, frank, intimate and informal conversations – they’re often too concerned about risks to their reputation,” says Alex. “However, those social cues are exactly what convinces people that the speaker is being honest. Don’t be afraid of being honest in a professional capacity, it’s the foundation of trust.”

• Engage your audience: Remorseless engagement has to be the order of the day. Across all channels, across all platforms.

• Be consistent: Twitter is a good example of where businesses and organisations can do both well and badly when it comes to reputation management. By signing up to social media platforms, there’s an implicit suggestion that an organisation is wanting to engage with its audience. However, according to Alex, engagement has to be ongoing and consistent – regardless of whether the issues being discussed are positive or negative.  “If you don’t want to talk openly, proactively engaging with The Public AND engaging with criticism when offered,  then you shouldn’t engage at all.”

• Education is key: “Most British businesses are highly ethical, but are terrible about conveying that,” admits Alex.  In order for business to win over hearts and minds, business must educate the public into its values though regular, timely and transparent communication.

• The power of PR: “It may be a cliché, but crises offer opportunities as well as risks,” says Alex.  “If a business is willing to spend its way out of recession and invest in good PR, then they’ll fare better in the storm than the competition. If they survive the storm well, that in itself can be in an organisation’s best interests over the long term.”

Alex Deane is Head of Public Affairs at Weber Shandwick. He was a former chief of staff to David Cameron, as well as working in a senior position at Bell Pottinger Public Affairs.

Posted in Candidates, career advice, Clients, Consumer, Corporate Communications, Financial PR, Job offers, Jobseeker Advice, Technology PR

24th January 2012

In today’s challenging economic climate, ‘headhunting‘ (or executive search as it is also known) as a practice has never been more popular. Whilst the headhunters’ call has the capacity to flatter and unsettle in equal measure (even for the most senior and accomplished candidates) it’s in your best interests to make the most of this opportunity. The message is: if you haven’t been headhunted yet, you will be.

In almost every sector we are involved with; technology, consumer (in-house positions), corporate (in-house, again) financial PR and healthcare, headhunting is fast becoming the recruitment method of choice. (In healthcare, talented individuals are so scarce that it’s our exclusive modus operandi). It’s the most effective way of identifying and sourcing the best people for a position; it can lead to a fulfilling, long-term relationships with a recruiter who has much wider access to upcoming, unadvertised positions than could ever be realised through professional networking and; let’s face it, it can even be rather flattering.

So, when the call comes, don’t be tempted to dive under the office desk. Instead, make the most of this career-propelling opportunity and be prepared.

• Step 1:  Don’t panic!

Professional headhunters will do everything they can to make you feel comfortable and are well aware that you may be in an open office and unable to talk freely.  If a headhunter calls, they’ll request your telephone number or e-mail address so that you can talk at a more convenient, mutually agreeable time. If you are in a position to take the call, listen first, be inquisitive second. Establish why the headhunter is calling and what they want before presenting your case and requirements.

• Step 2: Be flattered

We only ever headhunt when we are looking for a candidate to fill an active or up-coming position. You will have been identified, through networking or industry word-of-mouth, as a quality, high-calibre candidate. Be flattered rather than freaked out – it’s not every day you are recognised for your talents.

• Step 3: Make the most of this opportunity

Although headhunting is becoming much more common-place than it was as little as three years ago, you may only receive a few of these calls in your entire career.  Even if you are not looking for a job now, don’t dismiss the call out of hand. Instead, try and impress the headhunter as you would a prospective interviewer. If you make a good impression, the headhunter will keep you in mind for future opportunities when you very well may want to move on. Against a backdrop of mergers, restructures and acquisitions, that time may be sooner than you think…

• Step 4: Headhunters operate at every level, across all sectors

It’s a myth that headhunting only takes place at senior levels. In healthcare, for example, the market space is so select that headhunters are retained to recruit junior positions right through to director level. However, according to Charles Cowan, our specialist healthcare consultant, whilst senior candidates will probably have been contacted by a headhunter before, and know how to handle the call to their best advantage, the same can’t be said of juniors. His advice? Anticipate the call in advance so you won’t be flustered when the opportunity presents itself.

• Step 5: Confidentiality

Just as a headhunter will treat this call as highly confidential,  they are also unlikely to divulge the name of the recruiting client in the initial stages, i.e. the first telephone call. Remember that as much as the headhunter has been tasked with identifying talent, they have also been put in a position of trust by the recruiting client.

So, you’ve had the call – what next? Meet with the head hunter face to face. It is important for anyone representing you to understand your skills set and career aspirations thoroughly. A headhunter can also be an excellent adviser and source of information, as well as someone you trust. And, as basic as it may sound, communication is key. Being open, honest and upfront helps to get the most out of a headhunter. If you are planning to move to Australia in 6 months or have no desire to work for a company they suggest, don’t be afraid to let them know!

Posted in Candidates, career advice, Clients, General News, Jobseeker Advice

11th January 2012

Love it or loathe it, networking is one of the most under-rated yet effective way to generate new business, develop mutually beneficial relationships with key stakeholders (and that includes potential employers) and access a wider professional audience than you would otherwise have access to. It’s all about making a positive impact – and its importance has never been greater.

As leading business guru and career development expert, Jack Downton, explains in a recent City AM post, “In 2012, networking will become an increasingly important skill as business opportunities continue to prove scarce.”  It’s a view that ‘networking queen’ and ethical PR supremo, Julia Hobsbawm, shares. In an article (9 January 2012) in the Evening Standard, she opines, “The recession has thrown up a skills gap and I regard networking as a hard skill, not a soft, nice-to-have, fluffy thing.”

As professional communicators, we are one of the disciplines best suited to well-honed, professional, targeted networking skills, whatever our personal reluctance. However, if you’re still tempted to hide in the corner tweeting when the next work-the-room opportunity arises, here’s some tips on perfecting those networking skills.

• Do your homework: The first thing you should do after accepting the networking event invitation is do some research. Ask the organisers to send you a list of attendees so you can identify who best to talk to during the session and make best use of your time. Jack Downton suggests setting reasonable targets, aiming to meet four or five people at a seminar for example. We agree.
  

• Plan your approach: Once you’ve identified the people you would like to speak to, plan your approach. If they’re huddled in a group already engaged in conversation, leave it until later and try someone else. Key physical signs to look out for are those who aren’t facing each other and look receptive to welcoming others. Engage the ‘ring-leader’; the person who seems to be leading the conversation and say: ‘Can I join you?’. It may seem bold, but making contacts is what everyone is here for, right?

• Listening is key: As tempting as it can be to launch into super-sell mode, particularly if you’ve made self-appointed targets, try to resist. Instead, listen to the conversation and, like the best media training, respond accordingly, perhaps asking questions, before introducing your own RELEVANT agenda or opinion.

• Exit etiquette: Professional networking is a bit like speed dating: first impressions count, but if your ‘date’ isn’t a fruitful one, move on – politely.  Even if you’ve made a great connection, don’t be tempted to anchor to this safe harbour for the rest of the session. Obtain a business card, explain you’d like to develop the relationship following the event but need to chat to a few more people. Everyone understands!

• The morning after: It’s accepted practice that you should follow up with contacts within 48 hours. Ensure that your dialogue will be mutually beneficial, perhaps asking for advice, sending a link relevant to the topic you were discussing or suggesting a further one-to-one meeting. E-mail, either directly or via LinkedIn, is fine as long as the approach is targeted and personal.

Why not make improving your networking skills your resolution for 2012?

Posted in Candidates, career advice, Clients, Communications, Consumer, Corporate Communications, Financial PR, General News, PR, Technology PR

13th December 2011

Last week, the first Government–funded, industry-wide PR apprenticeship scheme was unveiled.

With youth unemployment at its highest ever level and soaring university fees potentially stemming the flow of future talent, it’s not surprising that the move has been so well received.

It’s not just bright young things wanting to secure their first foot on a notoriously difficult-to-access career ladder who have welcomed the news, but leading figures in the PR industry.

According to a PRCA survey of almost one hundred agency bosses, 94% of agency MD’s said they wanted an apprenticeship scheme for the PR industry, whilst 92% would consider employing an apprentice. PRCA chief executive, Francis Ingham, says,” The PR industry contributes £7.5bn per year to the UK economy. It’s about time we had an apprenticeship scheme to ensure a steady stream of high caliber candidates.”

Around £1.2m has been set aside to provide on-the-job training, qualifications and work experience to 600 young non-graduates from diverse backgrounds over a three-year period, the scheme to be run by the PRCA in partnership with Pearson in Practice. The partnership will spend the next year working with PR employers and practitioners to develop a programme that will meet both the needs of ‘employer’ and ‘employee’.

Although the scheme will undoubtedly help hundreds of non-graduates in the industry, let’s not forget that, mindful of the shrinking pool of candidates that rising tuition fees will inevitably create, there are already significant numbers of forward-thinking agencies and organisations with robust apprenticeship schemes in place.

Earlier this year, Shine Communications launched an apprentice-style scheme offering school leavers an alternative route into the industry by offering a two-year in-house and on-the-job training programme. Candidates were also required to complete the CIPR Advanced Certificate in Public Relations.

Hill and Knowlton have been running an internship programme for at least the past six years, with many of those completing the scheme moving up to Junior Account Executive level and in some cases Senior Account Executives and Account Managers. Czarina Charles, Talent Acquisition Manager, says, “It’s a great way to indentify junior talent for the business in an economical and efficient way” adding that, “intern help to support the teams deliver projects and campaigns which come up at short notice.”

In healthcare, too, there are some shining examples of agencies who, as well as wanting to encourage more graduates into healthcare comms as a potential career through offering apprenticeship schemes, understand that in the current economic climate, such schemes are essential to the future of talent acquisition.

Anna Parfitt, HD Director at Virgo Health says that their provision of a 40 week work placement programme and a one week placement scheme has, “provided opportunities for team members to coach students and essential people skills,” as well giving undergraduates “invaluable hands-on experience for individuals eager to work in the industry.”

Competition for placements is understandably fierce but for those lucky enough to secure a work placement or apprenticeship scheme (either as part of their University course or as a replacement) the rewards are truly rich – for everyone.

Posted in Candidates, Clients, Corporate Communications, Financial PR, General News, PR

2nd December 2011

In January, PR Week reported that the flurry of industry M&A around the turn of the year could finally see ‘large scale consolidation in a fragmented UK PR industry’.

Twelve months on, driven by clients’ growing desire for integrated, one-stop-shops as much as squeezed margins post recession, it seems like their predictions have been proved right.  Amongst some of the biggest mergers we’ve seen in 2011; Tavistock acquiring Conduit and Four Communications buying BGB amongst them, that of Pelham and Bell Pottinger stands out as one of the industry’s success stories.

It may be early days but already MD  James Henderson says the move has been ‘enormously successful’,  citing a phenomenal six-fold increase in profitability, strongly suggesting that PBP will buck the sobering trend that befalls the majority of M & A’s – failure within the first three years.

Speaking to him this week, it quickly became apparent that selling the many benefits of the merger (being able to compete at the top end, having a breadth of offering, being able to access larger opportunities and boost salaries through performance related pay amongst others) to the incumbent Pelham and Bell Pottinger staff was key to a smooth transition. “It’s ironic,” he says, “that internal communications isn’t always something PR agencies get right!” Important, too, was structure, with BP staff moving in with Pelham for a four month period to promote and facilitate team integration and culture building in Pelham’s own space before moving the team to BP’s Holborn HQ. Whilst the company is known for its strong work ethic, James candidly admits that ‘playing hard’, with drinks evenings and social gatherings, also helped to oil the wheels.

Hugely increased, target-busting profitability hasn’t been the only measure of success though. What makes this merger remarkable is that staff movement has been minimal, in fact less than expected in an average year.

Given that PR is a people business where intellectual property is the main commodity, making a merger work involves much more than getting the numbers right. It seems that James Henderson hasn’t just helped to put PBP on the course to much greater profitability, he’s pulled off arguably something even more challenging: winning over the hearts and minds of his staff.

Posted in Candidates, career advice, Clients, Jobseeker Advice

21^st November 2011

Interview questions, generally speaking, can be divided into two categories: ‘the common’ (nice) and ‘the curveball’ (not so nice).

The following questions: ‘What are your greatest strengths?’ and it’s ‘evil’ twin, ‘What are your greatest weaknesses?’ bridge both camps, but are amongst the top ten questions you’re most likely to be asked so there’s no excuse for being unprepared.

First up, the friendly one…

What are your greatest strengths? A gift of a question for those who want an opportunity to sell themselves! Concentrate on three or four proficiencies, partly to stay focused and secondly, so you don’t appear overconfident (that goes in the weakness pile). Also ensure that for any strength cited, you’ll be expected to give examples to support your claim. Our top ten examples of strengths and aptitudes are:

1. Having a positive attitude
2. Going over and above what is required
3. Being a great relationship builder
4. A supportive and encouraging manager
5. Having a determination to succeed
6. A savvy networker
7. Being able to meet tight or competing deadlines
8. Having the ability to prioritise in a demanding environment
9. Understanding the requirements of business and the media
10. Having great empathy or intuition

Now, the not so friendly one!

What are your greatest weaknesses? Clever candidates will have learned by now that, like the metaphorical cloud, behind every weakness is a silver lining. (Humbly, not arrogantly) offer up a weakness that could be perceived as a ‘strength’, perhaps adding ways in which you’d learned to overcome it.  Examples may include:

• I’m a perfectionist and demand a great amount from my team, but they have consistently delivered and say they are grateful for helping to motivate them to succeed.
• Sometimes I take on too much, but I’ve learned to delegate over recent years which has been well received by my team.

The other alternative approach to this question is citing a weakness that is experience but not ability or aptitude based. Experience can be gained in a new role; core competencies, however, will be required to secure that job!

Posted in Candidates, Clients, Communications, General News, PR

17th November 2011

As the economy is once again facing the spectre of global financial crisis, one major casualty has been Pharma. Those companies who did not sufficiently invest in their pipelines and drastic austerity measures adopted by national health systems mean that as an industry, Pharma is facing one of its most significant challenges yet.

We sought the advice of some of the industry’s biggest hitters, Stephen Cull (PhD), Head of External Comms at Novartis and Janet Kettle, Director of Corporate Affairs and Public Relations EAME at Allergan, to see whether despite these challenges it’s possible for Pharma to return to rude health.

Has the ‘blockbuster era’ of Pharma come to an end?

SC: Yes. There was a time when drug companies identified, discovered and commercialised impactful therapies for common western diseases such as COPD, heart failure and diabetes. They also found therapies that changed the status of certain cancers such as breast and prostate cancer from a fatal to a chronic condition (if detected early and appropriately treated). Many of these therapies are now losing their patented status and are being replaced by ‘blockbusters’ in more specialised diseases such as musculoskeletal disease (RA) and neuroscience (MS).

JK: Personally, I think this era has been and gone. The days of truly new and novel medications for big patient populations that can be sold at a premium seem a bit of a faded vision. Nowadays, pharma feels more about individualised medications and making small but meaningful advances to help patients get better, or live longer, happier lives.

What are the biggest issues currently facing Pharma?

JK: I think there are two big issues facing Pharma. Pipelines (or lack of them) and drastic austerity measures by the various national health systems. The latter is already starting to bite and most companies are already feeling the beginning of the pinch. As our populations age, it makes complete sense for the payor groups to be asking, ‘is this the best value I can get?’

SC: The patent cliff for those companies that did not sufficiently invest in their pipelines; the cost of market access and health systems demanding significant discounts against the backdrop of a global downturn; the resultant decline in company morale and internal uncertainty caused by both the former and; identifying and cultivating key government and NHS stakeholders during the current changes.

How are those issues going to be best addressed?

SC: i) Through mergers and acquisitions; ii) Some products will simply not be launched in the UK and some organisations may reduce investment as a result; iii) Solve i) and ii) first; iv) Through investment in stronger market access and communication teams.

JK: Pipeline gaps need to be spotted well and truly in advance with boards and senior executive teams actively engaging in R&D programs. New research and technologies are not always going to be ‘homegrown’ and we’ve already seen some very interesting approaches that challenge the traditional model of R&D (i.e. the GSK & McClaren deal). As to pricing and medication control, it’s now a fact of life that companies need to address the ‘fourth hurdle’. Setting out research questions early in the development of a drug (collecting relevant quality of life data, for example) will help companies be in the best place to negotiate with the payers.

What do you think the future direction of Pharma is going to be?

JK: I think the major trend for pharma is in more personalised medicine. The first of the medications developed from the Genome Project are making their way to market and we’re seeing a rise in smart diagnostics. Perhaps we can couple this trend with an aging population that is much more computer/information savvy and I think we’re going to see a really engaged patient who wants to take an active part in their treatment management.

SC: Pharma still has a bright future but bringing new products to market will be more risky and manufacturers will have to be able to demonstrate both clinical, cost and service effectiveness early. The pharma companies that thrive will be those that have unique/specialised products for which there is a clear demand as well as the internal know how to access and convince the right stakeholders at the right time. For those companies with light or uncertain pipelines they will have to focus on R&D/M&A and reduce unnecessary marketing spend.

Posted in Candidates, Clients, Communications, General News

17th November 2011

Caution typified PR and corporate communications recruitment in 2010 but 2011 has been an entirely new ball game. There’s been growth! We’ve seen the return of the counter offer an indication that talented people have the confidence to move. In a round-up of what’s been happening in the sectors we handle, here’s what’s been hot and not for 2011.

HOT
Senior positions: In corporate, financial, consumer, digital and healthcare mid to senior level hires have been in most demand. In corporate, the movement has been at Account Director to Director level, with senior level positions more hesitant although consultancies will always be tempted by rainmakers. In healthcare, our consultant described the desire for Account Managers and Senior Account Managers as ‘crazy’! Technology hasn’t bounced back as much as other sectors at senior level with hiring at same level as last year. It was a different story at mid level where there was a significant uplift in the demand for Account Managers.

Demand for new business expertise within the agencies: Corporate and financial agencies have been crying out for financial services experience, as have corporate consultancies – with ‘asset management’ being the expertise of choice. Consumer generalists with business acumen have been in demand, more so than sector specialists.

In-house positions: The desire to go ‘in-house’ has been one of the defining trends of 2011 and remains the holy grail for many communications and PR professionals. Briefs have been very specific as there has been a desire to make safe hires and hire the ‘perfect skill set’ making the process slower than before the recession.

Most movement: In-house, particularly in the professional services sector and integrated corporate/consumer agencies. Digital specialists have also been hiring at a great rate but as bigger players integrate a digital arm, competition for clients will be fierce.

In-house widening the net: In-house professional services firms were asking for candidates outside their immediate field. For example, law firms wanting accountancy or banking PR’s, accountancy firms wanting agency staff, property firms looking to industrials – perhaps a sign that the professions are gearing up for bigger things in communications terms for 2012.

Junior level roles: hiring activity at this level has been steady this year both agency and in-house with a flurry in the Spring and Autumn – the juniors are back in business as teams are built up once again. This was not the case in 2010.

Start ups: It’s happening again: top level talent leaving established agencies to start up on their own, particularly in the financial and consumer sector. Whilst not great news for the incumbent agencies, it’s a great indicator that there’s a lot of PR business out there to be had (and we certainly couldn’t say that a year or two ago!)

Healthcare agency positions: One major exception to the moving ‘in-house’ trend is in healthcare, with agencies – particularly Medical Education – hiring much more than their in-house counterparts.

Integrated agency positions: Integrated agencies are faring well in comparison to their ‘traditional’ specialist counterparts in terms of desirability, a trend that is set to continue in 2012 and beyond. This is particularly true for digital specialists who wanted to widen their horizons.

Salaries rises are back: Some comms professionals feel they are behind the curve having not had a salary rise in the last two years (or something minimal). This year with more confidence in the market many moved to try and make up for the loss.

NOT
Complacent employers: They may have got away with it in 2010, where competing job opportunities were thin on the ground and the spectre of redundancy may have loomed, but employers who failed to invest in their existing talent pool may suffer the consequences…

Posted in Candidates, career advice, Charity Work, Clients, Jobseeker Advice

9^th November 2011

Senior hiring executives have been sharing their thoughts with Delyth Evans, CEO of our charity partner, ‘Dress for Success’ as to what makes a great candidate.

It seems that the received wisdom amongst those in the hiring hot seat is that it’s your attitude and enthusiasm in an interview that can transform you from a ‘maybe’ to a ‘must-hire’.

It’s a viewpoint which our own experience in PR recruitment supports. Having the mindset for success is the most important foundation for success in any job and clients who recognise this are rewarded with a better hire than those who simply focus on skill sets, experience or, even worse, more subjective reasons.

Here are some other things that we, recruiting companies and clients look for at interview (you may be surprised).

What’s Hot

• Employers and recruiters, generally speaking, don’t judge people solely on their CV, firstly because the CV may be embellished or skewed but also because two sides of A4 aren’t a true reflection of a candidates’ overall ability.

• Many employers only focus on the first half of a CV, so make sure that your personal and career history is given priority and compels the reader to want to know more.

• A candidate’s age is far less important than their attitude and outlook on life.

• Candidates who have taken a career break, most commonly taking time out to raise a family, aren’t precluded from the hiring process – far from it.  The important thing is that the candidate can relate transferable skills learned during this time to the job role in question, such as organisational skills, time-keeping and budgeting for example.

What’s Not

• Attitude may be all important, but make sure it’s the right kind. A negative attitude, even a hint of one, has only one outcome – ‘one strike and you’re out!’ regardless of skill set or experience.

• A candidate who goes to interview without knowing what the job entails or what the company does will not succeed. Do your research!

• Senior candidates who have fixed or set ideas.  Being able to demonstrate flexibility, team spirit and a desire to continue professional growth even at the highest levels will always be more appealing to clients than those who think they ‘know it all’ already.

• Senior level professionals who forget they need to ‘sell’ themselves and demonstrate their value as they’re used to their advice being taken and not questioned

• Employers rightly expect the candidate to be motivated to get that particular job. A candidate who indicates that their motivation is solely financial is not going to be successful. “I just want a job, I don’t really care what it is” will never win interviewing hearts over, either!