What will the next revolution of staffing be? I’d be interested to hear your thoughts but, as far as I’m concerned, it’s hiring on competency.
More and more companies are choosing candidates based solely on their ability to learn. But is the rise of competency-based hiring a micro fad, or is it the direction of recruitment as a whole?
Here’s why I think it’s got legs….
No more role requirements
Employers are increasingly prioritising a candidate’s “gift” or “knack” over skills, experience and qualifications. And it’s going to build faster and stronger teams.
Don’t get me wrong, business owners will always want the option of best-in-class quick fixes, especially when going out for contractors.The freedom of hiring people who take full accountability can never be underappreciated.
But replacing role requirements with character preferences is the best way to secure top talent. I mean, ‘Must have worked with .NET for two years’ sounds closer to a theme park ride restriction than a measure of ability to cut code. Bin it.
Changing client expectations
Clients want candidates who demonstrate aptitude. The skills gap is placing pressure on businesses to grow talent in-house, and with such strict restrictions on hiring, it’s easy to see how tech wages have skyrocketed.
Should competence-based hiring turn out to be more than a fad, start-ups will get wise to the shift. Needing to be resourceful, they’ll consult recruiters that are conscious of emerging talent – talent just shy of the credentials to succeed currently.
I’m even seeing signs of a C-change in my home for God’s sake… My daughter will soon be off to university, and I’ve stressed that by the time she’s seeking employment, most organisations will look at her range, scope, agility and overall value – not experience.
The linear career path is dead. Long live multiple roles and varied promotional trajectories! That’s if permanent jobs even exist as they do today, considering the impending world of agile workforces and contract-first employee models.
Shift towards humanist industries
Lastly (the biggest argument for the competence-based hire), we’re prioritising human-focused practices more and more. Let’s be honest, a number of roles associated with post-graduates today will be replaced by automated processes. That’s ignoring the retail and factory positions which will soon become obsolete.
So, it should surprise no one that, in a world where automation threatens manual workers, the value of human-focused vocations will increase. It’s starting already at university level. Psychology is currently ranked as the 57thmost useful degree, but in 2024 it’s predicted to be 5th (hence why my daughter will be reading it)!
The schools are preparing for this; we’re seeing more and more classes across Europe based around self-developmentin order to help develop competencies. The latest generation of workers are being made aware of the skills gap, and a shift to competency willundoubtedlybenefit them.
Personally, I don’t think you can deny that this is more than some micro-fad… Soon, word searches won’t work. Tech checks will be subjective. So, my questions are:
Are you seeing it?
Do you know anyone implementing competency-based hiring and found it to work?
And are any of your recruiters (internal or external) considering this approach?
I really want to hear people’s opinions on this. RDLC is always looking for recruitment business leaders innovating in the sector. Give your standpoint in the comments, email firstname.lastname@example.org or visit the RDLC website.
Congratulations on exiting your business (recruitment or other). A reason to celebrate indeed given how few manage this neat trick.
So, a heartfelt “nice one”!
You’ve now entered the upper echelons of the Business Hall of Fame. Your ‘moment of success’ has placed you within a ratified group of leaders. In fact, your Liam Neeson skill set has seen such acclaim that people dream of leveraging from your experience.
Your next role should be as an advisor, or even a NED! Or not…
The majority of advisors offer nothing but a profit vacuum – and trust me, I should know. Business success does not equal preaching prowess. Advising is a skill that needs to be developed and nurtured, it isn’t inherited, and one wrong move dismantles all the hard work before it.
Lately, I’ve seen a rise in these false prophets, so today I wanted to breakdown what it takes to be a valuable NED.
Leadership doesn’t equal teaching talent
Receiving board questions doesn’t translate to asking them. You can’t parrot queries you were once asked; you need to understand the context behind each question. It’s about having the foresight to see long-term implications of wider business decisions.
Helping a company you don’t know, define andrefine a plan requires a different methodology. I’m not diminishing overnight business success - you’re still a cut above the rest – but that doesn’t make you a guru.
Sure, a meaningful provenance can be your brand, and you’d be right in thinking that no one in their right mind would follow someone without believing they’re a catalyst for change. That said, think about how you can practicallyhelp someone progress.
Aspire to inspire
I’ve seen some ‘advisors’ make £35k for regurgitating the equivalent of fortune cookie wisdom. Others I’ve heard request three days a week (no seriously) to sit with your sales team to develop their ability.
Supporting the development of a team, is not the same as nurturing a boss. There are different dynamics at play, you’re not leading, you’re helping owners to express and develop strategy.
If you’re a quality NED, your aim is to make recruitment business owners ‘shift right’. Forget past victories, offer useful support wherever possible instead.
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Know your service
Refine the exact offering you’re presenting to businesses. For instance, my bag is driving sustainable growth and gaining market share. Narrow your angle and confirm where in the journey they are. Whether that’s:
Once the business has legs, it’s easy to hook them up on exit or M & A trails. Just be confident in your area of expertise and help drive the industry forward.
Ultimately, if you’re all about the money, advising is the wrong move. NED’s are often short-term so don’t expect shares – you’ve done nothing to deserve them anyway.
Me, on the other hand, my services are half the market rate, but I live and breathe recruitment. And currently, I have countless roles and opportunities for enthusiastic individuals.
In fact, I want to get evangelical about the unsung industry heroes, so if you’re a born leader and haven’t become a recruitment dickhead, email email@example.com I would love to hear from you.
Early in my career, I recognised the value of solution selling and developing "products" in recruitment was, back then, truly stand out!
Midway through my career, I struck "productisation" gold, by leveraging a deal Bill Bottriell (god), did with paper advertising, and I started sourcing and delivering first-time contractors.
Persuading businesses to employ "box fresh" but exceptionally qualified talent as 1st freelancers! was a skill. However, the way we wrapped it up into a product (service, solution, price), acted as a catalyst for substantial global growth.
... this is what a product suite can deliver. But even if you simply just listen to your clients and candidates, you can raise your game and take your business to the next level without a major shakeup.
One of my pet hates is that, too often, people list what they can – supposedly – do, but deliver nothing with creativity or innovation #YAWN.
Social media is full of empty promises about … developing services that are just boring iterations of what's always been done; with just a cosmetic paint job!
My opinion? Recruiters should offer services that actually make them unique and embrace fresh ideas that position them as an answer to clients woes – especially if you're a step ahead of them realising their real issue!
An insight into how
Find a problem
Productising is a chance for you to be creative, different and new. Don't list basic buying options; be compelling! Describe what you do best in a way that warrants your clients' investment, trust and belief.
Think of your client's challenge in a specific arena: the need to hire killer perm talent; to light up their dull employer brand or to deliver sophisticated and complex programs – not just hire warm bodies.
The list goes on, and talent acquisition partners (recruitment agencies as we were once labelled!) can deliver innovative fixes - way ahead or dry internal recruitment teams!
There are loads of other benefits to presenting a "smart" product suite - internally, by pre-empting your client's sales objections you're on the front foot, where your staff can predict the challenges and perfect their pitches. This approach means you can train newbies to be brilliant faster, and it's way more interesting than filling jobs, blah blah blah!
Market your solution
Whatever your approach, if you can't explain it, no one will buy it. You need to document your process. Again, if you can't draw it, no one will be able to understand it – so be infographic-led in your comms.
Build and test your solutions, and then start shouting about them. Testimonials are okay but are only persuasive from leaders who are respected in your client's niche.
It's the way you go about selling a product that matters, and aligning you, your brand and values. It's a grown-up sales process but it's marketing-driven.
Once you've got your offering firmed up and everyone's singing from the same hymn sheet, engage with the broader market.
Make sure the finished product suite POS is 100% right, in your tone of voice and pulls all the right buying triggers. Do not compromise!
This suite of products will give you amazing marketing content, event topics and a chance to really stand out. Create advocates (not the same as testimonials) and watch how this makes you fly.
Interested in productising like a pirate? Email firstname.lastname@example.org now or visit the RDLC website to instil ideas that stimulate stagnating clients.
As the old saying goes: ‘give a recruiter an account and they’ll eat for a year, but teach them business development and they’ll eat for life’! Or something like that…
I remember thinking in 1995 that you should make yourself redundant ASAP so you can do the jobs you need or want to do next. It’s still relevant now. Your success should set the tone, but if you’re still the major breadwinner two years in, then something is drastically wrong.
Training your staff to recruit will only get you so far. To really leave a legacy, you need to create restauranteurs, not chefs. When your team start to go out and win their own business, that’s a true reflection of success.
Here’s how to go about it:
Divide and conquer accounts
Split your accounts across the floor, putting two or more people on each. Then set targets that you can measure monthly.
Trusted clients provide an easy stomping ground for untested recruiters and, provided all goes well, you can still booze with the head honcho – depending on spend that is.
Implement a winning methodology
Your success is not scalable or achievable for rookies. The standard you work to is based on your provenance and experience in the industry.
Instead of trying to replicate your approach, build products with clear deliverables and features that answer today’s customer challenges and navigates all gatekeepers. Nail your pitches, then start rolling it out!
Shout loud and proud
Distil your methodology into a marketing plan that gets your name out there.
You’re looking to stand out. So, remember that an idea that’s already being communicated to within an inch of its life isn’t going to be unique. Wear your ingenuity proudly as it gives rookies a fighting chance when making your pitch theirs.
Have realistic and measurable goals
You need one eye on the market at all times, monitoring supply and demand while predicting impact on your target audience.
It sounds overwhelming but building up industry knowledge and identifying client needs long before they can is why companies choose recruiters. Once you’ve nailed this and hit six heads, start working on the business and extract yourself from winning clients.
Ultimately, your job as a recruitment leader is to grow 6 members of staff to 20, and you can’t do this while chasing deals.
Say it once, say it twice, then say it again
Recruitment is hard. It involves repetition, persistence, hard work and repetition – your staff need to understand this.
Sure, it might take twenty calls and five meetings to win ‘the right to trade’. But that’s how you build lasting relationships. Coming to grips with the fact that a ‘no’ is just a ‘not today’ is essential, and it’s your job to teach that.
You’ve probably heard me wax lyrical about billing managers, but remember: while this is your job today, tomorrow you need to be a CEO. Email email@example.com visit the RDLC websiteto map out your success today.
Recruitment’s No1 Rated Advisor, Award winning NED, Founder RDLC & RecCeleRated, Accurately opinionated champion of the Recruitment Sector. Passionate advocate of innovation & change. Tennis, Golf & Laughing
I’m a recruiter at heart. So, I fully endorse any and all methods that result in clients attracting, hiring and retaining talent as and when they need.
But the days are numbered for internal recruiters. Companies’ needs are changing, and agency recruitment is having to evolve to match. Leaders are denouncing relics of the past and embracing a method of recruitment that scales with business objectives.
That method is outsourced in-house.And it’s leaving in-house recruitment in the dust.
The trouble with in-house
In-house recruiters are typically burned-out employees who, frankly, didn’t cut it in the agency world. Barely pitching for one role at a time, these recruiters struggle to compare against the companies that scale the whole market. Their inability to recognise the movers and shakers, or emerging technologies that affect roles, prevents them from being totally effective.
The process of attracting people for a single organisation, where the role is standard (most are) and the organisation is run-of-the-mill, is hardly revolutionary work. That’s why in-house methods are (in the main) mediocre. I mean, sending InMails to people they don’t know on LinkedIn professing to have the best possible new opportunity for them… c’mon.
This is common though! Over the last decade, a wave of companies attempted to build in-house teams. Despite thinking they could cut costs, the market tightened, drying up available talent for key hires and restoring the need for talent acquisition partners.
Why agencies are evolving
Since agencies redefined what recruitment meant, businesses wanted more. Most of the companies I work with now used to be recruitment agencies but have since transformed into talent solutions providers. In-house recruiters simply can’t match their impressive portfolio of products and services.
The traditional agency model is evolving and diversifying – to cater to businesses with high-volume recruitment plans, for example, and address an ever-widening skills gap. Consequently, key hires know their cost. Exhausted internal recruiters are clueless when it comes to what lures these guys in, leaving businesses with subpar solutions.
So in came outsourced in-house. This new kid on the block acts as a welcome middle ground, offering businesses an agency recruiter to work on-site (or remotely if preferred) for a few days a week.
Establishing the middle ground
With this method, recruiters tap into the resources, functionality, drivers and management of a recruitment business while being coached daily on how to attract more clients.
Forget holiday pay, or the nightmare of employees taking annual leave in the middle of a project. With hiring costs soaring (and rightly so) too, the need for enterprises to embrace agency innovation in the shape of new solutions and products just makes economic sense. Hiring a journeyman professing to be a superhero recruiter does not (why else would they give up the dream and take a salary, however inflated it might be?). Now it can cost anything from £10k to £20k for one person to be the resourcing agent and place 2-6 people every month!
But it isn’t just money. Businesses that rely on outsourced in-house are “buying the time” of a specialist – including the use of their latest tools, methods and reach. It delivers the desired outcome, whether through a nurtured relationship with a significant talent pool or wealth of services including Statement of Work projects or even employer branding.
This efficient and proven approach is what solidifies the benefits of aligning with a professional and accountable partner. The choice to outsource in-house has never been more compelling.
Tired of losing clients that want a more hands-on approach? Innovate your firm into the middle ground. Email firstname.lastname@example.org for more advice.
Why is it that, as soon as your staff leave the meeting room, it’s as if a device has zapped their brain and erased everything you’ve discussed? You’ve had a useful conversation, identified the goals and objectives, and still, two weeks later… nothing.
Recruitment entrepreneur Wayne Brophy calls it “The Zappers” – the only possible reason why culpability and commitment miraculously vanish the moment people return back to their desks. For meetings to be effective, you need to ramp up accountability. In other words: inspect, don’t expect.
Want to stop best-laid plans turning into back-slapping exercises? Put measures in place to stop your rousing call to action fading into oblivion. Here’s how…
Keep meetings to a sensible length
Tiring out attendees with painstaking meetings is counter-intuitive. Treading the well-worn path of hour-long sessions only leads to exhausting everyone in the room – and that’s when mistakes happen.
Instead, create an agenda and stick to it. This will allow you to keep meetings brief. Ensure your points are succinct and trim any unnecessary conversation that should be had elsewhere.
Only include who’s necessary
I see this all the time: meetings where every man and his dog are invited to discuss aspects of the business that are irrelevant to half the attendees. It’s a bad habit (and, frankly, lazy management) not to effectively delegate and be aware of your staff’s responsibilities.
Only ask those who have a direct connection to the task – whether they need to complete work for you or oversee it.
Give follow-up instructions
Want immediate action or results? Give instruction! Don’t just let a meeting trail off once you’re tired of your own voice – actually instruct your staff to email ideas and actions back to you.
Clearly define what a good example of the task you’re setting looks like. Specify when it’s due and where the responsibility for each task lies. Then ensure you have the full understanding from the team.
Be thorough and embed the message periodically
People do what you inspect, not expect. That is to say, when you act accountably and don’t blame inaction on employees, you get better results. So, make a note in your diary to chase the relevant team members. Don’t let people fail you: it sets a dangerous precedent. Once completed, make another note to check again in three months.
This is management done right. You’re embedding the correct process into their heads through due diligence checks.
Following this process works for meetings of any subject – whether you’re building out pitches, tackling objections or even covering compliance and marketing.
Eventually, your team will cease to invest energy in finding shortcuts and recognise you’re going to hold them to their word. The people who bring value to the table will flourish and you’ll shed passengers – leaving the rest to enjoy the fruits of their labours.
Want to turn meetings into well-oiled machines? Email email@example.com or visit the RDLC website! At RDLC, we turn delegation into an art. With our help, you can too.
Recruitment’s No1 Rated Advisor, Award winning NED, Founder RDLC & RecCeleRated, Accurately opinionated champion of the Recruitment Sector. Passionate advocate of innovation & change. Tennis, Golf & Laughing.
Recruitment is facing its biggest challenge: shifting from bums on seats to consultancy. This is not evolution, but revolution, and as a business leader, you need to embrace where the market’s going and adapt to Business 3.0.
We’re not the only ones going through this transition. Everyone’s having to compete online and adjust to modern customer needs. The point is figuring out what this looks like for recruitment.
In order to innovate, don’t listen to old hacks (we don’t). They offer nothing to recruiters and only end up giving themselves a pat on the back. Instead, think outside the box, learn from allforward-thinking companies and build genuine solutions to customer issues…
Don’t focus on the past
There’s very little we can learn from other people’s stories in recruitment. In fact, as far as the Pirates are concerned, hearing how someone got a Porsche after six months of trading (10 years ago!) doesn’t excite our members – that’s just LinkedIn fodder.
That’s why Dean and I have always championed the aggressively disruptive, regardless of industry. We get it. Business leaders who lean upon academic theory and blend that into their practice are useful – not dinosaurs unfamiliar with today’s challenges.
Look to the business anthropologists, web psychologists, automation experts and futurologists. These guys are saying the things that reallychange the way you work. And I guarantee that your competition won’t be identifying these trends till much later.
Challenge the theory
Success in recruitment doesn’t equate to the number of business books you’ve read. At RDLC, we expose the often contradictory theories and debunk the myths that overcomplicate them. It’s also important for leaders to recognise useful ideas outside of their sphere, gaining a clear understanding of actionable insights in the wider world of business.
We want to see individuals transform ideas they’ve come across and use them as a springboard for success. In fact, this approach to learning is exactly the style we encourage and highlight at our Global Recruitment Summit in Ibiza. The themes we cover there match movements in our members’ businesses. It’s designed to help the network embrace change and self-regulate.
None of the above means that our members aren’t innovative on their own accord. In fact, many recruiters don’t give themselves enough credit for their forward-thinking approach. We’re already successful cash cows with a meritocratic structure. We now need to keep seeking business betterment.
And that comes from networking. Organisations want recruiters in the room because we’re agile and do things right. Recruitment business leaders can add value to other networks and gain insights from them to impact their company.
Email firstname.lastname@example.org to start taking notes from the movers and shakers in all sectors – and see why RDLC is the only network to support you at every stage of your business growth.
Successful business leaders don’t need complete oversight of the operation. But your vision, value and voice do need to be seen in all decisions across the company.
Combined, these things form your personal brand: the perception others have of you. It’s all about how you act, how you stand out from the crowd, and how you make clients see why they should choose you over a competitor – both online and offline.
While most daily choices can be decided by gut instinct, the general direction of your organisation needs to embrace your personal brand. The trick is achieving a balance atevery stageof your journey as a recruitment business leader.
In the beginning, you trade based on your own values, experiences and motives. You’ll describe them to others and that’ll be the basis of your personal brand. But even before you get staff on board, you needto understand your position.
You’re pissing in the wind if you think people will listen to a podcast or webinar of you saying the same thing as everyone else – it has to resonate and be unique.
Don’t speak in public unless you’ve got an audience who wants to hear it (your mum doesn’t count). Once you’ve got an idea worth taking note of, see it through. Don’t start waxing lyrical about an idea you’re not committed to. Try to get a sense of you across, and be authentic.
Building the business
When you start working onthe business rather than init, you’ll need to act as the glue holding the operation together. Who else will attract talent and take the lead?
As staff start handling the day-to-day aspects of your role, personal brand works to sustain the business instead of growing it. It reminds people whythey work for you, and for clients with you.
Keep being disruptive. Everyone’s personal brand is unique, and your business needs to follow suit. People aren’t going to buy from you if you’re an industry echo chamber. Play around with alternate ideas and have fun.
As you consider an exit, make sure the succession layers are equipped to fill that void. The company can’t rely on you. Yeah, you’ve got to be a leader and drive progress, but if you’re the celebrity of the business, it devalues the organisation when you leave.
There comes a point when you need to be magnanimous and take a step back – without throwing the baby out with the bath water.
Want to avoid getting trapped in an earnout? Plan for each stage and keep your personal brand as rooted in the operation as possible. Make sure your sentiment can be found in your service offerings, marketing, and even in the personal brands of those you lead. The more ingrained those principles are within the organisation, the more self-sufficient it is.
Your personal brand should be versatile, changing as your business grows. If you need support in translating your values and getting them to permeate your company, email email@example.com.
GG: Recruitment’s No1 rated advisor. Founder of The RDLC & RecCeleRated Networks. Accurately Opinionated. Tennis, Golf & Banter. “Always be owed a favour not a fiver” NED & Business Driver
If you have seen Split, you will know all about the power of personality - multiple ones too. But in recruitment, all you need is one good one.
If you Google the personality traits that recruiters need, you will be met with dozens of articles saying you need things like resilience, grit, honesty, resourcefulness, and empathy. This is all very unfortunate considering how long the waiting list is for people in need of personality transplants.
Your company’s personality as recruiters is critical to your business success. But, your personality is what you have been dealt. Yes, it can be enhanced, and you can improve on the traits that you supposedly ‘need’ to be a better recruiter. But, someone who is a logical, reason-based thinker doesn’t suddenly become an empathy-based and emotional decision maker overnight. Your inability to suddenly change aspects of your personality doesn’t mean you can’t be a great recruiter. The most important thing to remember when it comes to personality and recruitment is to HAVE ONE.
Differentiate your company by being yourself
We have already spoken about the importance of the human face of your business to help you obtain the best candidates. Almost two-thirds (61%) of job candidates would rather in-person interviews than digital recruitment methods. If you want to bring them on board, they need to get you. What can your company offer them that other recruiters can’t? What makes you the best choice? What are your business values?
There is no better way to portray this than through your company’s personality, which should trickle down throughout the rest of your company. It should be your unique selling point - the thing that makes you different. Most people have others that like them, and some that don’t. Maybe they find them too bold, too timid, or too dull. It’s the same with your recruitment company, but by showing your personality, you can guarantee at least some will like you, and a lot will reallylike your company.
This makes you the go-to recruiter for those candidates that share your values and ways of working. Recruitment isn’t Pokémon. You can’t catch them all, which means the candidates you do connect with, need to be worth your company’s time, and you, theirs. Making your personality your unique selling point means that the best candidates for your business come to you. Once they do, you will be able to relate to them, get the most out of them, and understand what they want much easier.
Be sure of who you are
In a changing industry, that is becoming more focused on technology, recruiters are too eager to increase productivity, efficiency, and everything else that can get them better profits. But they are beginning to neglect the fundamental human face of recruitment. Big mistake.
When you need your company to be relatable online, or on social media, and be approachable to new candidates, how will you distinguish yourself in a saturated market with a dead business persona? The answer is simple; you won’t. Personality is essential when meeting people face-to-face, as well as online, and your brand needs to be consistent, not like a scene from Split. A charming business leader in real life needs to be just as lovely online otherwise one of those situations is going to look fake and forced. There go your likability and candidates.
These are just small factors that agencies need to consider if they want to give themselves a winning edge. Personality is critical, but it’s not about what personality you have, it’s whether you have one at all and whether your clients can see it and relate to it. If they can, you are creating a business that is sure of itself and will prosper in this industry. If you don’t have the best business personality, it’s time to do what you do best, and hire someone that does to work for you.
Now is the perfect time to start turning your business into a brand that you are at the centre of, contact Gary: firstname.lastname@example.org
How do we inspire people to be superhuman at work? Short of buying them a cape, spandex and a steroid injection, the answer may be unclear at first. That’s why held a themed super lunch event earlier this year, putting Psychology at Work in the spotlight. We’ve pulled together a five-strong speaker list from all walks of corporate life, to help you understand how to get the best from your team.
Here’s a snapshot of the key reasons why psychology at work matters.
Happiness = hard work
Happy people make money, but happiness comes in many guises. Everyone wants to be inspired, but not everyone is motivated in the same way. Successful leaders understand this. They create an environment that lends itself to all kinds of personalities in a team.
There’s a lot of talk about work-life balance, although in our experience people who are motivated at work won’t look for early finishes and more holidays – they actually put more hours and energy into your business.
That’s why it pays to get savvy on psychology at work. You need to boil that word – ‘happiness’ – down to its true meaning to both your organisation as a whole and the people within it.
People engage differently
One style of leadership won’t work for all. Nail down your approach to distinct personality types, and you can motivate and empower any team. Equally, you’ll be able to recognise when employees are struggling and under strain so you can make a change.
People respond to pressure in different ways. Some people have a competitive streak, others prefer to be a team player. Some are driven by incentives, while others take a longer view of their career goals.
Leaders with a grasp of psychology can engage with employees in a way that gets buy-in and loyalty from day one. They can profile people they bring on board, help them get the right start in the business, and then give them room and enough challenges to excel.
Everyone needs a common goal
Individuality is great, but let’s not get carried away. Ultimately, everyone has to be working to a common goal. People need to understand exactly what is expected of them and why you’ve hired them in the first place.
A competent team should come to work buzzing, not stressed. A common goal gives people purpose in what can be a high-pressure environment. Communicate targets in the right way and they’ll be seen as challenges, not problems.
Surround these targets with structure, consistency and support, and your people will thrive. If not, they might not be right for your business, and then the focus should shift to the way you go about your own recruitment…
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