How to save money on recruitment
Martin Tripp
Research from the Recruitment and Employment Confederation suggests 42% of employers have raised their levels of pay in order to secure difficult-to-attract staff.
What makes staff difficult-to-attract varies from company to company; but usually it is because the skill set needed is in high demand but low supply (HDLS); because of location issues; or because the company or its sector is simply ‘not sexy’.
These are all valid reasons why your company may struggle to attract the best people. But poor recruitment practices are a much bigger issue.
Conde Nast announced this week the appointment of the popular and influential Edward Enninful as the new Editor of British Vogue. The response from the fashion and media world has been widespread delight.
Everyone agrees that it is important to have the best talent at the top of an organisation. But how do you ensure that you’re adequately assessing the quality of your candidates throughout the recruitment process?
Boom – and we’re off. Like it or not.
This is such a perennial issue in the headhunting world I’m surprised it’s taken this blog so long to get round to covering it. Before I became a headhunter, I would never have dreamed of asking someone how much they earned – it just isn’t done in polite conversation. Now, I have to do it dozens of times a week. The vast majority of candidates answer without batting an eyelid, but a handful still bristle at the question, or refuse to answer whatsoever. This is understandable, but ultimately misguided.
The media industry is still too white.
Have you ever played Job Simulator? It’s a virtual reality game set in 2050. In the game, jobs are automated and players take part in comical approximations of what real-world jobs must have been like to do when humans, rather than robots, had to perform them.
Many people outside the commodities markets may not be aware of 
Thanks to the increasing take-up of digital technologies and production cycles that ensure new content and information can be made available on an almost continuous basis, the media market is becoming ever more global – and with that comes a need for senior staff with the experience and drive to lead teams that are often dotted in offices across the globe.
Today marks eight years since MTA opened its doors to an eager media market. Although, as it turned out, the media market in 2008 was not that eager: within weeks, the global economic collapse had gathered pace and there was precious little investment in the industry. Timing has always been my strong point.
Brands, publishers and media owners are increasingly focused on tailoring content to meet the specific needs of individuals; and fuelling this rush to ever-greater personalisation has been a reliance on access to data – every last search term, web view, and geo-tagged movement helping firms to build a profile against which advertising can be sold.
It’s all too easy nowadays for marketing messages to be avoided. In such a super-saturated time it seems obvious to say this but, nevertheless, it’s true. Print advertising is growing less effective; ad-blocking software fights against pop-ups and intrusive Google Ads; and YouTube has provided us all with the ultimate get out – the ‘skip ad’ button.
At the Mobile World Congress in Barcelona this year, Mark Zuckerberg made an interesting comment about what he looks for when making important hires.
In his 2011 AdWeek memoir on David Ogilvy, the advertising legend, Kenneth Roman 
Every week I talk to dozens of media business leaders about how they recruit senior executives. I ask them what the changing nature of business means for their hiring policies, what their recruitment challenges and pain points tend to be, and I also ask about the measures they take when they’re recruiting executives – the advertising they use, the contingency agencies taken on, and the headhunters they engage.