Faucibus tristique adipiscing adipiscing nulla sit diam arcu bibendum habitasse. Tempor quis mi quam augue pharetra.

<h1>Insights</h1>

As the deverellsmith group released the 2025 version of the&nbsp;<a href="https://www.deverellsmith.com/campaign/salary-guide-2025/">Salary Guide and Trends</a>&nbsp;report, our expert advisors at Hintel shared their knowledge on how to retain talent outside of remuneration.
&ldquo;The great irony of our industry today is that while 41% of property professionals cite salary as their top priority, the companies with the lowest turnover aren&rsquo;t necessarily the highest payers&mdash;they&rsquo;re the ones who understand that engagement goes far deeper than the payslip.&rdquo; &mdash; Pete Sheppard, Managing Director, Hintel
With nearly 37% of UK employees considering a career change in 2025, the property sector faces a retention challenge that salary increases alone cannot solve. As professionals increasingly prioritise multiple factors in their career decisions, businesses must reconsider what truly keeps top talent engaged, productive, and loyal.
<h2 id="The-great-reshuffling:-Understanding-the-2025-talent-landscape" class="wp-block-heading">The great reshuffling: Understanding the 2025 talent landscape</h2>
A growing number of UK employees are gearing up for a career shake-up in 2025, according to research from the Recruitment and Employment Confederation (REC). Nearly 37% of workers are considering a change&mdash;up from 29% in 2023&mdash;highlighting an increasing demand for new opportunities, skills, and work environments.
Leading this career shift are younger professionals, particularly those aged 25-34, with a survey by the Chartered Institute of Personnel and Development (CIPD) revealing that over 45% are eager to explore new industries or roles.
This trend isn&rsquo;t isolated to the UK. Recent Gallup data reveals that more Americans are considering a job change than at any point in the last 10 years. U.S. employees feel increasingly frustrated and detached from their work&mdash;something Gallup calls the &ldquo;Great Detachment.&rdquo; Even more concerning for employers, a PwC survey conducted among over 56,000 workers in 50 countries shows that 28% of respondents are likely to change companies within the next 12 months.
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;We&rsquo;re witnessing a fundamental shift in how employees view their relationship with employers. The data clearly shows that professionals are increasingly willing to vote with their feet when their broader needs aren&rsquo;t being met, regardless of competitive pay,&rdquo; says Pete Sheppard, Managing Director at Hintel. &ldquo;The property sector is particularly vulnerable to this trend given the transferable skills many professionals possess.&rdquo;
</blockquote>
<h2 id="The-compensation-paradox" class="wp-block-heading">The compensation paradox</h2>
Our own research at deverellsmith indicates that 41% of property professionals cite higher salary as their top priority in current or future roles. This represents the largest segment of respondents, narrowly edging out the 39% who prioritise work-life balance (interestingly down from 54% in 2024).
Yet despite salary being the top stated priority, data tells a more complex story. While the average pay rise in 2024 was 7%, companies offering above-market compensation still experience significant turnover when other workplace elements are neglected.
<h2 id="What-really-drives-retention?" class="wp-block-heading">What really drives retention?</h2>
When examining what makes employees stay at their current companies, several factors consistently emerge as equally or more important than base compensation:
<h3 id="1.-Flexibility-and-work-life-balance" class="wp-block-heading">1. Flexibility and work-life balance</h3>
The Flex Index Q4 2024 Report shows that 43% of U.S. firms now have a structured hybrid model&mdash;more than double the 20% reported in 2023. This rapid adoption reflects employee demand, with 75% of employees indicating they want greater flexibility in how and where they work.
Most tellingly, only 9% of employees with flexible work options plan to leave within the next 12 months, compared to 50% of those without such options in 2024. This dramatic difference suggests flexibility now rivals compensation as a retention tool.
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;The conversation about flexibility has evolved significantly in the past year,&rdquo; explains Ella Beese, Head of People and Culture. &ldquo;It&rsquo;s no longer about simply allowing remote work, but rather creating personalised approaches to flexibility that recognise individual needs. Our most successful clients have moved beyond one-size-fits-all policies to truly understand what flexibility means to different segments of their workforce.&rdquo;
</blockquote>
<h3 id="2.-Career-development-opportunities" class="wp-block-heading">2. Career development opportunities</h3>
Our research shows that 40% of property professionals list &ldquo;a new role or opportunity&rdquo; as their primary career goal for 2025, while 22% aim for advancement to leadership roles, and 14% seek new skills or certifications. Combined, these development-focused goals account for 76% of respondents&rsquo; primary ambitions.
Organisations that create clear growth pathways and invest in employee development can satisfy these aspirations without necessarily offering the highest base salaries in the market.
<h3 id="3.-Management-quality-and-workplace-culture" class="wp-block-heading">3. Management quality and workplace culture</h3>
Repeatedly, studies show that &ldquo;people don&rsquo;t leave companies; they leave managers.&rdquo; Poor management relationships consistently rank among the top reasons for voluntary departures, regardless of compensation level.
The Chartered Management Institute (CMI) found that 28% of UK workers who left their jobs due to negative workplace culture attributed their departure to a negative relationship with their manager
Conversely, companies that invest in management training, adopt positive workplace cultures, and prioritise employee wellbeing experience significantly lower turnover and increase productivity rates &mdash; even when offering average market compensation. According to a study conducted by the Association for Talent Development, companies that invest in comprehensive training programs experience 218% higher income per employee than those that don&rsquo;t prioritise training.
<h2 id="The-skills-evolution-challenge" class="wp-block-heading">The skills evolution challenge</h2>
The property sector faces a dual skills challenge that further complicates the retention picture:
<ul class="wp-block-list">
<li>AI and technology growth means technical skills are increasingly required in what are becoming known as &ldquo;new-collar jobs&rdquo;</li>
<li>Simultaneously, there&rsquo;s a growing premium on soft, human-led skills required to drive change and transformation</li>
</ul>
Companies that help employees navigate this skills evolution through training, mentorship, and growth opportunities create bonds that transcend purely financial relationships.
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;The property sector is facing unprecedented technological disruption,&rdquo; notes Georgia Zambakides, Executive Director. &ldquo;Organisations that actively invest in helping their teams navigate this changing landscape&mdash;developing both technical competencies and critical soft skills&mdash;are seeing dramatically improved loyalty. Employees increasingly value employers who prepare them for the future, not just those who pay well for current skills.&rdquo;
</blockquote>
<h2 id="Why-an-Employee-Value-Proposition-needs-to-be-the-Total-Value-Proposition" class="wp-block-heading">Why an Employee Value Proposition needs to be the Total Value Proposition</h2>
What emerges from this data is the concept of a &ldquo;Total Value Proposition&rdquo; that extends well beyond the salary figure. While competitive compensation remains necessary, it functions as just one element in a comprehensive retention strategy that must include:
<ul class="wp-block-list">
<li>Meaningful flexibility that acknowledges individual work-style preferences</li>
<li>Clear career development pathways with visible progression opportunities</li>
<li>Quality management that supports rather than hinders employee success</li>
<li>A positive workplace culture that fosters belonging and purpose</li>
<li>Benefits that address holistic employee wellbeing</li>
<li>Skills development that prepares employees for evolving industry demands</li>
</ul>
<h2 id="Why-the-employee-experience-is-your-biggest-strategic-invesment" class="wp-block-heading">Why the employee experience is your biggest strategic investment</h2>
For property businesses facing the prospect of 37% of the workforce considering career changes in 2025, the message is clear: salary increases alone won&rsquo;t solve the retention challenge.
The most successful organisations will be those that strategically invest across the entire employee experience&mdash;from recruitment processes that set accurate expectations to management practices that build engagement, development opportunities that create growth, and cultures that provide meaning beyond the paycheck.
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;What we&rsquo;re consistently finding,&rdquo; says Pete Sheppard, &ldquo;is that firms achieving the highest retention rates aren&rsquo;t necessarily the highest payers. They&rsquo;re the ones taking a holistic view of the employment relationship&mdash;understanding that while competitive compensation opens the door, it&rsquo;s the total experience that makes people stay. In 2025&rsquo;s competitive talent landscape, that distinction will separate the winners from those constantly refilling their talent pipeline.&rdquo;
</blockquote>
In a market where talent is increasingly willing to move, the winners won&rsquo;t simply be those who pay the most, but those who create environments where employees feel valued, supported, and positioned for future success.

Beyond the paycheck: Why top compensation alone won’t retain your best talent

RPO, or recruitment process outsourcing, can help real estate companies grow their business in a number of ways.
Here are a few of the most common benefits:
<ul class="wp-block-list">
<li>Increased efficiency:&nbsp;RPO firms have the expertise and resources to streamline the recruitment process, which can save real estate companies time and money.</li>
<li>Improved candidate experience:&nbsp;RPO firms can help real estate companies create a positive candidate experience, which can attract and retain top talent.</li>
<li>Reduced risk:&nbsp;RPO firms can help real estate companies reduce the risk of hiring the wrong candidate by conducting thorough background checks and reference checks.</li>
<li>Increased compliance:&nbsp;RPO firms can help real estate companies stay compliant with all applicable employment laws.</li>
<li>Access to talent:&nbsp;RPO firms have access to a wider pool of talent than most real estate companies, which can help them find the best candidates for the job.</li>
</ul>
Overall, RPO can be a valuable tool for real estate companies that are looking to grow their business. By partnering with an experienced RPO firm, real estate companies can save time, money, and risk, while also improving their candidate experience and access to talent.
Here are some specific examples of how RPO has helped real estate companies grow their business:
<ul class="wp-block-list">
<li>A large real estate company was struggling to find qualified agents to fill open positions. After partnering with an RPO firm, the company was able to reduce its hiring time by 50% and increase its hiring rate by 20%.</li>
<li>A small real estate company was having trouble attracting top talent. After partnering with an RPO firm, the company was able to create a more positive candidate experience and attract top talent from other real estate companies.</li>
<li>A real estate company was facing a lawsuit for violating employment laws. After partnering with an RPO firm, the company was able to stay compliant with all applicable employment laws and avoid a costly lawsuit.</li>
</ul>
These are just a few examples of how RPO can help real estate companies grow their business. If you are a real estate company that is looking to grow your business, RPO is a valuable tool that you should consider and Hintel would love to learn more about your business.

How can RPO help real estate companies grow their business?

Recruitment process outsourcing (RPO) has been growing in popularity as an effective solution for managing talent acquisition. As we look ahead to the remainder of 2023, here are some trends and predictions for the future of RPO:
<ol class="wp-block-list">
<li>Increasing use of technology:&nbsp;Technology will continue to play a major role in the evolution of RPO. AI-powered recruitment tools will become more widely used to automate repetitive and time-consuming tasks, such as candidate screening and scheduling. This will enable RPO providers to deliver a faster and more efficient recruitment process.</li>
<li>Greater focus on candidate experience:&nbsp;Candidate experience will continue to be a key focus for RPO providers. The best RPO providers will put a strong emphasis on creating a positive candidate experience throughout the recruitment process, from the initial job application to the final job offer. This will help to attract and retain top talent.</li>
<li>More flexible solutions: As the workforce becomes increasingly diverse, RPO providers will need to offer more flexible solutions to meet the needs of their clients. This may include a range of recruitment models, such as project-based, on-demand, or shared services.</li>
<li>Increased emphasis on diversity and inclusion:&nbsp;Diversity and inclusion will continue to be a major focus for RPO providers. Companies will increasingly look to RPO providers to help them build more diverse and inclusive workforces. This will require RPO providers to develop innovative strategies for attracting diverse candidates and eliminating bias from the recruitment process.</li>
<li>Growing demand for global RPO solutions:&nbsp;As companies become more global, there will be a growing demand for RPO solutions that can operate across multiple countries and regions. This will require RPO providers to have a strong global presence and the ability to navigate different cultures and employment laws.</li>
</ol>
AI-powered recruitment tools, project-based or shared services, and global presence will be important factors in delivering faster, efficient, and diverse recruitment processes that attract and retain top talent. RPO providers will play a critical role in helping companies build more diverse and inclusive workforces, as well as navigate different cultures and employment laws in an increasingly globalized world.
If you&rsquo;d like to learn how Hintel can support your hiring process, you can&nbsp;<a href="https://www.hintel.co.uk/contact-us/">contact us directly here.</a>

The Future of RPO: Trends and Predictions for 2023

We all have conscious problems we want to resolve. A lot of them revolve around money and more specifically, saving money. We buy rail season tickets, move debt on to interest free credit cards, buy a certain product because its on offer that week. If we&rsquo;re not shopping around for all of our insurances, we&rsquo;re mocked by a nearest and dearest who got &ldquo;a better deal&rdquo;. Then there are costs where we don&rsquo;t hold the data or knowledge to easily be able to compare price vs value:
How much to plaster my wall?
&pound;2700.
Can I get a breakdown of that please?
Sure, to do the job is &pound;2700 and to not do the job is &pound;0
Being constantly told that we are doing things the wrong way and the damage that can do to relationships is not lost on me as a father of 2 independent pre-teens. So how do we open up these sensitive topics without looking like we know a business better than its own leadership team. The short answer is to first admit that we don&rsquo;t. We can ask good questions and show genuine interest in what makes an organisation attractive to potential candidates but until we get into the detail its often hypothetical.
Add to all of this that even if you can identify a problem, you then need to convince the decision maker that it is worth their while fixing it. When it comes to outsourcing their recruitment, I believe that if you can demonstrate 3 things to a potential client you have much more chance of progressing the conversation:
<ol class="wp-block-list" type="1">
<li>They can save money &ndash; This may not be on recruitment fees alone. For example, if a typical London estate agency can retain just one extra member of their team a year, they will save/generate over &pound;100k in upside for the business.</li>
<li>Demonstrate expertise beyond those they can employ directly &ndash; One of the biggest drivers to outsource has to be the recognition that your team of experts offers more than an internal recruiter can on their own, no matter how good they are.</li>
<li>That you and your business can be trusted &ndash; These are long term investments which are significant in value. There has to be absolute trust backed up with contractual protection (which comes later in the process) if the outsourced provider fails to meet certain standards</li>
</ol>
We&rsquo;re asking to look under the bonnet of a businesses operations to find a problem that we will then advise we can fix. All well meaning and of course I truly believe that a quality outsource provider has access to a greater depth of skills compared to a lot of company&rsquo;s internal capabilities. We are also very often more easily able to invest in the improvement of the recruitment process.
We like to work with data in the first instance. It&rsquo;s a single source of the truth and good or bad its often less emotive to deal with. The key is then demonstrating what improving this data does for the individual. The skill of understanding the different motivations of your buyer (HR, Procurement, Business Owner etc) will be begin the reassuringly long process of building that trust.
If you&rsquo;d like to be the first to peak into some of your potential problems and would like someone who is on your side no matter what the data tells us, then&nbsp;<a href="https://calendly.com/dsrpo/30min">book in a call here.</a>

What’s your problem?

<h1 class="wp-block-heading">Business overview</h1>
The client is recognised as one of the UK&rsquo;s premier advisors in real estate, operating as a key function within a globally recognised real estate advisory firm. As part of a strategic growth initiative, the business sought to significantly expand its team to meet the increasing demand for their services and capitalise on market opportunities.
<h2 class="wp-block-heading">The challenge</h2>
The business embarked on an ambitious growth strategy with the aim to increase their headcount by 300%. The project was structured in three distinct phases, with each phase requiring the recruitment of 25 new specialists, for a total of approximately 75 specialist hires over an 18-24 month period.
The business recognised that their current internal capability did not have the resources to drive a hiring programme of this scale and complexity. They needed a partner who could design and implement a comprehensive recruitment strategy that would deliver high-quality talent consistently over the project duration.
<h2 class="wp-block-heading">Project requirements</h2>
The project was established with clear objectives from the outset:
<ul class="wp-block-list">
<li>Deliver through a partnership with Hintel, who would have full accountability for the programme</li>
<li>Hire only the best quality talent, delivered with rigour and governance</li>
<li>Hire to a clearly defined set of role priorities</li>
<li>Implement a simple and clear process for all concerned, with well-defined responsibilities</li>
<li>Deliver an outstanding candidate experience</li>
<li>Create and communicate a market-leading and compelling message for the client</li>
<li>Continue to build upon the successful partnership between Hintel and the client</li>
</ul>
<h2 class="wp-block-heading">Our approach</h2>
<h3 class="wp-block-heading">Comprehensive market research</h3>
After an initial period of design and discovery, the team utilised the capability of its Data &amp; Research function to conduct an extensive market analysis. This involved identifying every qualified financial specialist in the UK that matched pre-determined criteria. Through this thorough approach, the team identified more than 1,100 potentially suitable candidates, creating a robust talent pool from which to source.
<h3 class="wp-block-heading">Dedicated delivery team</h3>
Understanding the scale and importance of the project, Hintel&rsquo;s delivery team built an in-house task team dedicated exclusively to this recruitment initiative. This specialised team worked on the project five days a week, ensuring consistent focus and momentum throughout the project lifecycle.
<h3 class="wp-block-heading">Structured phased implementation</h3>
The project was strategically divided into three phases, with each phase targeting the recruitment of 25 specialists. This phased approach allowed for:
<ul class="wp-block-list">
<li>Controlled integration of new hires into the organisation</li>
<li>Opportunity to refine the recruitment process based on early feedback</li>
<li>Manageable onboarding of new team members</li>
<li>Steady progress toward the overall headcount goal</li>
</ul>
<h2 class="wp-block-heading">Results</h2>
The project has demonstrated remarkable success:
<ul class="wp-block-list">
<li>Phase 1 was successfully completed on time and on budget</li>
<li>The impact of the project exceeded forecast revenue expectations</li>
<li>Phase 2 reached the final stages of completion as planned</li>
<li>Both firms are now preparing for the concluding phase of the project</li>
</ul>
The success of this initiative is further validated by client testimonial. The Managing Partner at the client organisation stated:
&ldquo;We engaged Hintel to drive a strategic growth project for us which was a great success. So much so, that we have subsequently rolled out two further projects to similar success. We enjoy working with the team at Hintel as they are trustworthy, determined and clearly care about our business and making a difference.&rdquo;
<h2 class="wp-block-heading">Key success factors</h2>
Several factors contributed to the exceptional results of this recruitment project:
<ol class="wp-block-list">
<li>Data-driven approach: Utilising advanced research capabilities to identify a comprehensive pool of qualified candidates</li>
<li>Dedicated resources: Creating a specialised task team focused exclusively on delivering project objectives</li>
<li>Clear governance: Establishing well-defined processes and responsibilities from the outset</li>
<li>Partnership mentality: Building upon an existing successful relationship to ensure alignment on goals and expectations</li>
<li>Long-term vision: Implementing a phased approach that allowed for sustainable growth and integration</li>
</ol>
This case study demonstrates the effectiveness of a strategic, well-executed recruitment partnership in achieving ambitious growth objectives. By combining market expertise, dedicated resources, and a structured methodology, Hintel successfully delivered a transformational talent acquisition programme that has positioned the client for continued success.

How to grow your real estate firm by 300%

Webster&rsquo;s Dictionary describes it as Railway Post Office &ndash; so even they don&rsquo;t know what it is.
Most of the articles I have read talk about what RPO or recruitment process outsourcing is, from the perspective of the solution provider. I&rsquo;d like to try and articulate what it is to you, the buyer.
Outsourcing part or all of your recruitment function in the same way you would outsource IT support, HR consultancy, building maintenance etc. So why is it often so much harder to convince a business that this type of outsourcing is a smart move compared to the others?
*insert silver bullet sentence here*
I can&rsquo;t be sure but here&rsquo;s my attempt to explain it.
IT support is business-critical no matter how large or small you are, website management, email security, network support and typically the demand exceeds internal resources or that resource wishes to focus on strategic progression instead of day-to-day IT issues.
Equally, this world of technical dark arts can feel very alien to the recipient, we share our screen and let an expert do their work. Dealing with electrical or mechanical maintenance in your offices, there is a general acceptance that we don&rsquo;t have the relevant qualifications or experience to stop us from getting electrocuted.
Then we come to recruitment, low barrier to entry, a market that has seen the addition of c.40,000 agencies in the past 20 years. Are we left with the impression that anybody can do it?
Probably, so we&nbsp;must&nbsp;be better at articulating our value and I have absolutely no doubt that there is value to be had.
Anyway, back to what it means to you if you choose to outsource your recruitment in some way. In a similar way that a branding consultant brings your thoughts to life, I believe a quality outsourcing provider builds a process and experience that would be time-consuming and costly to deliver internally.
Taking away all of the headaches that come with a supply chain review, process mapping/documenting, technology investment etc. The results of which create a fantastic function that the client sponsor should have credit for. In most cases, there will be a cost-saving delivery which, if you work in procurement, will often be a prerequisite for buying any solution.
Beyond the headline savings, training and process documentation I believe the most exciting part of an outsourcing relationship is &ldquo;what else&rdquo;. What can we build that attracts apprentices, graduates and &ldquo;second jobbers&rdquo;? How do you make career paths across the business transparent, what educational commitment can be made from both employee and employer to achieve a long-term career goal?
Outsourced providers bring experience, and economies of scale but, perhaps most importantly, they bring a cross-section of expertise that creates a true recruitment function. One that understands it&rsquo;s about you, your business and aiding its success.
Maybe we can help you build recruitment 2.0 in your company and take a good few items off your to-do list&hellip;.
If you want to learn more about how Hintel can support your hiring process, you can email me directly at&nbsp;<a href="mailto:pete@hintel.com">pete@hintel.com</a>.

What is RPO?

Who. Is. Hintel?
As part of our&nbsp;Building Tomorrow Together&nbsp;series, we&rsquo;re saying H! to our leadership team; the people behind the data, the people behind the words, and the people behind our business. Each leader has walked a different path in life and provide unique expertise to our service offering. They might have their own specialism, but they all have one thing in common: they&rsquo;re passionate about people.
Third to be featured in the series is Pete Sheppard, Managing Director of Hintel.
<ul class="wp-block-list">
<li>Talk to us about your experience in talent solutions and recruitment.</li>
</ul>
I began my recruiting career supporting Trades, Labour, and Machine Operatives within the construction sector before spearheading a recruitment outsourcing contract that had an annual temporary labour spend of &pound;50m.
For the last 8 years, I&rsquo;ve had a strong focus on improving an employer&rsquo;s recruitment process; ensuring all workers are compliant with UK legislation and delivering cost savings across multi-year contracts.
<ul class="wp-block-list">
<li>What&rsquo;s your greatest client success story?</li>
</ul>
The achievement I am most proud of was a recruitment outsourcing programme that supported a national housebuilder to create their internal recruitment team. The existing function hadn&rsquo;t been providing a positive experience for everyone involved, hiring managers, prospective employees and suppliers. Many suitable candidates were also missing out on opportunities because the process needed some improvement.
By using technology to offer transparency throughout the process I was able to improve brand awareness and employer reputation, reduce the number of engaged suppliers and attract a significant number of new employees directly from the freshly built careers page.
<ul class="wp-block-list">
<li>Who had the greatest influence on your early career?</li>
</ul>
I&rsquo;ve been fortunate enough to have several strong managers. Those I&rsquo;ve tried to model my management style on were the ones who were honest about the areas I needed to improve, praised the skills I had developed and encouraged me to take on more complex responsibilities while they provided the safety net.
<ul class="wp-block-list">
<li>What&rsquo;s the greatest asset you can offer Hintel customers?</li>
</ul>
Throughout my career, I have thrived on problem-solving. The fundamentals of an outsourcing solution are generic. It&rsquo;s how you identify, communicate, and fix the unique challenges a business has. If I&rsquo;m on your team, then I want to hear about all the issues requiring short- and long-term resolutions.
<ul class="wp-block-list">
<li>If you had 10 minutes alone with the Prime Minister &ndash; what would you say to them?</li>
</ul>
The moment they took office they have been subject to the greatest levels of temptation they have ever had. But if they can keep their integrity in check, they could leave office as the most respected leader in modern times.
I&rsquo;m not much of a political commentator but I don&rsquo;t think I&rsquo;m alone in feeling like the whole country would benefit from greater honesty when in post.
For this to happen, we would need a change in media reporting style. As it stands articles and interviews dominantly focus on the negative aspects of a situation leaving positive elements underreported.

Meet our leadership team: Pete Sheppard

In this latest success story, we dive into the journey of one of our valued clients who was looking to expand their presence within a market they were already established in. Despite having a foothold in the location, they were eager to scale their operations further and capitalise on untapped opportunities within the same region. Through strategic collaboration and innovative solutions, we were able to help them unlock their growth potential and achieve their expansion goals.
The partner
Hintel&rsquo;s partner has strategically established offices in Dubai and Saudi Arabia, delivering integrated residential and commercial real estate transaction, consultancy, and management services across the United Arab Emirates, the Middle East, and beyond for over 12 years.
As a leading privately owned property consultancy, they take a long-term approach, prioritising strong client relationships and offering a service that combines local expertise with global insights.
Building on previous collaborations with the deverellsmith group in the UK, the organisation partnered with Hintel to spearhead expansion efforts in the Middle East.
The Project Team
The project team was structured to ensure seamless execution and optimal outcomes. A dedicated Account Manager served as the primary point of contact and was embedded within our partner&rsquo;s team and culture, providing consistent support and acting as a central resource for all project-related needs.
Meanwhile, the Regional Managing Director took on an oversight role, closely monitoring the project&rsquo;s progress to ensure that established timeframes were adhered to, the quality of hires met the highest standards, and all activities remained within the allocated budget. This collaborative approach ensured efficiency, accountability, and successful delivery.
<figure class="wp-block-table">
<table class="has-fixed-layout">
<tbody>
<tr>
<td>Roles</td>
<td>Time period</td>
<td>Areas of recruitment</td>
<td>Level</td>
</tr>
<tr>
<td>30</td>
<td>18 months</td>
<td>Executive positions and prime sales team</td>
<td>Senior/Principal Client Advisors and Associate Partners</td>
</tr>
</tbody>
</table>
</figure>
Project Breakdown
Phase One:&nbsp;The initial phase centred on recruiting executive-level positions tasked with leading and driving the region&rsquo;s growth initiatives.
Phase Two:&nbsp;After successfully onboarding the executives, Hintel&rsquo;s dedicated task team was directed to focus on building the Prime Sales team, ensuring alignment with the region&rsquo;s strategic objectives.
Project Challenge In the region, the brand did not hold the same level of prestige as it does in other territories. Additionally, with the team undergoing personnel change, prospective candidates were cautious of being onboarded prior to see some of the alterations materialise. The recruitment team and client had to create a plan to evidence all the positive changes being delivered across the organisation.
Project Solutions
Advisory Service&nbsp;&ndash; To educate the leadership team with accurate salary, employee benefits, and package benchmarking data.
Embedded Talent Partner&nbsp;&ndash; An appointed recruitment professional integrates with our partners team (in this case as the sole internal recruitment function), adopting the culture and processes to provide tailored ongoing hiring support.
Data &amp; Research&ndash; After the entire market was mapped and prospective candidates were identified, the team undertook a rigorous vetting process to sell the opportunity and attract the highest calibre of talent.
Project Outcomes
<ul class="wp-block-list">
<li>40 shortlisted candidates moved to the interview stage</li>
<li>130%&nbsp;growth within the team</li>
<li>100% completion on executive search placements</li>
</ul>
If your business is looking to scale or expand into a new region, feel free to reach out to us for a complimentary consultation. We&rsquo;d be happy to discuss how we can support your growth.&nbsp;<a href="https://www.hintel.co.uk/contact-us/">Contact us here to schedule your meeting.</a>
<footer class="author-bio-section">
<div class="author-flex">
<div class="author-image">&nbsp;</div>
<div class="author-info">
<div class="author-name">Laura Croggon</div>
</div>
</div>
</footer>

Success story: How to grow your team by 130% in one Quarter

If you&rsquo;re considering a career move in real estate, there&rsquo;s no better place to set your sights on than Dubai. With record-breaking sales and growing market demand, the City of Gold offers unparalleled opportunities for professionals in the industry. Here&rsquo;s why Dubai should be your next step:
<figure class="wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio">
<div class="wp-block-embed__wrapper"><iframe class="iframe-embed" title="Find a Real Estate Job in Dubai" src="https://www.youtube.com/embed/3ya7VMTxI18?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen="allowfullscreen" referrerpolicy="strict-origin-when-cross-origin" data-aspectratio="0.56"></iframe></div>
</figure>
<h4 class="wp-block-heading">Growing Market Demand</h4>
Dubai&rsquo;s property market is on a remarkable growth trajectory, driven by an influx of international investors, expats, and high-net-worth individuals (HNWIs). The appeal is clear: Dubai offers an exceptional lifestyle, world-class infrastructure, and a robust economy.
One of the biggest draws for investors is the city&rsquo;s exceptional rental yields, which average up to 9%. Compare that to the UK, where average rental yields hover between 3-5%, and the benefits become undeniable. These impressive returns are underpinned by a thriving market that just saw a historic high&mdash;over 47,000 transactions worth $38.6 billion in Q3 2024 alone. This record-breaking quarter is a testament to the confidence investors have in Dubai&rsquo;s real estate market.
<h4 class="wp-block-heading">World-Class Projects</h4>
Dubai continues to redefine luxury living, offering a wealth of high-end properties and iconic developments. From mega-projects to over 70 branded residences, including prestigious names like Bulgari, Armani Beach, and Six Senses, the city&rsquo;s real estate landscape is a playground for innovation and luxury.
Property prices in Dubai rose by approximately 20% in 2024, reflecting the sustained demand and premium value of the city&rsquo;s real estate offerings. These world-class developments present real estate professionals with endless opportunities to market unique and high-value properties to a global clientele.
<h4 class="wp-block-heading">Tax-Free Income</h4>
One of Dubai&rsquo;s most attractive perks for professionals is its tax-free environment. With zero income tax, no capital gains tax, and no wealth or inheritance taxes, real estate professionals can maximise their earnings and enjoy a significant financial advantage.
<h4 class="wp-block-heading">Unmatched Earning Potential</h4>
In Dubai&rsquo;s thriving market, brokers typically charge fees ranging from 2% to 5% of a property&rsquo;s sale price, earning between 50% and 70% of the total commission. Consider this: on a 10 million AED property sale with a 3% commission, the total commission would be 300,000 AED. With a standard broker split, you&rsquo;d take home at least 150,000 AED, which equates to over &pound;30,000&mdash;a remarkable earning for a single transaction.
For those who are willing to put in the hard work, Dubai&rsquo;s booming property market offers life-changing potential. Whether you&rsquo;re closing deals on luxurious branded residences or connecting international investors with lucrative opportunities, the rewards are unmatched.
<h4 class="wp-block-heading">The Opportunity is Now</h4>
Dubai&rsquo;s real estate market offers not only immediate financial benefits but also a platform for long-term growth and career success. With the city&rsquo;s ambitious developments, investor confidence, and exceptional earning potential, there has never been a better time to build your career in real estate in Dubai.
Are you ready to take the leap and join one of the world&rsquo;s most dynamic real estate markets? The City of Gold awaits. Register your details below to speak with a consultant confidentially.
<div>&nbsp;</div>
<footer class="author-bio-section">
<div class="author-flex">
<div class="author-image">&nbsp;</div>
<div class="author-info">
<div class="author-name">Laura Croggon</div>
</div>
</div>
<div class="authorbox-social-icons">&nbsp;</div>
</footer>

Why choose Dubai as your next destination for your career in Real Estate

If you&rsquo;re considering a career move in real estate, there&rsquo;s no better place to set your sights on than Dubai. With record-breaking sales and growing market demand, the City of Gold offers unparalleled opportunities for professionals in the industry. Here&rsquo;s why Dubai should be your next step:
<figure class="wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio">
<div class="wp-block-embed__wrapper"><iframe class="iframe-embed" title="Find a Real Estate Job in Dubai" src="https://www.youtube.com/embed/3ya7VMTxI18?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen="allowfullscreen" referrerpolicy="strict-origin-when-cross-origin" data-aspectratio="0.56"></iframe></div>
</figure>
<h4 class="wp-block-heading">Growing Market Demand</h4>
Dubai&rsquo;s property market is on a remarkable growth trajectory, driven by an influx of international investors, expats, and high-net-worth individuals (HNWIs). The appeal is clear: Dubai offers an exceptional lifestyle, world-class infrastructure, and a robust economy.
One of the biggest draws for investors is the city&rsquo;s exceptional rental yields, which average up to 9%. Compare that to the UK, where average rental yields hover between 3-5%, and the benefits become undeniable. These impressive returns are underpinned by a thriving market that just saw a historic high&mdash;over 47,000 transactions worth $38.6 billion in Q3 2024 alone. This record-breaking quarter is a testament to the confidence investors have in Dubai&rsquo;s real estate market.
<h4 class="wp-block-heading">World-Class Projects</h4>
Dubai continues to redefine luxury living, offering a wealth of high-end properties and iconic developments. From mega-projects to over 70 branded residences, including prestigious names like Bulgari, Armani Beach, and Six Senses, the city&rsquo;s real estate landscape is a playground for innovation and luxury.
Property prices in Dubai rose by approximately 20% in 2024, reflecting the sustained demand and premium value of the city&rsquo;s real estate offerings. These world-class developments present real estate professionals with endless opportunities to market unique and high-value properties to a global clientele.
<h4 class="wp-block-heading">Tax-Free Income</h4>
One of Dubai&rsquo;s most attractive perks for professionals is its tax-free environment. With zero income tax, no capital gains tax, and no wealth or inheritance taxes, real estate professionals can maximise their earnings and enjoy a significant financial advantage.
<h4 class="wp-block-heading">Unmatched Earning Potential</h4>
In Dubai&rsquo;s thriving market, brokers typically charge fees ranging from 2% to 5% of a property&rsquo;s sale price, earning between 50% and 70% of the total commission. Consider this: on a 10 million AED property sale with a 3% commission, the total commission would be 300,000 AED. With a standard broker split, you&rsquo;d take home at least 150,000 AED, which equates to over &pound;30,000&mdash;a remarkable earning for a single transaction.
For those who are willing to put in the hard work, Dubai&rsquo;s booming property market offers life-changing potential. Whether you&rsquo;re closing deals on luxurious branded residences or connecting international investors with lucrative opportunities, the rewards are unmatched.
<h4 class="wp-block-heading">The Opportunity is Now</h4>
Dubai&rsquo;s real estate market offers not only immediate financial benefits but also a platform for long-term growth and career success. With the city&rsquo;s ambitious developments, investor confidence, and exceptional earning potential, there has never been a better time to build your career in real estate in Dubai.
Are you ready to take the leap and join one of the world&rsquo;s most dynamic real estate markets? The City of Gold awaits. Register your details below to speak with a consultant confidentially.

I recently came across the People Management article&nbsp;&ldquo;<a href="https://www.peoplemanagement.co.uk/article/1894451/dpd-driver-wins-20k-tribunal-colleagues-gossiped-four-day-work-week">DPD Driver Wins &pound;20k in Tribunal After Colleagues &lsquo;Gossiped&rsquo; About Four-Day Work Week.</a>&rdquo;&nbsp;As someone preparing to go on paternity leave in the new year, it was disheartening to read about such a negative outcome stemming from what should have been a progressive step toward challenging traditional gender norms.
This article explores both the positive and negative aspects of a large corporation&rsquo;s processes, including poor management of staff following key decisions. The case centres around an employee who requested a compressed work schedule, proposing to work four 10-hour shifts from Monday to Thursday, allowing them to take Fridays off to care for their newborn. While the business approved this reasonable request, the article reveals management&rsquo;s dissatisfaction with the decision, highlighting a flaw in the HR process. Specifically, it demonstrates a lack of alignment and communication with management to ensure they were fully supportive of the outcome.
Exploring the risks of poor HR practices
Compounding the issue, a breach of confidentiality occurred. Information about the employee&rsquo;s reduced work schedule was disclosed to colleagues, leading to a hostile work environment. This breach not only violated the employee&rsquo;s privacy but also fostered resentment among coworkers. The toxic workplace atmosphere ultimately forced the employee to resign. They later pursued legal action against the organisation, citing constructive dismissal &mdash; arguing they had no choice but to resign due to the hostile environment. The case was further supported by evidence of a breach of contract, as the employer failed to maintain confidentiality as required.
The tribunal ruled in favour of the employee, awarding &pound;20,000 in compensation on top of additional legal costs. This case underscores the risks organisations face, even when attempting to accommodate employees, if such decisions are not managed effectively.
Preventing an Employee Tribunal case
When management became aware of the gossip and mistreatment resulting from the decision, there was an opportunity to intervene and mitigate the situation. Unfortunately, management&rsquo;s lack of support for the compressed work schedule appears to have allowed the hostility to persist. This inaction provided sufficient evidence for the tribunal to conclude that the employee had been treated unfairly.
Workplace bias in flexible working arrangements
The article also notes that the employee faced an increased workload within their reduced working days compared to their previous schedule. This suggests retaliation, with management or colleagues perceiving the employee as &ldquo;getting off lightly&rdquo; by working only four days a week instead of five. Such behaviour reflects outdated attitudes about workplace roles, particularly concerning family dynamics. In today&rsquo;s world, many families rely on dual incomes, and caregiving responsibilities are often shared equally. Decisions about flexible working arrangements are typically driven by practical and financial considerations, not outdated gender norms.
Finally, this case highlights a disappointing instance of gender-based discrimination. The tribunal rightly pointed out that a female employee requesting similar flexibility would likely not have faced the same backlash. Instead of celebrating a positive example of a male employee seeking work-life balance, the organisation failed to foster an inclusive and supportive environment. This reflects a broader need for workplaces to adapt to modern realities and ensure fair treatment for all employees, regardless of gender.
Progression in gender norms should be celebrated and not result in an Employment Tribunal. Here are my 5 steps to ensure your business makes the right steps forward:
<ul class="wp-block-list">
<li>Stay informed: Keep management informed about policy changes and the support expected from the business in relation to those updates.</li>
<li>Use inclusive language: Ensure policies are written in neutral, inclusive language and communicated to all staff as applicable.</li>
<li>Provide clear channels: Provide accessible channels for staff to raise concerns regarding unfair treatment of themselves or others within the business.</li>
<li>Celebrate success: Celebrate, where appropriate, the successful implementation of inclusive policies (e.g., sabbaticals, flexible working, job sharing).</li>
<li>Monitor &amp; adapt: Regularly assess the adoption of specific policies and gather feedback from employees to understand which initiatives would benefit them most.</li>
</ul>

When flexibility fails: Lessons in mismanagement, discrimination, and workplace culture

I recently came across the People Management article&nbsp;&ldquo;<a href="https://www.peoplemanagement.co.uk/article/1894451/dpd-driver-wins-20k-tribunal-colleagues-gossiped-four-day-work-week">DPD Driver Wins &pound;20k in Tribunal After Colleagues &lsquo;Gossiped&rsquo; About Four-Day Work Week.</a>&rdquo;&nbsp;As someone preparing to go on paternity leave in the new year, it was disheartening to read about such a negative outcome stemming from what should have been a progressive step toward challenging traditional gender norms.
This article explores both the positive and negative aspects of a large corporation&rsquo;s processes, including poor management of staff following key decisions. The case centres around an employee who requested a compressed work schedule, proposing to work four 10-hour shifts from Monday to Thursday, allowing them to take Fridays off to care for their newborn. While the business approved this reasonable request, the article reveals management&rsquo;s dissatisfaction with the decision, highlighting a flaw in the HR process. Specifically, it demonstrates a lack of alignment and communication with management to ensure they were fully supportive of the outcome.
Exploring the risks of poor HR practices
Compounding the issue, a breach of confidentiality occurred. Information about the employee&rsquo;s reduced work schedule was disclosed to colleagues, leading to a hostile work environment. This breach not only violated the employee&rsquo;s privacy but also fostered resentment among coworkers. The toxic workplace atmosphere ultimately forced the employee to resign. They later pursued legal action against the organisation, citing constructive dismissal &mdash; arguing they had no choice but to resign due to the hostile environment. The case was further supported by evidence of a breach of contract, as the employer failed to maintain confidentiality as required.
The tribunal ruled in favour of the employee, awarding &pound;20,000 in compensation on top of additional legal costs. This case underscores the risks organisations face, even when attempting to accommodate employees, if such decisions are not managed effectively.
Preventing an Employee Tribunal case
When management became aware of the gossip and mistreatment resulting from the decision, there was an opportunity to intervene and mitigate the situation. Unfortunately, management&rsquo;s lack of support for the compressed work schedule appears to have allowed the hostility to persist. This inaction provided sufficient evidence for the tribunal to conclude that the employee had been treated unfairly.
Workplace bias in flexible working arrangements
The article also notes that the employee faced an increased workload within their reduced working days compared to their previous schedule. This suggests retaliation, with management or colleagues perceiving the employee as &ldquo;getting off lightly&rdquo; by working only four days a week instead of five. Such behaviour reflects outdated attitudes about workplace roles, particularly concerning family dynamics. In today&rsquo;s world, many families rely on dual incomes, and caregiving responsibilities are often shared equally. Decisions about flexible working arrangements are typically driven by practical and financial considerations, not outdated gender norms.
Finally, this case highlights a disappointing instance of gender-based discrimination. The tribunal rightly pointed out that a female employee requesting similar flexibility would likely not have faced the same backlash. Instead of celebrating a positive example of a male employee seeking work-life balance, the organisation failed to foster an inclusive and supportive environment. This reflects a broader need for workplaces to adapt to modern realities and ensure fair treatment for all employees, regardless of gender.
Progression in gender norms should be celebrated and not result in an Employment Tribunal. Here are my 5 steps to ensure your business makes the right steps forward:
<ul class="wp-block-list">
<li>Stay informed: Keep management informed about policy changes and the support expected from the business in relation to those updates.</li>
<li>Use inclusive language: Ensure policies are written in neutral, inclusive language and communicated to all staff as applicable.</li>
<li>Provide clear channels: Provide accessible channels for staff to raise concerns regarding unfair treatment of themselves or others within the business.</li>
<li>Celebrate success: Celebrate, where appropriate, the successful implementation of inclusive policies (e.g., sabbaticals, flexible working, job sharing).</li>
<li>Monitor &amp; adapt: Regularly assess the adoption of specific policies and gather feedback from employees to understand which initiatives would benefit them most.</li>
</ul>
<footer class="author-bio-section">
<div class="author-flex">
<div class="author-image"><img class="attachment-90x90 size-90x90" src="https://www.hintel.co.uk/wp-content/uploads/2022/09/Pete-Sheppard-100x100.jpg" alt="" width="90" height="90"></div>
<div class="author-info">
<div class="author-name">Pete Sheppard</div>
A talent solutions expert with two decades of experience in the property industry. The last decade has been dedicated to Recruitment Process Outsourcing solutions, driving employee satisfaction standards and helping identify recruitment savings of up to 40%
</div>
</div>
<div class="authorbox-social-icons">&nbsp;</div>
</footer>

You&rsquo;ve spent a lot of time, money, and resources finding that perfect recruit and with no warning, they are choosing to leave your business. Emotions are high and, in some cases, bridges are burnt during the exit process.
Even if unintentional, staff are treated differently during their notice period.
Bonuses are held back (in line with their employment contract) and in some cases, staff are totally ostracised until they finally walk out the door, never to be heard of again.
When the primary issue that business leaders are raising with Hintel is &lsquo;finding the right talent&rsquo; then this cycle or behaviour needs to be managed and eliminated. So, what is the real issue? The first place to check is the interview and offer process.
Was the new employee lowballed because they were desperate for a new job? Or did you promise them something that you didn&rsquo;t provide? Was the business doing better than you articulated so there was a disparity between what the new starter expected and what they saw?
As I&rsquo;d like to focus on management, then all I would recommend is, to be honest about these questions. Put yourself in the shoes of the employee and ask if you would stick around if this was your first week/month/year. It may be a very different experience from the one you enjoyed.
Depending on your sector of the industry, management can come with a variety of backstories. If you are in a sales environment, then it&rsquo;s likely you are a top performer who can hopefully inspire others to follow suit. In a non-sales environment, owning more technical expertise, holding higher qualification levels and a general desire to manage can be the starting point.
I&rsquo;d like to shine a light on the initial selection process of the manager in your business and the skills they require to develop.
Whilst not exhaustive, the questions below are a good starting point to understand your management and organisational landscape.
<ul class="wp-block-list">
<li>How long does it typically take for an employee to progress to management level?</li>
<li>What is the background of your most successful manager?</li>
<li>Which manager needs the most development and why?</li>
<li>Is there any correlation between attrition levels and manager competence?</li>
</ul>
Managers require a natural empathy coupled with a genuine desire to spend their time improving the skills of their colleagues. If you know deep down that the person you&rsquo;re considering doesn&rsquo;t have that organic desire then find an alternative career path for them.
It&rsquo;s better for them and certainly better for anyone who may be managed by them. But how do you find this out? Regardless of whether they are a new hire or an existing employee the key remains evidence.
What, in either their personal or professional life demonstrates that they have put others ahead of themselves and shared their knowledge to benefit others? What evidence would you offer up?
Having found your manager, give them the freedom to manage in their own style but under a structured framework. Has the business provided base templates for appraisals, are there set promotional criteria that they can manage their team by?
Without these tools, there will be more decisions made on emotion or gut feeling rather than evidence. The most liked employee may not be the one that needs the most praise and attention.
Employees often tell managers they want to be trained so ensure your managers have the time to coach or educate their staff. Allocating a designated time for upskilling will allow the employee to have real clarity and a roadmap in place to progress.
This is not for day-to-day queries, referrals, or escalations. It can be sharing experiences or working through technical detail that just hasn&rsquo;t sunk to date. The added benefit this has is it gives managers a platform to build a relationship on, instills respect between both manager and employee, and the fact that the more someone sees you have a genuine interest in their improvement, they will open up more on what help they need and work at a higher productivity level.
In return for the manager&rsquo;s consistency, a manager needs to feel secure to make mistakes. They will make a call that loses a customer, they will be unable to work with every member of their team to drive success at every hour of the day. However, unless you sign up to the concept that it&rsquo;s quicker to chuck both bath water and baby out of the water then your overall foundations will reward you.
Think about your management selection process, and be brutally honest about the person you want to progress, being a manager just might not be the right route for certain staff members.
Build a solid foundation with uniform management training where the fundamental company expectations are delivered along with the tool kit to meet those standards. Be clear that the role evolves as the skills and dynamics of the team change. Work with them to ask questions, your employees will tell you a lot of things if you just ask and are prepared to listen. Then, when the inevitable happens and you lose that treasured employee to one of your competitors, you&rsquo;ll all be able to sit in a room together and go &ldquo;well it wasn&rsquo;t my fault was it&hellip;&rdquo;

Attrition – How employees are leaving your manager as much as your business

Following on from Hintel&rsquo;s recent summary on the government&rsquo;s mini-budget &ndash; and the fallout from the budget itself &ndash; upon reflection, it is on balance, marginally easier to be a finance director for a business than the Chancellor of the Exchequer for the country.
The mayhem that followed the mini-budget reinforced a number of fundamental operating principles for me. Firstly, surprises given or received by financial personnel will never be well received, secondly, as Finance Director (or Chancellor in this case!), gathering consensus from others which are underpinned by data and facts to ensure strategy alignment is critical, before delivering any major announcements.
This leads to my next point, the chaos caused by the mini-budget announcement seems to have generated an unforeseen consequence of mixed messaging and rushed decision-making. The generally accepted good news around employer costs, energy assistance and real estate incentives were completely lost by including an unpopular change of a higher rate tax cut. Like everybody, having watched the chaos unfold in the short term it reinforced for me the rule book that I have tried to operate with for many years&hellip;
<ul class="wp-block-list">
<li>Operate proactively within the senior leadership team and obtain consensus and backing on major decisions to present a united front to the business. A business leader, or in this case the Chancellor, has limited authority and influence if they simply become a messenger without an independent voice.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>Decisions need to be data led and preferably benchmarked against independent data. The days of leadership by making a decision that will not be challenged by the business are a distant memory, but nobody usually argues with data and facts when it comes to initiatives. This also applies to the Chancellor of the Exchequer with the swift U-turn.</li>
</ul>
<ul class="wp-block-list">
<li>If available, look at precedents and how history judged similar decisions. There are very few original decisions to be made that have not already been successfully or unsuccessfully made previously. In the case of the budget, there is a strong precedent with Ted Heath&rsquo;s dash for growth in the 1970s &ndash; it did not end well!</li>
</ul>
<ul class="wp-block-list">
<li>Try hard not to operate in a bubble of spreadsheets, forecasts and budgets and stay in touch with business leaders at all levels.</li>
</ul>
<ul class="wp-block-list">
<li>Ensure that decisions are supported by forecasts that can assess the impact of investment and change. This enables decisions to be explained to the business and stakeholders and take opinions in advance of the launch of a major initiative.</li>
</ul>
<ul class="wp-block-list">
<li>It is impossible to predict all unintended consequences of a decision but taking opinions from a variety of different sources will reduce the risk of a poorly executed plan. &nbsp;</li>
</ul>
We will now be dealing with the fallout from the mini-budget for many years and sometimes the moment calls for a bold statement of intent. My advice, for what it is worth, would be to leave the headline statements to the MD, CEO or in the case of the budget, to the Prime Minister!
The role of the FD or senior finance person in any organisation is to provide as a minimum, consistency, and trust that we are stewarding the assets of the company and stakeholders.

The FD’s perspective: How to decide and deliver on a key business announcement

<h3 class="wp-block-heading">In the complex world of employment law, one misstep in the dismissal process can lead to costly consequences for businesses. A recent case involving a care worker accused of murder serves as a stark reminder of the importance of following proper procedures when letting an employee go.</h3>
The tribunal case: A costly oversight
The care worker in question was accused of a serious crime, yet their dismissal was later ruled unfair by an employment tribunal. The reason? The company failed to follow the correct procedures during the investigation and dismissal process. As a result, the organization found itself embroiled in a legal battle that racked up tens of thousands of pounds in legal fees.
Initially, the tribunal awarded the care worker &pound;2,000 in compensation. However, this sum was later reduced to zero. The judge acknowledged that, had the company&rsquo;s HR department conducted the dismissal process correctly, they likely would have been justified in their decision to terminate the employee.
This case highlights more than just a financial burden; it also points to a significant distraction from the company&rsquo;s core business. The time and resources that were diverted to handle this tribunal could have been avoided if the proper procedures had been followed from the start.
The lesson: Following the right dismissal process&nbsp;by HR
So, what can businesses learn from this situation? The key takeaway is the critical importance of adhering to a fair and thorough dismissal process, regardless of how clear-cut a case may seem. Skipping steps or failing to involve the right people can have serious repercussions.
Here&rsquo;s what businesses should keep in mind:
<ol class="wp-block-list" start="1">
<li>Involve the right experts: Always ensure that the correct individuals are involved in any investigation. This might include expert HR consultants, senior executives, or even external advisors like ACAS. Their expertise can help guide the process and ensure that all legal requirements are met.</li>
<li>Don&rsquo;t rush the process: Even when a dismissal seems straightforward, it&rsquo;s essential to conduct a fair and reasonable investigation. This includes documenting every step and ensuring that the employee is given a chance to respond to any allegations. A well-documented process is your best defense if the dismissal is ever challenged.</li>
<li>Prepare for the unexpected: No business expects to face an employment tribunal, but it&rsquo;s always wise to be prepared. By following the correct procedures, you not only protect your company from potential financial losses but also maintain focus on your core operations, avoiding the distractions that can arise from legal disputes.</li>
</ol>
Protecting your business
Employment tribunals can be costly, both financially and operationally. However, by ensuring that your dismissal process is robust, fair, and well-documented, you can significantly reduce the risk of facing such challenges. Involving the right people and taking the time to follow the correct procedures is not just a legal requirement; it&rsquo;s a crucial step in protecting your business from unnecessary distractions and expenses.
In the end, a fair process isn&rsquo;t just about avoiding penalties&mdash;it&rsquo;s about maintaining the integrity of your business and ensuring that all employees are treated with respect and fairness. This approach not only safeguards your company&rsquo;s reputation but also contributes to a positive workplace culture, where trust and transparency are valued.
<footer class="author-bio-section">
<div class="author-flex">
<div class="author-image"><img class="attachment-90x90 size-90x90" src="https://www.hintel.co.uk/wp-content/uploads/2022/09/Pete-Sheppard-100x100.jpg" alt="" width="90" height="90"></div>
<div class="author-info">
<div class="author-name">Pete Sheppard</div>
A talent solutions expert with two decades of experience in the property industry. The last decade has been dedicated to Recruitment Process Outsourcing solutions, driving employee satisfaction standards and helping identify recruitment savings of up to 40%
</div>
</div>
</footer>

Is your dismissal process strong enough to prevent an employment tribunal?

<h3 class="wp-block-heading">In the complex world of employment law, one misstep in the dismissal process can lead to costly consequences for businesses. A recent case involving a care worker accused of murder serves as a stark reminder of the importance of following proper procedures when letting an employee go.</h3>
The tribunal case: A costly oversight
The care worker in question was accused of a serious crime, yet their dismissal was later ruled unfair by an employment tribunal. The reason? The company failed to follow the correct procedures during the investigation and dismissal process. As a result, the organization found itself embroiled in a legal battle that racked up tens of thousands of pounds in legal fees.
Initially, the tribunal awarded the care worker &pound;2,000 in compensation. However, this sum was later reduced to zero. The judge acknowledged that, had the company&rsquo;s HR department conducted the dismissal process correctly, they likely would have been justified in their decision to terminate the employee.
This case highlights more than just a financial burden; it also points to a significant distraction from the company&rsquo;s core business. The time and resources that were diverted to handle this tribunal could have been avoided if the proper procedures had been followed from the start.
The lesson: Following the right dismissal process&nbsp;by HR
So, what can businesses learn from this situation? The key takeaway is the critical importance of adhering to a fair and thorough dismissal process, regardless of how clear-cut a case may seem. Skipping steps or failing to involve the right people can have serious repercussions.
Here&rsquo;s what businesses should keep in mind:
<ol class="wp-block-list" start="1">
<li>Involve the right experts: Always ensure that the correct individuals are involved in any investigation. This might include expert HR consultants, senior executives, or even external advisors like ACAS. Their expertise can help guide the process and ensure that all legal requirements are met.</li>
<li>Don&rsquo;t rush the process: Even when a dismissal seems straightforward, it&rsquo;s essential to conduct a fair and reasonable investigation. This includes documenting every step and ensuring that the employee is given a chance to respond to any allegations. A well-documented process is your best defense if the dismissal is ever challenged.</li>
<li>Prepare for the unexpected: No business expects to face an employment tribunal, but it&rsquo;s always wise to be prepared. By following the correct procedures, you not only protect your company from potential financial losses but also maintain focus on your core operations, avoiding the distractions that can arise from legal disputes.</li>
</ol>
Protecting your business
Employment tribunals can be costly, both financially and operationally. However, by ensuring that your dismissal process is robust, fair, and well-documented, you can significantly reduce the risk of facing such challenges. Involving the right people and taking the time to follow the correct procedures is not just a legal requirement; it&rsquo;s a crucial step in protecting your business from unnecessary distractions and expenses.
In the end, a fair process isn&rsquo;t just about avoiding penalties&mdash;it&rsquo;s about maintaining the integrity of your business and ensuring that all employees are treated with respect and fairness. This approach not only safeguards your company&rsquo;s reputation but also contributes to a positive workplace culture, where trust and transparency are valued.

 Thought leadership Is your dismissal process strong enough to prevent an employment tribunal?

In today&rsquo;s rapidly evolving job market, understanding what drives employee loyalty is crucial for organisations striving to maintain a committed workforce. One common question that arises is whether employees aged 45-55 demonstrate greater loyalty to their employers compared to their younger counterparts in their twenties.
<h4 class="wp-block-heading">What the numbers say</h4>
A study by the&nbsp;<a href="https://community.cipd.co.uk/cipd-blogs/b/cipd_voice_on/posts/are-young-people-less-loyal-to-their-employers">Chartered Institute of Personnel and Development (CIPD)</a>&nbsp;sheds light on this topic. According to the study, there is a 5% difference in attrition rates between these two age groups. Employees aged 20-29 experience an average attrition rate of 25%, while those aged 45-55 see a slightly higher average attrition rate of 30%. While a 5% disparity may not seem substantial at first glance, it underscores the importance of understanding the distinct factors influencing retention across different stages of life.
<figure class="wp-block-image size-full"><img class="wp-image-996" src="https://www.hintel.co.uk/wp-content/uploads/2024/08/MicrosoftTeams-image-42.png" sizes="(max-width: 790px) 100vw, 790px" srcset="https://www.hintel.co.uk/wp-content/uploads/2024/08/MicrosoftTeams-image-42.png 790w, https://www.hintel.co.uk/wp-content/uploads/2024/08/MicrosoftTeams-image-42-300x257.png 300w, https://www.hintel.co.uk/wp-content/uploads/2024/08/MicrosoftTeams-image-42-768x657.png 768w" alt="" width="790" height="676"></figure>
<h4 class="wp-block-heading">Crafting a comprehensive retention strategy</h4>
As an employer, it&rsquo;s crucial to develop a retention strategy that addresses the diverse needs and motivations of your workforce. A one-size-fits-all approach is unlikely to be effective in maintaining a committed and satisfied team
Here are some key factors to consider:
<ol class="wp-block-list" start="1">
<li>Milestone opportunities:
<ul class="wp-block-list">
<li>20-29 age demographic: They often look for rapid career progression and opportunities for skill development. Providing clear career paths and regular advancement opportunities can help retain this group.</li>
<li>45-55 age demographic: They might value job security and the chance to mentor younger colleagues. Offering roles that leverage their experience can enhance their job satisfaction and loyalty.</li>
</ul>
</li>
<li>Financial rewards:
<ul class="wp-block-list">
<li>20-29 age demographic: Competitive salaries and performance-based bonuses are strong motivators for this group. They are often at a stage where financial growth is a priority.</li>
<li>45-55 age demographic: While financial incentives remain important, benefits like retirement plans, health insurance, and long-term financial security are also critical.</li>
</ul>
</li>
<li>Geographical considerations:
<ul class="wp-block-list">
<li>20-29 age demographic: They might be more willing to relocate for career opportunities. Providing options for mobility and remote work can appeal to this demographic.</li>
<li>45-55 age demographic: They may have established roots and prefer stability. Ensuring opportunities for growth within their current location can be beneficial.</li>
</ul>
</li>
<li>Work/Life balance:
<ul class="wp-block-list">
<li>20-29 age demographic: Flexible working hours and the ability to maintain a healthy work/life balance are highly valued. Policies supporting remote work and flexible schedules can be attractive.</li>
<li>45-55 age demographic: They might appreciate similar flexibility, especially if they are balancing work with family responsibilities or preparing for retirement. Creating a culture that respects work/life balance can foster loyalty across all age groups.</li>
</ul>
</li>
</ol>
<h4 class="wp-block-heading">Inclusive retention strategies</h4>
HR departments should approach retention with the same nuanced understanding used for addressing social, ethnic, and&nbsp;<a href="https://www.hintel.co.uk/closing-the-pay-gap-in-property/">gender variations.</a>&nbsp;By recognising and addressing the unique needs of different age demographics, organisations can foster a more loyal and engaged workforce. Here are some steps to develop an inclusive retention strategy:
<ul class="wp-block-list">
<li>Conduct regular surveys: Gather feedback from employees of all ages to understand their specific needs and preferences.</li>
<li>Offer diverse development programs: Tailor training and development programs to suit different career stages and aspirations.</li>
<li>Promote an inclusive culture: Foster an environment where all employees feel valued and understood, regardless of age.</li>
</ul>
Employee loyalty is a multifaceted issue that transcends age demographics. While the CIPD study indicates a difference in attrition rates between age demographics, the key to successful retention lies in understanding and addressing the distinct motivations of each group. By developing inclusive and comprehensive retention strategies, organisations can create a workplace where employees of all ages feel valued, engaged, and loyal whilst performing at a&nbsp;<a href="https://www.hintel.co.uk/how-to-build-high-performance-teams/">higher level</a>.

Exploring employee loyalty: Do age demographics influence retention?

<h2 class="wp-block-heading">Here&rsquo;s a breakdown of 3 changes we believe will have the biggest impact on HR functions within Real Estate:</h2>
<h3 class="wp-block-heading">1) Eliminating Zero-Hour Contracts</h3>
This change allows workers to pick and choose their hours without committing long-term. However, it may require a consistent pattern of work, meaning those who enjoy flexibility will need to decide between full-time or committed part-time hours.
For individuals wanting sporadic work, such as working for two weeks and then taking a holiday, this could be detrimental. While this change negatively impacts those who value flexibility, it benefits those seeking consistent work, reducing exploitation from fluctuating hours. Given the current demand for talent, the market seems capable of adapting to this change.
<h3 class="wp-block-heading">2) Collective Grievances</h3>
Allowing collective grievances could significantly impact businesses, particularly those with poor company culture. Employees can now band together to present a unified case, rather than isolated individual grievances.
On the positive side, this can empower employees who were previously hesitant to file grievances alone. On the negative side, it could lead to groups manufacturing claims, presenting a challenge for businesses.
<h3 class="wp-block-heading">3) Right to Disconnect</h3>
Implementing a &ldquo;right to disconnect&rdquo; policy offers positive outcomes, providing greater flexibility and ensuring employees aren&rsquo;t contacted outside of working hours. Similar to practices in France and Belgium, this would prevent business communication after hours, fostering a healthier work-life balance.
While it allows for necessary flexibility, such policies would require safeguards and procedures, especially given the increasing number of employees taking leave for mental health reasons. Ensuring these protections are in place is crucial for the well-being of the workforce.
If you&rsquo;d like to speak with a Hintel consultant on how we can support you with your hiring, onboarding and talent attraction strategy complete the form below.

What employment law changes can we expect from the new Labour government?

<h3 id="Building-High-Performance-Teams:-Leveraging-insights-from-Hintel&rsquo;s-roundtable" class="wp-block-heading">Creating high-performance teams is crucial for any organisation&rsquo;s success. The Hintel Roundtable presentation by David Young (acclaimed Sports Psychologist who has worked with England Cricket and an iconic Premier League club) uncovered how to enhance relationships and harness strength for maximum output.</h3>
David is a spotlight accredited practitioner by&nbsp;<a href="https://mindflick.co.uk/">Mindflick</a>; Hintel and the entire deverellsmith group benefited from Mindflick by having the leadership team&rsquo;s profiles individually mapped.
This article provides valuable insights into team dynamics, emphasising a strengths-based approach exploring how to build high-performance teams using key takeaways from the presentation.
<h4 id="1.-Understanding-Groups-vs.-Teams" class="wp-block-heading">1.&nbsp;Understanding Groups vs. Teams</h4>
Insight: Groups and teams function differently; understanding this distinction is critical.
Application:
<ul class="wp-block-list">
<li>Groups: Typically share information, provide updates, work independently, and engage in transactional interactions.</li>
<li>Teams: Aim for sustained high performance, offer support and challenge, provide feedback, and come together under pressure.</li>
</ul>
Encourage team members to support and challenge each other, fostering a collaborative environment where feedback is regularly exchanged.
<h4 id="2.-Perception" class="wp-block-heading">2.&nbsp;Perception</h4>
Insight: Our perception shapes our interactions, and acknowledging different viewpoints is essential for team growth.
Application:
<ul class="wp-block-list">
<li>Humility: Recognise that others may view the world differently. This openness can lead to better understanding and collaboration.</li>
<li>Curiosity: Encourage team members to explore different viewpoints and learn from each other.</li>
<li>Tolerance: Value and amplify differences to build agile and adaptable teams.</li>
</ul>
Fostering an environment where diverse perspectives are appreciated helps in building a more innovative and resilient team.
<h4 id="3.-Leveraging-Super-Strengths" class="wp-block-heading">3.&nbsp;Leveraging Super-Strengths</h4>
Insight: Every team member has unique strengths that, when harnessed correctly, can enhance team performance.
Application:
<ul class="wp-block-list">
<li>Identify Strengths: Have team members identify and share their personal strengths, using prompts like &ldquo;When have you felt most successful?&rdquo; and &ldquo;What energizes you?&rdquo;</li>
<li>Sweet Spot: Understand that each strength has a &lsquo;sweet spot&rsquo; where it is most effective. Overplaying strengths can turn them into weaknesses.</li>
<li>Leeway: Allow team members the freedom to express their strengths while also providing leeway for growth and adjustment.</li>
</ul>
Encourage self-awareness and mutual respect for each other&rsquo;s strengths and weaknesses, creating a balanced and effective team.
<h4 id="4.-Balancing-Challenge-and-Support" class="wp-block-heading">4.&nbsp;Balancing Challenge and Support</h4>
Insight: High-performance teams require a balance of challenge and support.
Application:
<ul class="wp-block-list">
<li>Performance Zone: Aim for high support and high challenge to foster awareness, confidence, and fast learning.</li>
<li>Avoid Extremes: Be mindful of the &ldquo;Relentless Zone&rdquo; (high challenge, low support) which leads to burnout, and the &ldquo;Comfort Zone&rdquo; (high support, low challenge) which leads to stagnation.</li>
</ul>
Create an environment where team members feel supported yet challenged, promoting continuous improvement and high performance.
In 2016, Young completed a study that uncovered the positive environment the &lsquo;high support, high challenge&rsquo; environment creates titled&nbsp;<a href="https://www.researchgate.net/publication/301663825_Transformational_Leadership_in_Elite_Sport_A_Qualitative_Analysis_of_Effective_Leadership_Behaviors_in_Cricket">Transformational Leadership in Cricket</a>.
<h4 id="5.-Principles-of-Strengths" class="wp-block-heading">5.&nbsp;Principles of Strengths</h4>
Insight: There are key principles to managing strengths effectively within a team.
Application:
<ul class="wp-block-list">
<li>Sweet Spot: Recognise and operate within the sweet spot of each strength.</li>
<li>Context Matters: Be cautious about overplaying strengths or using them in the wrong context, as this can turn them into weaknesses.</li>
<li>Leeway for Expression: Provide the necessary leeway for strengths to be expressed fully.</li>
<li>Counterbalance: Ensure that strengths are counter-weighted to maintain balance.</li>
<li>Value Underused Strengths: Pay attention to undervalued strengths and ensure they are not underutilised.</li>
</ul>
Implementing these principles helps in maximizing the potential of each team member, leading to a more cohesive and high-performing team.
By integrating these insights from the Hintel Roundtable presentation, organisations can create teams that are not only high-performing but also adaptive, resilient, and innovative. These teams are better equipped to navigate challenges, leverage diverse strengths, and drive sustained success.

How to build high-performance teams

In recent years, the landscape of work has dramatically shifted, with remote work becoming a significant part of many businesses&rsquo; operations. The Guardian recently reported a staggering 50% increase in tribunal cases mentioning &lsquo;remote work&rsquo; since 2021. This trend underscores the growing tensions between employees&rsquo; requests for flexible working arrangements and employers&rsquo; confidence in bringing their teams back into the office.
As these tensions are likely to persist, it is crucial for businesses to strike a balance between accommodating flexible working requests and maintaining operational efficiency. Here are our key tips for achieving this balance and avoiding potential tribunal cases:
<h4 class="wp-block-heading">1. Review Each Job Role</h4>
When considering a return to the office, it is essential to evaluate each job role individually. Ask yourself whether bringing an employee back to the office is necessary for legitimate business reasons. This assessment should be based on objective criteria such as the nature of the job, the need for in-person collaboration, and any performance metrics that might be impacted by remote work. Ensuring that your decisions are grounded in legitimate business needs can help mitigate any perceptions of unfairness or discrimination.
<h4 class="wp-block-heading">2. Emphasise Transparency</h4>
Transparency is key when making decisions about returning to the office. Clearly communicate the reasons behind these decisions to your employees. Highlight the benefits and share success stories that demonstrate how returning to the office has improved performance and company culture. When employees understand the rationale and see tangible benefits, they are more likely to accept and support the decisions.
<h4 class="wp-block-heading">3. Consult with Your Employees</h4>
Understanding and addressing individual needs and concerns is crucial. Engage in open consultations with your employees to identify any specific quirks or challenges they may face. By working collaboratively to find resolutions, you can create a more supportive and accommodating work environment. This approach not only fosters goodwill but also reduces the risk of disputes escalating to tribunal cases.
Hintel stays close to the HR and People community within Property; some leaders reported their businesses have opted to downsize in office space and use team anchor days to increase collaborative productivity whilst enhancing their employees&rsquo; work/life balance.
Navigating the complexities of remote work and office returns requires a thoughtful and balanced approach. By reviewing job roles, maintaining transparency, and consulting with your employees, you can effectively manage flexible working requests and avoid potential legal issues. As the trend of remote work continues to evolve, staying proactive and responsive to your employees&rsquo; needs will be essential for maintaining a harmonious and productive workplace.

The rise of remote work tribunals: How to navigate flexible working requests

Who. Is. Hintel?
As part of our&nbsp;Building Tomorrow Together&nbsp;series, we&rsquo;re saying H! to our leadership team; the people behind the data, the people behind the words, and the people behind our business. Each leader has walked a different path in life and provide unique expertise to our service offering. They might have their own specialism, but they all have one thing in common: they&rsquo;re passionate about people.
First featured in the series is Paul Day, Finance Director, who has over 25 years of experience in financial services and 15 within recruitment, working across the UK, Europe, and Asia.
Tell us about your career background
After University, I qualified as a chartered accountant but left the practice I was employed in at the time to pursue a career in recruitment as I wanted to work in a commercial environment.
I joined a major Engineering Procurement and Construction contractor, Foster Wheeler, and spent a significant number of years in the financial accounting and tax departments before taking an opportunity to relocate to Singapore as a project accountant for a $1 billion project to build an Aromatics plant.
Once this was completed, I stayed with Foster Wheeler in Singapore as the Finance Director before relocating to France with the management team to rescue an underperforming company within the group.
After 2 years in the post, I returned to England to become the finance director of a US-owned recruitment company. I, along with the rest of the senior leadership team collectively grew the business organically and through acquisitions to become a multi-service company with revenues in excess of &pound;300 million. Since then, I have worked for privately owned recruitment companies continuously with the ambition to drive shareholder value.
What is a valuable lesson you learned in your career?
There are 3 valuable lessons:
<ul class="wp-block-list">
<li>Respect all your colleagues and the fact that everybody works in a different way. It is the end result that counts the most.</li>
<li>Do not be afraid of change and take risks and opportunities early in your career until you find the work that excites you.</li>
<li>Be responsible for your actions and work with a team. Do not be afraid to make decisions within your scope of delegated authority.</li>
</ul>
A decision, good or bad is better than inertia and you will not always be right.
What do you think is the key to professional success?
In my opinion, the key to professional success is to always stay current and be proficient. It is more important that you are fair and respected rather than liked and at some stage, your friends may become your employees as you grow your career. Surround yourself with good people and encourage them to challenge you and make data-based decisions as much as possible. Finally, be inclusive and collaborative.
What skills and knowledge can you offer Hintel clients?
I have extensive knowledge of the Hintel products and offerings and can offer operational support as well as commercial acumen based on previous contracts awarded and won. The Hintel service and products require operational excellence and an efficient back-office process to ensure the supply chain is properly managed from a risk perspective and is financially secure. I along with Pete Sheppard, Hintel MD, have the expertise and shared experience to deliver these solutions for clients.
I have personally created and helped deliver multi-million-pound commercial solutions for companies such as Nationwide, Balfour Beatty, Easyjet, T Mobile, Verizon, and Vinci.
How do you want people to remember you?
I enjoy seeing companies grow and people develop, but I have no ambition to be remembered; I see myself as a good football referee who keeps the game flowing without drawing attention to themselves.
The success is that people talk about the game and the key points within the match which are navigated by the players, not the performance of the referee.
If you could give a younger person career advice, what would it be?
Until you know what you want to do try as many jobs as possible to get an idea of what excites and interests you. Once you find it, commit 100%, respect your colleagues and take responsibility for your role as much as you can. If the workdays feel long, then you are probably in the wrong job!

Meet our leadership team: Paul Day

I&rsquo;m often asked in my role where I see the future of recruitment and my response is always the same, &lsquo;before we can look at recruitment, we need to solve retention otherwise we are simply refilling a leaky bucket&rsquo;.
So, how do we solve retention? The million-dollar question and one I hope to guide you on in a series of articles over the next few weeks.
Let me begin with this; you need a people-centric workplace.
A people-centric workplace is one that revolves around its people and considers individual needs.
It may feel like we have put the pandemic behind us, but COVID-19 has forced many people to find and harness resilience and cope with varying levels, and reasons, for stress for a long time.
Humans aren&rsquo;t built to handle these emotions for a sustained period and the ongoing interruptions to every aspect of their lives; work, family, education, money and future planning has taken its toll.
Employees have been forced to prioritise personal lives, self-preservation and self-care over performance and professional drive.
The result of this is apathy.
As employees become disheartened and burnout in their roles, business leaders grapple with increasing demands for results, all the while consumer expectations rise, and there we have the perfect storm. &nbsp;
This is where businesses need to rethink their workplaces and the environment. Employers will need to empower their teams, listen to their employees, respect their personal and professional lives and build a caring culture where employees enjoy meaningful work.
Employers who do this well will see value in the holistic approach they have, caring about the whole employee including physical health, mental and emotional support and financial wellness.
Employees will demonstrate brand loyalty, an open and honest relationship with their peers and superiors and find a sense of belonging.
Key implementations;
<ul class="wp-block-list">
<li>Work smarter not harder &ndash; 9 to 5, or 8 to 6 in agency, is a relic of the past. Humans have their own biological &lsquo;prime time&rsquo;. Mine is 11 &ndash; 9, my husbands is 6 &ndash; 4. Harness your team&rsquo;s energy when its best used, not because Henry Ford declared that we should work those hours, nearly 100 years ago&hellip;</li>
<li>&nbsp;</li>
<li>Remote working doesn&rsquo;t mean not working &ndash; as I type this our Group CEO is working in Ibiza, our MD is working on the train to Cambridge and I am working from my kitchen table having saved myself a 4-hour commute into London and back. We are all free from distractions such as &lsquo;oh, Nicola can I just ask you&hellip;.&rsquo;, our meetings are over teams and timed so they don&rsquo;t drag on and I our clients couldn&rsquo;t care less where we are as long as we are delivering. And that&rsquo;s the point. Let your team work when, where and how they see fit, as long as they are meeting deadlines with quality work and you trust them, then let them do their thing.</li>
</ul>
<ul class="wp-block-list">
<li>Prioritise health and happiness &ndash; when you start showing you are taking care of yourself, the team will follow. Encourage lunch breaks, gym membership, healthy food options, make the space light and the furniture comfortable and pay sick days. No one wants someone coming in sick because they can&rsquo;t afford to lose the day&rsquo;s salary. When you show you care about an employees &lsquo;whole wellbeing&rsquo; you inadvertently create a &lsquo;safe space&rsquo; that makes people feel valued, respected and cared for. According to Forbes, happy sales people raised their sales by 37%.</li>
</ul>
<ul class="wp-block-list">
<li>Open dialogue &ndash; when you create an environment that is a &lsquo;safe space&rsquo; you will be astounded at the ideas that flow. This isn&rsquo;t easy to change overnight but using the tool of &lsquo;gaming&rsquo; and &lsquo;role play&rsquo; it can inadvertently help to give team members and a time and space to &lsquo;act&rsquo; out their true feelings by removing hierarchy.</li>
</ul>
<ul class="wp-block-list">
<li>Team goals &ndash; When a team is working together for a common goal it encourages collaboration, drives performance and efficiencies and achieving a common goal is empowering and motivating.</li>
</ul>
<ul class="wp-block-list">
<li>Learning and development &ndash; If an employee feels that their growth is stagnant or they have hit the &lsquo;glass ceiling&rsquo; then they will quickly have their heads turned. If you have someone who has ambitions for growth them you should support that. If you don&rsquo;t know what they want, then refer to point 4.</li>
</ul>
More than ever employers need to focus on their people if they want to retain the best talent in the business. They need to provide support, respect, compassion and wellness in every area of their lives, physical, mental, emotional and financial.

An employee-centric future

<h4 class="wp-block-heading">The property industry has been navigating an evolving hiring market since it entered 2024. The market has seen a steady period of growth over the last 12 months, and the real estate sector has demonstrated resilience and adaptability.</h4>
As businesses navigate the current landscape, I wanted to highlight key trends I&rsquo;ve been seeing regarding job vacancies, wage inflation and talent movement with the aim of equipping property industry leaders with the knowledge to capitalise on emerging opportunities.
I hope you find the below useful.
​
<h3 class="wp-block-heading">The UK Economy</h3>
2023 was still a challenging year for the UK economy, entering a shallow recession in Q3 and Q4. According to CBRE&rsquo;s latest UK Real Estate Market Outlook 2024 Report, they anticipate modest growth for the UK economy with a rebound expected in 2025. Inflation should move towards the target, allowing interest rate cuts that will support real income growth.
According to CBRE, there was an 8% rise in new home construction for housebuilders in H1 2023, up from the previous year. While this signals a short-term improvement in the supply forecast for new home completions in 2024, it remains far below the industry&rsquo;s usual target.
In periods of slow growth, talented people often become frustrated. If they aren&rsquo;t receiving the growth opportunities where they are currently, they often start to look for it somewhere else. My advice to businesses would be to get ahead of the curve and tap into this top talent that is under the surface and ready to make the move for businesses that can offer them the growth prospects they are looking for.
Markets are recovering and stabilising, and the market is looking on track for 1.1 million sales in 2024, up from 10% last year according to Zoopla. We should see a steady and more controlled market for all stakeholders within the industry, compared to where we were 2 years ago.
​
<h3 class="wp-block-heading">Job vacancies, applications, and unemployment rates</h3>
According to the Office of National Statistics, the Real Estate industry has seen a&nbsp;28%&nbsp;increase in the number of job vacancies within the sector throughout the October to December 2023 period.
​
<h4 class="wp-block-heading">UK Job Vacancy Growth 2023-2024</h4>
<h4 class="wp-block-heading">​</h4>
<figure class="wp-block-image"><img src="https://www.deverellsmith.com/rails/active_storage/blobs/eyJfcmFpbHMiOnsibWVzc2FnZSI6IkJBaHBBL2dLV2c9PSIsImV4cCI6bnVsbCwicHVyIjoiYmxvYl9pZCJ9fQ==--52c42ffaa30cbd4e0b5cb928c7a2975591c63891/_12f2cd05-1716392042414.png" alt="Screenshot 2024-05-22 at 16.29.54.png"></figure>
(Source: Office for National Statistics, 2024)
​
This is an encouraging statistic for businesses operating within the industry and is reflective of a steady growth period and increased activity in real estate transactions as mentioned above. We are seeing more opportunities for hiring talent than there were 3 months ago, which has in turn brought new entrants into the market.
deverellsmith saw the impact of this growth continue into the new year as our business registered an increase of&nbsp;88%&nbsp;in job vacancies in Q1 2024 compared to Q4 2023.
<h4 class="wp-block-heading">deverellsmith job vacancies added comparison (Q4 2023 &ndash; Q1 2024)</h4>
<h4 class="wp-block-heading">​</h4>
<figure class="wp-block-image"><img src="https://www.deverellsmith.com/rails/active_storage/blobs/eyJfcmFpbHMiOnsibWVzc2FnZSI6IkJBaHBBL1lLV2c9PSIsImV4cCI6bnVsbCwicHVyIjoiYmxvYl9pZCJ9fQ==--2f476d9c29105c25e48077663bfbe322f12d91c7/_c46b9e9f-1716392042411.png" alt="Screenshot 2024-05-22 at 16.31.38.png"></figure>
(Source: deverellsmith, 2024)
​
Although this highlights an active market, it doesn&rsquo;t necessarily provide a holistic overview of the entire employment landscape as redundancies and layoffs are still being seen within the sector, particularly in larger businesses. I&rsquo;ve also noted a rise in senior redundancies through the past 12 months. Concurrently, there has been consistent activity across C-suite levels, driven by shareholders seeking fresh leadership and C-suite executives deciding now is the time for change.
In today&rsquo;s market, recently laid-off talent will be likely to encounter more job openings than at any time over the past 12 months. This allows them to be discerning in selecting the businesses they join. I&rsquo;ve found professionals are now moving for nothing less than the right opportunity and companies that can provide them with career growth. Businesses should listen to the candidate market and consider ways they can attract the top talent and stand out in the competitive market.
​
<h3 class="wp-block-heading">Wage inflation and bonuses</h3>
Across all industries, The Office of National Statistics reported a 6.0% annual growth in regular earnings (excluding bonuses) and an annual growth in employees&rsquo; average total earnings (including bonuses) of 5.6%.
In May 2024, I shared a poll to my network asking: &ldquo;How was your bonus impacted this year?&rdquo; with just under half (49%) saying it decreased, 32% saying it increased and 19% saying it stayed the same.
​
<h4 class="wp-block-heading">Poll Results &lsquo;How was your bonus impacted this year?</h4>
<h4 class="wp-block-heading">​</h4>
<figure class="wp-block-image"><img src="https://www.deverellsmith.com/rails/active_storage/blobs/eyJfcmFpbHMiOnsibWVzc2FnZSI6IkJBaHBBL2NLV2c9PSIsImV4cCI6bnVsbCwicHVyIjoiYmxvYl9pZCJ9fQ==--0f7f7e8455c00685d729878f093a6edf130eea74/_30412423-1716392042412.png" alt="Screenshot 2024-05-22 at 16.32.10.png"></figure>
(Source: Andrew Deverell-Smith LinkedIn poll, 2024)
​
These numbers highlight that employees have received lower bonuses this year, although wages have been increasing (by 6% in March 2024). It is probable that this wage growth will continue for employees to catch up to where wages were before the cost-of-living crisis.
Broadly I believe the majority of people in UK real estate have made less money in the past 12-18 months and bonuses are looking much lower across the board. I have seen businesses in the UAE and Saudi taking measures to manage their cost of people by offering smaller packages to align with the economy and the rest of the world.
Over the last 7 months, Hintel has worked with many leading businesses on salary and benchmarking projects to help them make more informed decisions.
​
<h3 class="wp-block-heading">Global talent movement</h3>
The UAE has seen huge growth in both its real estate market and talent pool.
According to LinkedIn Talent Insights 2024, the number of property professionals has increased by&nbsp;42%&nbsp;in Q1 2024 compared to Q4 2023, and the number of jobs posted in the same period has increased by&nbsp;94%.
​
<h4 class="wp-block-heading">UAE Talent Overview</h4>
<h4 class="wp-block-heading">​</h4>
<figure class="wp-block-image"><img src="https://www.deverellsmith.com/rails/active_storage/blobs/eyJfcmFpbHMiOnsibWVzc2FnZSI6IkJBaHBBL2tLV2c9PSIsImV4cCI6bnVsbCwicHVyIjoiYmxvYl9pZCJ9fQ==--4b2f09334b47624249622628d85115616032e32c/_a5c51399-1716392042414.png" alt="Screenshot 2024-05-22 at 16.32.48.png"></figure>
(Source: LinkedIn Talent Insights, 2024)
​
The driving force behind the growth of UAE&rsquo;s real estate industry has been the population rise in recent years. The UAE has witnessed a faster growth in January &ndash; March 2024 compared with 2023, growing by a massive 25,776. With zero taxes on income and property compared to other countries, combined with an active and ambitious market it makes it an attractive place for property professionals to further their careers.
The rise in population has also resulted in an increase in the demand for residential and commercial properties, as well as increased property values we see this region as currently being the most exciting of all.
Consistent growth in both the population and investment has subsequently created more employment opportunities, which is why we have seen global talent flock to the region. Beyond its infrastructure, the UAE now offers a diverse range of opportunities for professional growth. A considerable amount of talent is flowing into fields such as construction and marketing to support the rise in demand according to LinkedIn.
​
<h3 class="wp-block-heading">To summarise</h3>
The UK market is stabilising with modest economic growth expected in the coming years. The rise in job vacancies and market stabilisation provides an active market for recruitment, but also demands strategic actions to address redundancies and shifting professional expectations.
The GCC&rsquo;s booming real estate market demonstrates how population growth and favourable economic conditions can drive talent influx and industry expansion. By leveraging these insights, I hope that property industry leaders can better navigate the competitive landscape, ensuring their businesses are well-positioned to thrive in 2024 and beyond.
​

Report: Your hiring market insights for 2024

Talent attraction is the key to any business&rsquo;s success. The best people create high-performing teams and a competitive edge in the market.
According to&nbsp;<a href="https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx">Gallup&rsquo;s State of the Global Workforce Report 2023</a>, 15% of employees are actively disengaged and 34% are watching or actively seeking a new job. The recruitment market has been tumultuous since the pandemic; an initial boom was present which was then followed by hiring freezes and redundancies. As the market stabilises it provides hiring teams with more control whilst candidates can still be selective in their opportunities.
This article will present an overview of how to develop a seamless employee experience throughout the early stages of an employee&rsquo;s journey, setting staff up for success.
What is Employee Experience?
<a href="https://www.hintel.co.uk/the-candidate-experience-for-long-standing-employee/">Employee experience</a>&nbsp;refers to the overall journey an employee takes within an organisation, encompassing all interactions, perceptions, and sentiments they encounter throughout their tenure. When it comes to talent attraction, employee experience begins from the moment a candidate applies for a job and extends through the recruitment process.
A positive employee experience throughout recruitment is crucial for fostering engagement early on; encompassing all interactions and touchpoints that a candidate has with an organisation from the moment they become aware of a job opportunity until the point of hire.
Why is the employee experience important to a business&rsquo;s recruitment process?
Investing in the employee experience early on enables your business to manage expectations which strengthen retention.&nbsp;<a href="https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2023-pdfs/2023-report-importance-of-people-management-8329-may23.pdf">People Management reported 1 in 5 employees</a>&nbsp;leave an organisation during their probationary period, after exhausting internal resources to recruit the right candidate, their experience was not what they had anticipated.
Under-communicating or lack of exposure to stakeholders will diminish who an organisation truly is, values, culture and what they stand for.
How do you develop an employee-focused recruitment strategy?
To put employees first, you need to understand what they need from an employer to thrive.
<ul class="wp-block-list">
<li>Engage Your Current Employees: Leverage your existing employees as brand ambassadors and encourage them to share their hiring and onboarding experiences.</li>
<li>Understand Your Target Audience: Begin by understanding the demographics, preferences, and motivations of the talent you&rsquo;re trying to attract. What are their career goals, values, and expectations from an employer?</li>
</ul>
An open communicative style works both ways when developing an employee-focused recruitment strategy.&nbsp;<a href="https://www.zippia.com/advice/hybrid-work-statistics/#:~:text=83%25%20of%20U.S.%20employees%20want%20a%20hybrid%20work%20model.&amp;text=Those%20who%20work%20remotely%20full,care%20of%20their%20personal%20lives.">According to a study by Zippia, 83% of employees</a>&nbsp;take more initiative in progression when they receive feedback in the workplace which is why hiring managers should include a space for feedback in interviews or as part of the aftercare process.
Here are our 3 tips for building a seamless employee experience throughout the hiring process:
<ul class="wp-block-list">
<li>Streamline the application process: Make the application process simple, user-friendly, and mobile-responsive. Lengthy and cumbersome application forms can deter potential candidates. According to&nbsp;<a href="https://www.shrm.org/resourcesandtools/hr-topics/technology/pages/study-most-job-seekers-abandon-online-job-applications.aspx#:~:text=According%20to%20CareerBuilder%2C%2060%20percent,of%20their%20length%20or%20complexity.">Career Builder</a>, 60% of job candidates will stop an application mid-way through because they find the process too long or unwieldy. Using LinkedIn profiles and quick apply options will add pace to the process whilst using candidate qualification questions will filter through relevant candidates.</li>
</ul>
<ul class="wp-block-list">
<li>Embrace digital transformation:&nbsp;Developing a positive experience is integral to protecting the credibility of your brand in the market.&nbsp;Career Arc found that 76% of job seekers felt that not hearing back after submitting a job application trumps the frustration of not hearing back after a first date and 37% of job candidates say they&rsquo;ve left a negative online review after having a negative experience. AI has well and truly built momentum in the business landscape and with the help of automations, every candidate (whether successful or not) should receive a notification updating the candidate on their job application process.</li>
</ul>
<ul class="wp-block-list">
<li>Measure and Improve:&nbsp;Continuously evaluate the effectiveness of your recruitment efforts by tracking metrics such as time-to-hire, cost-per-hire, candidate satisfaction, and employee retention rates. LinkedIn users say the most important considerations when accepting new job offers are compensation (49%), professional development (33%) and a better work/life balance (29%) which highlights the importance of getting these elements in line or above your competitors. Use feedback from candidates and employees to identify areas for improvement along with your own market research to refine your recruitment strategy accordingly.</li>
</ul>
The benefits of partnering with an outsourcing business
A positive candidate experience is crucial for attracting top talent and building a strong employer brand. Outsourcing recruitment to a specialised firm can ensure that candidates receive timely communication, personalised attention, and a smooth hiring process, leading to a positive impression of the organisation.
<a href="https://www.hintel.co.uk/how-can-rpo-help-real-estate-companies-grow-their-business/">Hintel recently partnered with a global Real Estate business</a>&nbsp;and drove headcount growth by 300% whilst achieving 15% attrition, a rate of 20% below the industry&rsquo;s standard reported by The Negotiator.
If you&rsquo;re interested in learning more about how Hintel can be your trusted growth partner, we&rsquo;d love to hear from you. You can set up an introductory call here or try our complimentary Talent Discovery service here.

How to build an employee-centric recruitment process

The new Financial Year means a time to reset and develop a new hiring strategy. It also triggers bonuses for many employees which could act as a pull or push factor depending on the bonus amount and if it is line with employee expectations. Resulting in an increase of resignations and pressure on talent acquisition resources.
At our latest Banking on the Future event, one of our speakers reported a 100% surge in activity year-on-year. Additionally, the ONS reported Real Estate job vacancies have increased by 28% quarter-on-quarter, higher than any other industry, and in contrast to the series of quarterly falls in overall vacancy numbers which continued in January to March 2024, falling for the 21st consecutive period.
This heightened activity in Real Estate is likely to be fueled by the drop of interest rates which builds confidence amongst buyers in the market. The demand for property is on the rise, and subsequently so is the need for workers.
According to PWC, Nearly 40% of global CEOs believed their companies would no longer be viable in ten years&rsquo; time if they continued on their current path; additionally, CEOs expect more pressure over the next three years than they experienced over the previous five from technology, climate change and nearly every other megatrend affecting global business.
Resulting in finance teams having greater pressure to invest in technological innovation (mainly AI). Whilst AI has been around for a significant amount of years only right now are we beginning to use it as an integral tool for business.
However, to capitalise on today&rsquo;s market conditions, your biggest value-add is your people. Working on your people strategy simultaneously to tech advancements will ensure AI is integrated with an efficient process, rather than a people system which isn&rsquo;t refined for ultimate productivity.
Tech can and will continue to aid performance, but there is a prevalent need for right people (at all levels) to achieve a high performing culture which is reactive of today&rsquo;s market demands.
Controlled outsourcing is a solution which will enable your business to develop AI over the next 5 years, whilst managing attrition, recruitment spend and resources, and employee satisfaction.

Breaking Barriers: Exploring AI’s Impact on Human Expertise

<h3 class="wp-block-heading">According to LinkedIn 2023 Talent Insights, 29% of professionals identify as female compared to 71% of male in the Property, Real Estate and Construction sectors.</h3>
The real estate sector has one of the highest disparities between the proportion of women in the higher paid quartiles and the rest of the workforce. Representation of women in senior roles is the main driver of gender pay gaps in this sector.
We spoke with Michelle Gyimah, Gender Pay Gap Strategist and founder of Equality Pays, to learn about why reporting is important and how to implement a strategy to drive positive change.
<h3 class="wp-block-heading">How can the property industry promote a more inclusive and equitable environment to ensure fair pay and career advancement opportunities for all employees, regardless of gender?</h3>
Acknowledge that taking pay gaps seriously isn&rsquo;t just about equality. It&rsquo;s&nbsp; also a smart business move. The pay gap is the iceberg of organisational issues: beneath the surface, there&rsquo;s a host of unaddressed problems. Unresolved, it chips away at your bottom line through lost productivity, decreased employee engagement and remediation costs.&nbsp;
 To get started you need to have data (both quantitative&nbsp;and qualitative) on what is happening&nbsp;within your organisation. Data on your leadership make-up, recruitment data, progression&nbsp;data, turnover data and review this all through a gender lens. What does it tell you about your organisation? What is new and surprising? What did you know and now has been confirmed? This will give you good grounding to know what areas you need to address and where you can make the most impact.
 When deciding what you need to do, learn from others. Other sectors have faced, learned and are making an impact on this issue. There&rsquo;s a wealth of knowledge and informed strategies that have been tried and tested. Their success stories and missteps are yours for you to learn from.
<h3 class="wp-block-heading">How important is transparency in addressing the gender pay gap? Should property companies be encouraged or mandated to disclose their pay data to increase accountability?</h3>
Pay gap reporting has increased visibility and pay gap accountability much faster than simply allowing organisations to choose if they wanted to collect and share this data. This alongside the impact of the global pandemic, has meant that employees (current and future), customers and stakeholders now place transparency on pay issues as high on their list of priorities.
There is now an expectation that employers not only have this data, but are transparent in what&nbsp; they are doing to address these issues. So much so that we have seen increases in candidates asking questions about it at interviews and investors requesting more information prior to making investment decisions. I have a podcast episode here where I discuss this in more detail
<h3 class="wp-block-heading">In your opinion, what are some best practices for organisations within the property industry to conduct fair pay audits and identify and rectify gender pay disparities?</h3>
The best practices to rectify&nbsp;gender pay gap issues are the ones that follow the model of: Understanding the what pay gaps are and how they show up in organisations Appointing a senior influential sponsor, responsible for driving change Creating accountability across the organisation (and sector) to implement change Focus on education and support for directors and line managers to implement new initiatives&nbsp; I focus on these key elements in my online training&nbsp;<a href="https://equalitypays.vipmembervault.com/products/courses/view/1153638">&lsquo;Sustainable ways to close your gender pay gap&rsquo;&nbsp;</a>
About Michelle Gyimah
&ldquo;I&rsquo;m a Pay Gaps Strategist. I specialise in supporting HR Directors to close their pay gaps sustainably. One of the key aspects of the work I do with organisations is provide training on how to hold better pay and progression conversations. This is an essential tool to closing pay gaps.&rdquo;
<a href="https://www.linkedin.com/in/michellegyimah/">You can connect with Michelle on LinkedIn here.</a>

Closing the pay gap in Property

<h5 class="wp-block-heading">The office will specialise as a talent consultancy, services include executive search, talent advisory, and outsourced project recruitment exclusively for property, real estate and construction sectors.</h5>
The business will operate under&nbsp;<a href="https://www.hintel.ae/" target="_blank" rel="noreferrer noopener">Hintel</a>&nbsp;which launched in 2021 as the sister company to the group&rsquo;s specialist recruitment firm, deverellsmith, with a prime focus on a holistic approach to talent attraction by providing tailored strategic solutions to clients.
The deverellsmith group&rsquo;s London office has established itself as supplying high quality talent who offer long-term value to its clients with excellent customer service.
The Middle East branch will follow the same mission, values, and principles to shape the team&rsquo;s offering whilst being rooted by unique talent solutions provided by the Hintel brand.
Andrew Deverell-Smith, Founder &amp; Group CEO, will spearhead the launch focusing on driving optimal results and growth for businesses. With his extensive market knowledge and experience, he&rsquo;ll lead the Middle East team to source elite Real Estate leaders and high performers from across the globe.
The Saudi Arabian real estate market is projected to grow from USD 64 billion in 2023 to around USD 94 billion by 2028, at a CAGR of 7.89 percent during the forecast period. It was, therefore, natural to create a specialist function that meets those needs specifically.
&lsquo;We&rsquo;re excited to announce a significant expansion of our group&rsquo;s global footprint with the opening of a new office in the Middle East,&rsquo; comments Andrew Deverell-Smith, CEO and Founder of The deverellsmith group.
&ldquo;We are not just opening an office; we are establishing a commitment to growth, innovation, and lasting partnerships in a region of tremendous opportunity. This expansion reflects our dedication to better serve our clients, create new job opportunities, and contribute to the vibrant business landscape of the Gulf Cooperation Council.&rdquo;
Our consultants will provide even more responsive and tailored support, fostering stronger partnerships.
Explore our services now:&nbsp;<a href="https://gbr01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.hintel.ae%2F&amp;data=05%7C02%7Claura.croggon%40deverellsmith.com%7C49ffa0edcfd74ec9eef808dc394dad89%7C59259442f70d469ba5fe7c1f241881ed%7C1%7C0%7C638448253013198134%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C0%7C%7C%7C&amp;sdata=wnMpJIaqFoBD0%2FjFcJAstcdoEQkMQZBty3LHd0m6eVM%3D&amp;reserved=0" target="_blank" rel="noreferrer noopener">https://www.hintel.ae/</a>

The deverellsmith group announce new location serving across the Middle East

<h3 class="wp-block-heading">We are back at work and already well into the new calendar year. For finance professionals, this also means that we enter the final quarter of the Financial Year and the start of the annual budget process for 2024.</h3>
The fun now starts for the Financial Director as we try to reach a number that everybody accepts and buys into. Personally, I have found the whole effort around the budget preparation is always a massive distraction with minimal business benefit as the numbers are driven by performance against top line revenue. For example, if the actual top line is weak then the cost base in the budget will simply not work.
How to start a budget process for your business
The budget process starts with the finance team but is a business document underpinning the strategy for the following year. It is very difficult to budget for revenue, therefore the budget is usually best seen as a way to identify the cost base needed to deliver the assumed revenue.
&lsquo;Top-down&rsquo; or &lsquo;bottom-up&rsquo; are the two traditional methods of running the budget process and both have advantages and disadvantages.
Whichever route you take, the process consumes a lot of expensive and scarce company time and resources. Everybody has a vested interest in the budget, especially if it&rsquo;s linked to bonuses!
It usually involves multiple battles among all the invested parties trying to either talk the number down or the number up.
Managers will always think the budget is too high and directors that it is too low!
In reality, the point that is often lost is that the only thing that matters is the actual performance of the company, year on year, quarter on quarter, and against the competitors. &nbsp;The role of the Finance Director is to mediate and navigate to a first draft that is meaningful and can be discussed with the decision-makers, which largely has the buy-in of the senior managers.
Strategising the financial budget for the year ahead
The budget must be based on data and clear assumptions and a &ldquo;bridge&rdquo; document built to explain the movement from the prior year to the current year for both expenses and revenue. In our case, the key profit ratios for operating expenses (OpEx) are then benchmarked against industry metrics for companies of our size as a % of NFI and a measure of how efficiently the company is being run against Industry norms.
The final piece of the puzzle is seasonality, usually solved by using prior year&rsquo;s data and pushing growth to the end of the year in the classic hockey stick profile!
A well run board will clearly have an expectation of an expected result and the FD should now work with the Board to explain the budget and give recommendations to agree on a final number supported by a cashflow and balance sheet budget. The whole process should take no more than 6 to 8 weeks in a medium-sized enterprise to avoid becoming a massive distraction.
Why business forecasting is important
Last year if anybody managed to get close to budget, I would congratulate them given that we had several prime ministers, economic turmoil, war, global events, and the knock-on effect of rising energy prices and inflation. Nobody could have predicted this so forward-looking forecasting becomes a more useful financial tool than budget analysis most of the time.
If you&rsquo;d like to speak with one of Hintel&rsquo;s experts to learn more about the importance of processes, you can say h! to Paul via Whatsapp:&nbsp;+44 (0)20 4525 0978

The FD’s perspective: Budget battles and setting expectations

<h2 class="wp-block-heading">Overview</h2>
The concept behind Pathway Homes was built in the US by two large investors who were looking to launch a new product to the market. Hintel were retained exclusively with the mandate of supporting widescale headcount growth for the initial phases of business existence.
<h2 class="wp-block-heading">Project team</h2>
One of Hintel&rsquo;s senior account managers spearheaded the search project, along with a team of experienced and senior consultants, and was instructed to source around 30 live roles to ensure the business was ready ahead of and following the launch.
<h2 class="wp-block-heading">Project challenges</h2>
As the company was in the early phases of existence, the location of the HQ had not been decided. Pathway knew that the location needed to be workable for the western markets and time zones, and after an initial advisory session with Hintel, Pathway decided that the location for the company should be in Miami, Florida.
During the early stages of the search project &ndash; where a selection of candidates was at interview stage across a number of roles &ndash; another investor was brought into the project. This then led to the location changing to Dallas, Texas.
Every candidate who was already in the hiring process was approached regarding the need to relocate, which resulted in two successful candidates relocating to the new location.
<h2 class="wp-block-heading">Project breakdown</h2>
From the start of the search, Hintel were retained on a large quantity of roles and the project team understood the need to hire in order of priority. They worked with the hiring manager to categorise each role with a number (1,2,3) and together they regularly reviewed the list to ensure search deadlines were met.
Hintel&rsquo;s data and research function was utilised to conduct an extensive research project which mapped the market for high priority roles or those which required more than one candidate, this enabled the search team to contact prospective candidates quickly and directly with more detail on the opportunity.
From introducing a candidate to the hiring team at Pathway, the search was relatively fast paced and on average was wrapped up within a month. The overall project took 12 months.
<h2 class="wp-block-heading">Project results</h2>
The team facilitated 15+ hires into the business
Pathway Homes are already aiding property buyers &ndash; who might not have had the resources to do so prior &ndash; purchase residential real estate across the US.
The business is backed by clients, assets and generating revenue.

Case study: Pathway Homes

Although the Estate Agency sector has experienced two global crises in the last 20 years, one might argue that the way it operates has hardly changed. The customer and the people working within the sector, however, possess ever-evolving behavioural patterns, trends, and attitudes.
The DNA of an Estate Agent has shifted &ndash; it&rsquo;s no longer just a man with his Filofax, shiny suit and shop window. Estate agents no longer wait for the sale to arrive at their door. Talent within the industry has innovated, developed, and thrived in new aspects that the role now requires to meet consumer demands.
Despite Brexit negotiations and the COVID pandemic, the number of people employed in property across the UK increased between 2019 and 2020 according to the British Property Federation (BPF). Data provided by BPF also highlights that the sector gave jobs to 1% of the population, which contributed to 7% of the UK economy, generating 68.1 billion pounds in turnover in 2020.
The industry&rsquo;s resilience and relative stability have resulted in a market boom and solidified why the time is&nbsp;now&nbsp;for business growth and expansion. Nevertheless, to scale efficiently, you need the right people powering your agency and you need to know how to keep them &ndash; attrition, is we believe, the most detrimental cost to a business.
So, who should be your next hire? Although employees are the most valuable asset to a business, they&rsquo;re also the greatest investment and come with the highest risk. Talent for your firm is determined by a multitude of factors.
Strong sector experience has generally always remained at the top of requirements when our clients are searching for a new hire. Understandably so &ndash; however, do we expect this to change as skills and attributes like creativity, social media content creation and the use of technology become more relevant compared to conventional methods of relationship building, especially when a new generation of customer hits the market &ndash; the millennial?
If you are a sales or lettings agent, connecting with the millennial market is mission critical. Business Insider reported 31% of &lsquo;Generation Rent&rsquo; now own a home and millennials paid for 60% of the lettings market last year, dominating the rental property landscape. Other generations are adopting the millennial lifestyle and mindset too &ndash; many consumers want everything delivered over WhatsApp and in Asia, WeChat, so they can review information at a time that is convenient for them.
It leads us to ask ourselves:&nbsp;are estate agent calls and the skills that mirror that method becoming a thing of the past?
deverellsmith recently conducted customer service research with a leading Estate Agency firm and found that individuals with low &lsquo;telephone sales&rsquo; scores over the phone were the most successful billers. Their higher digital activity, a willingness to join the tech revolution, and speed and transparency proved to outshine traditional tools and behaviours.
Not only has technology revolutionised the world but it has provided a catalyst for connectivity. If business leaders can run an organisation from their mobile or laptop wherever they are in the world, why are Estate Agents still typically required to sit behind a desk 9am &ndash; 6pm or longer? The pandemic has proven that technology works, it has enabled increased flexibility whilst maintaining productivity. Not offering this soon as a standardised way of working will, we believe, make becoming an Estate Agent a much less desirable profession than it was 10-20 years ago.
So, what contributes to making a highly successful agent?
Property Industry Eye reported that over 60% of buyers find their homes on online portals, and bespoke agents who focus on building personal connections with these buyers as well as the sellers remain dominant players. There is a heavy emphasis on interpersonal skills and customer retention ability, alongside the traditional skill of home finding and matching.
Humans as a species are creatures of habit and enjoy familiarity, as such, customers prefer to deal with the same agent and return to them for future transactions &ndash; but are not necessarily loyal to the brand.
So, how do you keep these dominant agents at your business?
Almost the entirety of deverellsmith&rsquo;s network come to the firm to ask about salaries &ndash; what is competitive? What commission structure should be used and how should a bonus scheme be built?&nbsp; Estate Agent starting salaries in the UK generally have not grown over the last ten years &ndash; partially due to properties climbing in price and agents having greater opportunity to earn more in commission; because of this, our research suggests a pipeline of talent is being lost to industries like tech, finance, and advertising, where starting salaries are typically close to double those found within Estate Agency
Money does make the world go round, but it isn&rsquo;t everything &ndash; incentives, company culture, a reputable brand, flexibility, and clear career progression are increasingly just some of the aspects an Estate Agent not only desires but yearns to excel and remain loyal to their employer.
To use an analogy, it is like watering your own garden. Nurturing and retaining talent are key for scaling, accurately forecasting business revenue and saving your company short and long-term costs. Ask yourself:&nbsp;What is one action your business is taking to prevent employee attrition?
Last year, deverellsmith&rsquo;s data and research team surveyed our database of Estate Agent professionals, which unearthed the company values which are most important to potential employees. These were: Respect for People, Integrity, Teamwork and Diversity and Inclusion.
Is your business catering for the needs and desires of your current and prospective employees?
For the first time in history, the Office of National Statistics reported more female property professionals operated in the UK than male. The industry is seen to be more desirable and perhaps accessible through female representation &ndash; Netflix&rsquo;s hit show Selling Sunset pushed female Estate Agents to the forefront as it followed a group of highly successful brokers in the Hollywood hills. As well as small screen representation, we are seeing more female visibility up the ladder &ndash; for example, Stephanie Hyde being hired to CEO of JLL UK earlier this year.
However, it is not time for the industry to take its foot off the gas yet &ndash; there are still low proportions of women in the highest paid jobs &ndash; with just 30% of senior management positions in real estate being occupied by women according to PwC and Real Estate Balance &ndash; and gender pay gaps still sitting below the national average. Essentially, we&rsquo;re losing great female talent &ndash; largely when they start a family &ndash; due to an infrastructure which doesn&rsquo;t support their needs. This is a great shame, and we believe a huge opportunity is being missed, as our experience tells us that by supporting and retaining these women through the challenging times of managing a career and raising a family, pays massive dividends all round.
So, what does attrition cost? At deverellsmith we work closely with our clients to understand and uncover their&nbsp;True Cost of Talent&nbsp;&ndash; it&rsquo;s the biggest cost attached to any business and greatest investment when done right. We then help them to understand their &lsquo;cost of attrition&rsquo;.&nbsp;This, in our view is the number which matters most. When calculating the&nbsp;True Cost of Talent&nbsp;&ndash; our data reveals that the cost of attrition for the loss of only one typical Negotiator billing &pound;350,000 per year is a cost of &pound;118,486.15 in London and &pound;82,733.13 in the regions.&nbsp;(Scary &ndash; don&rsquo;t you think?)
Once we have uncovered the numbers, which are always different for every business, we partner with our clients continually to focus relentlessly on these ratios and numbers. Our mission is to increase shareholder value and to support our clients to build better, dynamic, and more sustainable businesses on every level.&nbsp;The best, most profitable businesses in our industry almost always demonstrate below industry standard ratios in this respect.&nbsp; We know this because we work with them, and we are obsessive about &lsquo;people numbers&rsquo; &ndash; yes, a recruitment firm which&nbsp;cares more about you keeping talent than losing it&nbsp;and is prepared to put its &lsquo;money where its mouth is&rsquo; in that respect.&nbsp; We call this service&nbsp;ds Success &ndash; and we&rsquo;d love to chat to you about it in more detail!

The DNA of an EA…

As businesses gear up for the second half of the year, optimising operational efficiency becomes a key priority. One significant area where cost-saving measures can be applied is the hiring process. By adopting strategic approaches, companies can effectively cut down on hiring costs while maintaining the quality of candidates. In our latest report, we&rsquo;ll explore actionable tips to help you reduce hiring costs in the latter half of the year you can download it here or keep scrolling for the key takeaways.
<h2 class="wp-block-heading has-text-align-center">The current hiring landscape</h2>
<div class="wp-block-image">
<figure class="aligncenter size-large"><img class="wp-image-740" src="https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-1024x1024.png" sizes="(max-width: 1024px) 100vw, 1024px" srcset="https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-1024x1024.png 1024w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-300x300.png 300w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-150x150.png 150w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-768x768.png 768w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-100x100.png 100w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-140x140.png 140w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-500x500.png 500w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-350x350.png 350w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-1000x1000.png 1000w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video-800x800.png 800w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Hintel-report-video.png 1080w" alt="" width="1024" height="1024"></figure>
</div>
<div class="wp-block-image">
<figure class="aligncenter size-large"><img class="wp-image-742" src="https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-1024x1024.png" sizes="(max-width: 1024px) 100vw, 1024px" srcset="https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-1024x1024.png 1024w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-300x300.png 300w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-150x150.png 150w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-768x768.png 768w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-100x100.png 100w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-140x140.png 140w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-500x500.png 500w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-350x350.png 350w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-1000x1000.png 1000w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic-800x800.png 800w, https://www.hintel.co.uk/wp-content/uploads/2023/08/Copy-of-Hintel-report-H2-costs-Generic.png 1080w" alt="" width="1024" height="1024"></figure>
</div>
What the full report includes:
<ul class="wp-block-list">
<li>Current landscape: look at current spend and market trends.</li>
<li>Contributing factors: An assessment business implications which increase spend.</li>
<li>Recommendations: A list of tips and suggestions to help your business combat recruitment spend over the next 6 months.</li>
</ul>
As the second half of the year unfolds, optimising your hiring process is essential for cost-cutting without compromising on quality. By understanding your current spend, contributing factors and applying some of Hintel&rsquo;s recommendations, you can strategically reduce your hiring costs while securing the right talent for your team. Remember, a well-thought-out approach to hiring not only saves money but also contributes to the overall efficiency and success of your organisation.

Smart Strategies to Cut Your Hiring Costs in the Second Half of the Year

Source: The Guardian November 2023
The Autumn Statement was announced on 22nd November 2023 by Chancellor of the Exchequer Jeremy Hunt.
Below we&rsquo;ve listed the&nbsp;key areas of impact.
<h2 class="wp-block-heading">Growth</h2>
<ul class="wp-block-list">
<li>Forecasts from the Office for Budget Responsibility show the economy will grow by 0.6% this year and 0.7% next.</li>
<li>The economy is now 1.8% larger than it was before the Covid-19 pandemic, according to the official figures, he says.</li>
<li>GDP will then grow 1.4% in 2025, and 1.9% in 2026 and 2% in 2027 and 1.7% in 2028.</li>
<li>In March, the OBR had forecast the economy would shrink by 0.2% in 2023, before growing by 1.8% in 2024, 2.5 % in 2025, 2.1% in 2026 and 1.9% in 2027.</li>
<li>The wider picture of &ldquo;slower growth from a higher starting point&rdquo; means that compared with March, the OBR only improved its forecast for GDP growth in 2027 by 0.6%.</li>
</ul>
<h2 class="wp-block-heading">Inflation</h2>
<ul class="wp-block-list">
<li>Inflation is expected to fall to 2.8% by the end of 2024 according to the spending watchdog, down from 11.1% last year when Hunt and Rishi Sunak took office.</li>
<li>The spending watchdog now expects inflation to stay &ldquo;higher for longer&rdquo; and that it will not drop to the Bank of England&rsquo;s target of 2% until mid-2025. This is a year later than it expected in March.</li>
<li>Higher inflation will keep interest rates elevated, the OBR says. It expects the central bank&rsquo;s key interest rate to stick at about 4% until 2028, rather than drop to 3%, at it predicted in the spring.</li>
</ul>
<h2 class="wp-block-heading">Wages and benefits</h2>
<ul class="wp-block-list">
<li>The biggest set of welfare reforms in a decade will be made and will get 200,000 more people into work.</li>
<li>People claiming benefits will face mandatory work experience if they do not find a job within 18 months.</li>
<li>As pre-announced, the &ldquo;national living wage&rdquo; will increase by more than a pound an hour from April to &pound;11.44. It will also be extended to 21-year-olds.</li>
<li>Benefits will be increased by 6.7%, and there will be tougher requirements for those who claim them to look for work.</li>
<li>The state pension will be increased by 8.5%.</li>
<li>Local housing allowance will be increased, which has been frozen since 2020, in a measure worth &pound;800 for some households next year.</li>
</ul>
<h2 class="wp-block-heading">Business tax</h2>
<ul class="wp-block-list">
<li>So-called &ldquo;full expensing&rdquo; will be made permanent. This allows businesses to offset investment in items such as new IT equipment and factory machinery against tax.</li>
<li>The chancellor adds that the total package of measures will help increase business investment by about 1% of GDP.</li>
<li>Hunt says he wants to reform taxes paid by self-employed people, and will abolish their &ldquo;class 2&rdquo; national insurance contributions, which count towards their state pension entitlements. This will cut taxes for 2 million people, he says. &ldquo;Class 4&rdquo; contributions will be cut by one percentage point. Together these will be worth &pound;350 a year.</li>
<li>There will be a business rates discount for hospitality retail and leisure worth &pound;4.3bn.</li>
</ul>
<h2 class="wp-block-heading">Economy</h2>
<ul class="wp-block-list">
<li>An extra &pound;4.5bn will be invested between 2025 and 2030 in manufacturing.</li>
<li>About &pound;1m will go to aerospace companies and businesses working on green technologies.</li>
<li>Recommendations will be accepted from a review of foreign direct investment into the UK, carried out by former business minister Lord Harrington.</li>
<li>There will be a new &ldquo;investment zone&rdquo; in Wrexham, Wales, in a bid to increase employment in the area. There will be three others in England: Greater Manchester, and the west and east Midlands.</li>
<li>Options will be explored for the sale of some of the government&rsquo;s stake in NatWest. This will be done through a &ldquo;retail share offer&rdquo;.</li>
</ul>
<h2 class="wp-block-heading">Personal tax</h2>
<ul class="wp-block-list">
<li>The main 12% rate of employee national insurance contributions will be cut by two percentage points to 10%.</li>
<li>This tax cut will be brought in from 6 January 2024, the chancellor says.</li>
<li>This will affect 28 million people, saving someone on the average salary &pound;450.</li>
</ul>
<h2 class="wp-block-heading">Public spending</h2>
<ul class="wp-block-list">
<li>Government spending on public services will take a &ldquo;responsible approach&rdquo; and focus on &ldquo;tackling waste&rdquo;.</li>
<li>The measures will result in a &pound;19bn reduction in spending on public services, after accounting for inflation.</li>
</ul>
Prepare your business for the future with intel from our experts.&nbsp;<a href="https://www.hintel.co.uk/talent-navigator/">Try our Talent Navigator product here.</a>

The Autumn Statement 2023: Key areas of impact

As a Director in the estate agency recruitment space, one of the things I get asked the most is &lsquo;what should I be paying my staff?&rsquo;
Historically, remuneration has always been fourth or fifth on a candidate&rsquo;s reason to leave a job, trumped by lack of training, career growth and flexible working since the pandemic and poor management.
As demonstrated in&nbsp;<a href="https://www.hintel.co.uk/building-tomorrow-together-how-to-retain-junior-staff/" target="_blank" rel="noreferrer noopener">Hintel&rsquo;s recent article regarding the cost-of-living crisis</a>, employee remuneration and benefits package is becoming more and more relevant to a person&rsquo;s decision to stay in a role or dip their toes in the job market.
A recent survey conducted by deverellsmith and Hintel revealed how property personnel felt toward industry pay and benefits packages as well as career opportunities. This unearthed common trends and specifically how estate agents felt in their current role and prospects.
The results were interesting, although nothing was a particular shock, one of the more interesting statistics was around people&rsquo;s &lsquo;desired increase in salary&rsquo;.
According to the ONS, job movers last year increased their average salary through changing jobs by 7.3%, yet according to our survey, the average desired increase in basic salary was a whopping 23.5% in estate agents. Unsurprisingly across all sectors of property that we surveyed, (development, commercial, property management, investment, and new homes) estate agency had the lowest average basic salary of &pound;24,800 in London and &pound;18,760 outside of London, although of those based outside of London over 50% had a car allowance on top of their basic salary.
This is a trend which isn&rsquo;t going away, in our report earlier this year&nbsp;<a href="https://www.hintel.co.uk/the-dna-of-an-ea/" target="_blank" rel="noreferrer noopener">DNA of an EA</a>, we highlighted that 43% of negotiators wanted a higher basic and this is still very much the case.
For an estate agent in the &lsquo;noughties&rsquo;, the career options were fairly limited and once your career was on the path of property sales or lettings, it was difficult to get out of the rabbit hole. Not so much these days, particularly with transferable skills being highly sought after in the PropTech and supplier space. This area of real estate is constantly growing, and business development roles are generally better paid basic salaries, although initially, employees may need to take a step back financially to step forwards longer term.
A significant draw for business development roles or those of a similar vein is that they offer a better work-life balance, with no weekend hours involved. Other benefits on offer include private medical care, which is rarely offered in estate agency roles, particularly at trainee to manager level.
New Homes has always been a sector with better basic pay but (normally) less commission, meaning it could be a good choice for someone wanting less risk with their pay packet fluctuations. deverellsmith&rsquo;s data provide evidence of an increase in job applications between March and June 2022, of those wanting to transition to the New Homes sector from estate agency. 1 in 6 applications for a New Homes Sales Consultant role are from an estate agency professional who has no previous experience in the New Homes sector.&nbsp;
With a desire to increase their guaranteed salaries by nearly 25% and potentially alternative employment options available, how can estate agents keep their employees?
Of course, the obvious way to do this would be to pay them more, or at least in line with the Living Wage which is voluntary.
According to livingwage.org.uk the new Living Wage for the UK (&pound;9.90) is 99p per hour more than the current government minimum wage for over 23s (&pound;8.91) and the London Living Wage is &pound;2.14 per hour higher.
A full-time worker paid the new &pound;9.90 real Living Wage will receive over &pound;1,930 in additional wages annually compared to the current Government minimum. For a full-time worker in London, this figure rises to over &pound;4,170. The new UK Living Wage rates will also be 40p higher than next year&rsquo;s NLW of &pound;9.50, due to come into force next April.
The difference will be worth around &pound;780 per annum.&nbsp;
Companies are signing up to join the scheme daily and recently Taylor Wimpey and Persimmon Homes have joined the list of employers committed to paying their employees in line with living costs.&nbsp;
How about commission and bonuses I hear you ask. Well, with 56% of the respondents to our survey having a bonus scheme in place, this is clearly a factor in earnings along with 25% having a commission structure and 6% with profit share or an LTIP scheme.
The estate agency sector has always applied a payment model of a low basic salary and high commission paid upon performance. But perhaps those days are behind us and with the demand for more stable salaries increasing, employers need to consider restructuring their pay or find new or alternative ways to reward and retain their employees.
If would like to discuss how your salaries align with the current market or want to know more about alternative ways to remunerate your employees, get in touch.&nbsp;

Is this the estate agency salary evolution?

How does it feel to move roles after 10+ years?
We all know people who seem to effortlessly move from role to role &ndash; every four to five years &ndash; they go in, fix something, drive development, support growth, whatever it might be they have been hired to do, when it&rsquo;s done its time for a new challenge and new opportunity. &nbsp;
But what of the people who really enjoy their role, love the people that they work with, like and care about the company and have been hugely loyal for so long?
Why would long-standing employees choose to move to a new company?
Is it an increased salary, an equity opportunity, a more senior role or a better work-life balance perhaps?
At some point for people who have tenured with a company for over a decade, an opportunity appears, and the timing and job/company suddenly seem right. But it&rsquo;s a huge decision. As executive search consultants, we have an enormous responsibility to work with that candidate and help them really explore why it is the right move and if it will provide them with a deeper level of satisfaction. &nbsp;
We have to take great care of these professionals and give them time and space to think the opportunity through. We have to advise the client that they need to reassure the candidate and both sides need to be honest with each other. The candidate needs to weigh up all the push and pull factors and ensure that a new challenge will bring enjoyment, job security, stability and career progression.
Is this the sort of company they want to do for another decade in?
How can a long-standing employee make the decision to leave for a new job role?
<ul class="wp-block-list">
<li>Use the tried and tested method of making a list of all the pros and cons of your current role versus the pros and cons of the new role. Ask yourself what you really enjoy about your role now and would you get the same level of enjoyment from the new role?</li>
</ul>
<ul class="wp-block-list">
<li>Where do you want to be in five- or ten years&rsquo; time, will the new role give you the scope you need to achieve that?</li>
</ul>
<ul class="wp-block-list">
<li>Be clear on all the responsibilities of the role, can you achieve everything and add value?</li>
</ul>
<ul class="wp-block-list">
<li>Do your research, what is the management team like, what is their experience, and do you have any mutual connections on Linkedin who can provide insight on their leadership style? &nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>Talk to the Recruitment Consultant and ask them if there is anyone they know who could provide informal and unbiased feedback.</li>
</ul>
<ul class="wp-block-list">
<li>Discuss it with friends and family that you trust, and get as much input as you can.</li>
</ul>
So as search consultants and as a hiring managers, how should you support the candidate?
Interestingly, having recently moved roles myself after 18 years I can speak from the heart about the process and what made it easy for me:
<ul class="wp-block-list">
<li>When approaching a candidate who has been with a company for a long time it&rsquo;s important not to &lsquo;oversell&rsquo;.&nbsp;The first conversation should be consultative and informative.&nbsp;Give the candidate time to really digest it all, send them any relevant information and arrange to follow up chats in a few days&rsquo; time.</li>
</ul>
<ul class="wp-block-list">
<li>Really test the candidate&rsquo;s interest level, why do they want to do the role, and do they have any concerns.</li>
</ul>
<ul class="wp-block-list">
<li>During interviews with the hiring manager, be sensitive to the fact this is a big career move and consideration. Talk about the future and what is offered in both the short and long term.</li>
</ul>
<ul class="wp-block-list">
<li>Once the offer stage is reached, it&rsquo;s critical to ensure every detail is gone through thoroughly. Confusion can lead to nervousness so ensure the candidate is really clear on what&rsquo;s being offered.</li>
</ul>
<ul class="wp-block-list">
<li>Give your candidate advice on how to resign, they will want to do so positively and to leave the best impression. As a search consultant, we call them before and find out exactly when they are resigning to call them afterwards and ask how it went.</li>
</ul>
<ul class="wp-block-list">
<li>As the hiring manager, it&rsquo;s also important to call the candidate regularly. Speak just after the resignation and check in with them every few weeks up until the start date. If the start date is several months away, arrange a lunch or an informal meeting so that they get to know people ahead of joining and feel valued from the outset.</li>
</ul>
<ul class="wp-block-list">
<li>Be prepared that their current company might try and persuade them to stay. Ensure all parties (search consultants and hiring managers) are in regular contact with the candidate to let them know how valued they will be.</li>
</ul>
As a candidate moving roles, embrace the opportunity to do something new and to share all the hard-won knowledge you have from your previous company! As a hiring manager, great communication is&nbsp;key, we must do the right thing for the candidate and their career so listen and support them at every step of the process.

How to provide the ‘candidate experience’ for long-standing employees

<ul class="wp-block-list">
<li>Research from recruitment outsourcing firm Hintel, details priorities for junior staff in the property sector&nbsp;as part of the Building Tomorrow Together report.</li>
</ul>
Leading global property recruitment group&nbsp;<a href="https://www.deverellsmith.com/">deverellsmith</a>, along with newly launched recruitment outsourcing company Hintel, have collaborated on a series of reports aimed at supporting businesses to develop the career paths of their staff from junior to senior level.
The first of these reports focused on the ways in which junior employees in the property sector can not only be supported financially but also encouraged to fulfil their potential, without needing to constantly change jobs.
Earlier this year, 600 property professionals were asked a series of questions and the results concluded that the average salary in junior, non-management positions across the property sector is &pound;24,642.&nbsp; It was clear from the responses that a 10% pay rise would do little to alleviate the current financial pressure of living in London and the escalation of lifestyle costs.
<div class="wp-block-image">
<figure class="aligncenter size-large"><img class="wp-image-493" src="https://www.hintel.co.uk/wp-content/uploads/2022/07/Building-Tomorrow-Together-Junior-Employees-Infographic-PNG-2-651x1024.png" sizes="(max-width: 651px) 100vw, 651px" srcset="https://www.hintel.co.uk/wp-content/uploads/2022/07/Building-Tomorrow-Together-Junior-Employees-Infographic-PNG-2-651x1024.png 651w, https://www.hintel.co.uk/wp-content/uploads/2022/07/Building-Tomorrow-Together-Junior-Employees-Infographic-PNG-2-191x300.png 191w, https://www.hintel.co.uk/wp-content/uploads/2022/07/Building-Tomorrow-Together-Junior-Employees-Infographic-PNG-2-768x1207.png 768w, https://www.hintel.co.uk/wp-content/uploads/2022/07/Building-Tomorrow-Together-Junior-Employees-Infographic-PNG-2-977x1536.png 977w, https://www.hintel.co.uk/wp-content/uploads/2022/07/Building-Tomorrow-Together-Junior-Employees-Infographic-PNG-2-1303x2048.png 1303w, https://www.hintel.co.uk/wp-content/uploads/2022/07/Building-Tomorrow-Together-Junior-Employees-Infographic-PNG-2.png 1937w" alt="" width="651" height="1024"></figure>
</div>
Peter Sheppard, MD of Hintel (part of the deverellsmith group):
&ldquo;We firmly believe that there is now a multitude of ways to support your workforce outside of remuneration which will help promote retention. An employer now needs to take a holistic approach to support wellbeing and provide the training for soft skills as well as academic development.&nbsp;
Teach your junior staff how to have difficult conversations. I truly believe employees are moving jobs because they haven&rsquo;t developed the skills to tell you what they want, or what they need to stay with a business.&rdquo;
The conclusive messaging &nbsp;from the research, highlighted &nbsp;the need for strong management and a shift in narrative in order to encourage and retain a young, energetic demographic into the sector.
Andrew Deverell-Smith, CEO and Founder of deverellsmith group:
&ldquo;We recognise the sector needs to change in how it attracts, recruits, and retains its employees. With the launch of Hintel, we plan to be at the forefront of that change by guiding decision makers to align with the way modern society operates.
This is the first in a series of reports which will reveal how to communicate effectively with current and prospective employees and ultimately, reduce attrition and diversify talent pools.&rdquo;

How to support entry-level employees during the cost-of-living crisis

<h3 class="wp-block-heading">If you&rsquo;ve always thought recruitment could be done more efficiently, with better quality people in a compliant way, but want the flexibility to scale up or down when needed then let&rsquo;s chat about&nbsp;<a href="https://www.linkedin.com/company/hintel-uk/">Hintel</a>.</h3>
Increased Efficiency: need someone who specialises in recruitment and have the expertise, technology, and resources to streamline the hiring process, which can save time and reduce costs.
Improved Quality of Hire: Need access to a wider pool of candidates and more data-driven insights to identify the best candidates for the job, which will result in better hires and lower turnover rates?
Scalability: Want a solution that can be scaled up or down depending on the hiring needs of the organization, which can help to manage fluctuations in demand or growth?
Compliance and Risk Management: Need someone well-versed in employment laws and regulations, who can help ensure that the recruitment process is compliant and minimises risk for the organisation.
Focus on Core Business: By outsourcing recruitment, your business can focus on the core business activities and leave the recruitment process to the experts, which can lead to better business outcomes overall.
Overall, outsourcing can be a valuable service for organisations that want to improve their recruitment process, reduce costs, and increase the quality of their hires.
Let our Group Client Solutions Director (Nicola Broomham) know if you want to discover more about how outsourcing could be a better solution for your business.
nicola.broomham@deverellsmith.com &ndash; 07834 244726

What are the benefits of using an outsourced recruitment solution?

The independent forecasters, the Office for Budget Responsibility (OBR) has said the UK will now not enter a technical recession.&nbsp;
&ldquo;They forecast we will meet the prime minister&rsquo;s priorities to halve inflation, reduce debt and get the economy growing. We are following the plan and the plan is working. But that&rsquo;s not all we&rsquo;ve done.&rdquo;&nbsp;
&ndash;&nbsp;Jeremy Hunt, 2023&nbsp;
In the Spring 2023 budget Chancellor Jeremy Hunt announced the planned updates the Government has set to support the UK over the next 12 months. Read below for a brief overview of the key updates.&nbsp;
Inflation&nbsp;
<ul class="wp-block-list">
<li>Inflation will more than halve and reduce to 2.9% by the end of the year, the OBR expects. The pace of price rises is set to slow by more than expected this year.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>The rate of price rises is currently 10.1%. Last November, the Office for Budget Responsibility predicted that the average inflation rate for 2023 would be 7.4%. It now expects 2.9% by the end of 2023.&nbsp;</li>
<li>Fuel duty with inflation&nbsp;&ndash; For a further 12 months, the 5p cut will be maintained (at a cost of &pound;6bn) along with the freeze of fuel duty too. That saves the average driver &pound;100 next year and around &pound;200 since the 5p cut was introduced.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>Draught relief &lsquo;significantly&rsquo; increased&nbsp;&ndash; From August 1 the duty on draught products in pubs will be up to 11p lower than the duty in supermarkets, a differential which will maintain as part of a new Brexit pubs guarantee.&nbsp;&nbsp;</li>
</ul>
Corporation tax and business&nbsp;
<ul class="wp-block-list">
<li>As corporation tax on profits over &pound;250,000 is due to rise from 19% to 25% in April, businesses will be able to offset 100% of UK investments against their profits to bring down tax bills. The OBR said it will increase business investment by 3% for every year. Jeremy Hunt announced the measure for the next three years but intends to make it permanent &ldquo;as soon as we can responsibly do so&rdquo;.&nbsp;</li>
<li>An &ldquo;enhanced credit&rdquo; has been introduced for small and medium-sized businesses if they spend 40% or more of their total expenditure on research and development. They can claim credit worth &pound;27 for every &pound;100 spent.&nbsp;</li>
<li>Small businesses investment allowance increased to &pound;1m&nbsp;</li>
<li>Corporation tax to increase to 25%&nbsp;&ndash; Corporation tax for businesses is to increase from 19% to 25%, as planned. Firms which make a profit of more than &pound;250,000 will pay 25% tax on their profits from April.&nbsp;</li>
</ul>
Energy&nbsp;
<ul class="wp-block-list">
<li>The energy price guarantee will be extended for a further three months from April to June at its current level cancelling the planned &pound;500 hike in average energy bills which was due to come into force next month.&nbsp;</li>
<li>The cap on energy will be set at &pound;2,500 for the &lsquo;typical household&rsquo; for residential users.&nbsp;</li>
<li>The energy rebate scheme &ndash; paid direct to customers in six instalments of &pound;66 and &pound;67 a month &ndash; has not been extended and will end this month.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>The so-called &ldquo;prepayment premium&rdquo;, whereby those using prepayment meters are charged more for their gas and electricity, will be scrapped from July, enabling four million families to save &pound;45 a year on their bills.&nbsp;</li>
<li>Nuclear power will be classed as &ldquo;environmentally sustainable&rdquo; which will give it access to the same investment incentives as renewable energy.&nbsp;</li>
<li>Up to &pound;20bn of support for carbon capture&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>The Climate Change Agreement scheme will be extended for two years to allow eligible businesses &pound;60m of tax relief on energy efficiency measures.&nbsp;</li>
</ul>
Childcare &amp; Pensions&nbsp;
<ul class="wp-block-list">
<li>Key childcare benefit changes are to be unveiled in the new financial plan as Hunt is expected to announce a &pound;4bn expansion of free childcare for one- and two-year-olds.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>The plan is set to include 30 hours a week of childcare for parents in England with children in that age group.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>The lifetime allowance &ndash; the total amount workers can accumulate in their pension savings before paying extra tax &ndash; has been abolished. Jeremy Hunt hopes it will stop 80% of NHS doctors from receiving a tax charge.&nbsp;</li>
</ul>
Employment and innovation within the workplace&nbsp;
<ul class="wp-block-list">
<li>Work capability testing &ndash;&nbsp;The government will abolish the work capability assessment for disabled people and separate benefit entitlement from an individual&rsquo;s ability to work. The aim is to enable disabled people to seek work without fear of losing their benefits.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>Apprenticeships for over-50s to return to work &ndash;&nbsp;Government to offer &ldquo;Returnerships&rdquo; to operate alongside skills boot camps and sector-based work academies &ldquo;targeted at the over 50s who want to return to work&rdquo;.&nbsp;&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>&pound;1m prize for AI research &ndash;&nbsp;Jeremy Hunt announces there will be a prize worth &pound;1m every year, for the next 10 years, &ldquo;to the person or team that does the most ground-breaking AI research&rdquo;.&nbsp;</li>
</ul>
Community investments&nbsp;&nbsp;
<ul class="wp-block-list">
<li>The government will invest &pound;200m in local regeneration projects around England.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>He also lays out a further &pound;161m for mayoral combined authorities and Greater London, while &pound;400m will be available for new &ldquo;levelling up partnerships&rdquo; in areas like Redcar, Cleveland and Blackburn.&nbsp;</li>
<li>A second round of the city region sustainable transport settlements was announced, allocating &pound;8.8bn over next five-year funding period.&nbsp;</li>
<li>He&rsquo;ll increase funding to help local communities tackle the problem of potholes. The cause will get a further &pound;200m from next year.&nbsp;</li>
<li>12 investment zones: They will be spread across the West Midlands, Greater Manchester, the North East, South Yorkshire, West Yorkshire, East Midlands, Teesside and Liverpool.&nbsp;</li>
<li>&pound;10m invested in the next two years for the voluntary sector to stop families experiencing suicide.&nbsp;</li>
</ul>
<ul class="wp-block-list">
<li>&pound;63m fund to &ldquo;keep our public leisure centres afloat&rdquo;.&nbsp;</li>
<li>Universal Credit sanctions to be &lsquo;applied more rigorously&rsquo;&nbsp;</li>
</ul>
Defence&nbsp;
<ul class="wp-block-list">
<li>Defence spending will rise to &pound;11bn over the next five years.&nbsp;</li>
</ul>
Important industry update:&nbsp;
Five major housebuilders sign up to post-Grenfell cladding pledge&nbsp;
Persimmon, Taylor Wimpey, Crest Nicholson, Bellway and Redrow all said they had put pen to paper on the so-called &lsquo;developed remediation contract&rsquo;.&nbsp;
Read the full article on the Evening Standard&nbsp;<a href="https://www.standard.co.uk/business/business-news/five-major-housebuilders-sign-up-to-postgrenfell-cladding-pledge-b1066918.html" target="_blank" rel="noreferrer noopener">here.</a>&nbsp;
Join the conversation at Banking on the Future &ndash; Spring 2023
Bank of England Senior Economist, Robert Elder, will be joined by a panel of industry experts to discuss the current economic landscape and how it will impact the property industry on Wednesday 29th March for a breakfast event.
<div class="wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex">
<div class="wp-block-button aligncenter"><a class="wp-block-button__link wp-element-button" href="https://www.deverellsmith.com/events/banking-on-the-future-spring-2023">Sign up here</a></div>
</div>
Sources :
<ul class="wp-block-list">
<li><a href="https://news.sky.com/story/budget-2023-the-key-points-of-chancellor-jeremy-hunts-speech-12834167" target="_blank" rel="noreferrer noopener">https://news.sky.com/story/budget-2023-the-key-points-of-chancellor-jeremy-hunts-speech-12834167</a>&nbsp;</li>
<li>https://www.bbc.co.uk/news/live/uk-64831837/page/2</li>
<li>https://www.independent.co.uk/news/uk/politics/budget-2023-time-jeremy-hunt-childcare-pensions-b2301041.html</li>
</ul>

Spring Budget 2023: “UK won’t enter recession”

Regardless of your opinion on the IR35 legislation itself, there is little doubt that countless hours have been poured into preparing employers and employees for the change.
Whether you are in favour of the IR35 legislation being reversed or not, businesses and individual workers have spent months preparing themselves for changes that came into force in April 2021.
Whilst no one can be sure of the impact this reversal will have, I&rsquo;m quietly confident we&rsquo;ll all be spending many more hours ensuring our organisations are well informed and our temporary or freelance community of workers have been clearly communicated with.
How has the IR35 legislation changed?
In simplistic terms, the government changed who is responsible for deciding the outcome of an IR35 assessment from the individual to the business they provide their services to.
The assessment determines whether a contractor can operate as a self-employed individual or should be under an &ldquo;employed&rdquo; contract. The legislation itself has seen little change over the last 20 years with various elements determining how a worker should be engaged.
In the latest&nbsp;mini-budget, the Chancellor announced plans to reverse the IR35 and off-payroll legislation implemented in April 2021. In this article, we&rsquo;re going to explore what that potentially means for employers and contractors.
What does it mean for contractors who moved from a self-employed contract to an &ldquo;employed&rdquo; contract in April 2021?
Having undergone the hassle of changing status 18 months ago, it&rsquo;s likely many of these contractors will stick with the solution they transitioned to.
Limited companies may be dormant, business insurances would need to be purchased and potentially a significant amount of admin would be required for contractors to work back under their own business.
However, as the legislation reversal means the decision rests with the worker to determine their status (instead of the employer/end user as it is today) there may be little a business can do if a worker does decide to change status.
A worrying thought given is that assessments have already been done, the worker and employer have agreed that they do not qualify to sit outside the legislation yet and at the flick of a switch there will be little to prevent an individual from rolling the dice in the hope of paying less tax.
What is the potential bigger issue of the IR35 legislation change?
Whilst it&rsquo;s important to be aware of an existing temporary worker&rsquo;s status (self-employed or employed), it may be the easier issue to address. As the worker is known to the business, between now and April employers can ask directly if they intend to change their way of employment.
The area that is much harder to prepare for will be those in permanent positions who believe moving back to contracting could be better for their career and/or more lucrative.
Despite the challenging economic outlook, there are still a vast number of unfilled vacancies.
The criminal finance act 2017 affords HMRC the right to investigate a business or an individual who is suspected of fraud, unpaid taxes, money laundering etc.
If a worker remains with the same organisation but flips their contract from &ldquo;employed&rdquo; to self-employed, it could trigger red flags when it comes to their tax status. This risk may push those wishing to move back into self-employment away from their current organisation.
Therefore, an uptick in flexible workers could create a shift in the market. Businesses would potentially have the choice of paying a premium for immediate skills whilst avoiding the long-term commitment a permanent appointment creates.
On a positive note, this could create short-term solutions for organisations that need to push through a new project or plug gaps in their operation much more quickly than it would to secure a permanent employee.
There could, of course, be negative connotations to any significant change. With many businesses already finding it hard to attract talent for their existing job vacancies, many could find this number increases if the contracting world lures away some of their team.
Opening discussions early can allow organisations to plan for April. Maybe it&rsquo;s another millennium bug or maybe it&rsquo;s unfortunately another obstacle for the business to navigate in an already challenging time.

The IR35 legislation change: what it means for your business and as a contractor

It&rsquo;s been 7 days since Chancellor Kwasi Kwarteng shared updates announced in the mini-budget. He hailed it to be a &lsquo;new-era&rsquo; for the UK economy as the biggest package of tax cuts in 50 years were revealed.
Hintel has curated a pack which summarises all the changes which impact the property sector and business employers as well as how the market has reacted. Scroll down to read updates which will impact employers and property.
Income taxes
<ul class="wp-block-list">
<li>Basic rate cut from 20% to 19% as of April 2023</li>
<li>The additional rate tax band, which taxes income over &pound;150,000 at 45%, will be scrapped completely as of April 2023</li>
<li>National insurance rise, which was introduced in April, of 1.25% will be reversed as of November 2022
<ul>
<li>These means a tax saving of &pound;392.18 if you earned &pound;30,000 a year, or &pound;5,219.88 if you earn &pound;200,000 a year from April 2023 onwards</li>
</ul>
</li>
<li>Bankers previously had a cap on their bonuses of 2x of their basic salaries, this will be scrapped
<ul>
<li>This is to re-attract some of the 7,000 banking jobs that were relocated post Brexit</li>
</ul>
</li>
<li>IR35 reforms making businesses hiring contractors responsible for determining the correct employment status for their contractors will be scrapped, as of April 2023</li>
</ul>
Other taxes
<ul class="wp-block-list">
<li>The stamp duty free threshold on property has been increased from &pound;125,000 to &pound;250,000</li>
<li>The stamp duty free threshold for first time buyers has been increased from &pound;300,000 to &pound;425,000
<ul>
<li>Previously when stamp duty was cut in 2019, we saw an increase in house transaction volumes as well as house prices. Though the previous cut was a temporary measure, which pulled demand forward as people rushed to complete purchases before a deadline. As this cut is here to stay, we might not see the same rapid jump in transactions and prices as before.</li>
</ul>
</li>
<li>Corporation tax was originally planned to rise from 19% to 25%, this has been scrapped.
<ul>
<li>This is quite low compared to other countries, for example, France is 26.5%, the United States is 21%, Canada is 26.5%</li>
<li>A planned dividend tax rise of 1.25% has been scrapped</li>
</ul>
</li>
</ul>
Non-tax related
<ul class="wp-block-list">
<li>The cap on energy will be set at &pound;2,500 for the &lsquo;typical household&rsquo; for residential users, this will be extended to businesses for 6 months</li>
<li>Planned duty increases on beer, cider, wine and spirits have been cancelled</li>
<li>VAT free shopping for tourists has returned, meaning that non-UK tourists can shop in the UK then claim VAT back on their purchases</li>
</ul>
Reactions
<ul class="wp-block-list">
<li>The pound has tumbled against other currencies, reaching its lowest level versus the dollar since 1985
<ul>
<li>The Bank of England is likely to increase interest rates to drive up the price of GBP compared to other currencies, though doing so would increase mortgage rates and lower housing affordability</li>
<li>The UK is a net importer, meaning we buy more goods than we sell internationally, a weaker pound means that importing goods from abroad becomes relatively more expensive driving further inflation.</li>
</ul>
</li>
</ul>
​
Sources:
<a href="https://www.bloomberg.com/news/articles/2022-03-28/more-bankers-stayed-in-post-brexit-london-than-expected-ey-says" target="_blank" rel="noreferrer noopener">Post Brexit banker relocations figure</a>

The mini-budget 2022: How it impacts employers & property

I imagine that most viewers (if you&rsquo;re like me) read the title of this article and thought of a specific instance when having a difficult conversation with an employee. However, as we highlighted in our recent article, the ability to have difficult conversations should be learnt throughout the training programme which is offered to employees right from the start of their career.
How can you, the business and the employee all benefit from training in &lsquo;difficult conversations&rsquo;?
Let&rsquo;s explore a typical scenario.
Employee A has been with your business for 18 months, they&rsquo;ve been a solid performer, get on well with the team and are low maintenance to manage. One day you come to work to find them itching for a chat and you get the universally recognisable envelope slid across the desk. They&rsquo;re moving to do a similar job with your competitor for more money. The justification (and by the way to clarify, I don&rsquo;t think employees need to justify why they move as much as employers sometimes think they do) is that they were unsure when they were next going to get a pay rise or promotion and this job &ldquo;came up&rdquo; and was &lsquo;too good to miss&rsquo;. Your part amicably with 2 things almost certainly likely to occur. The existing employee, even if they come back to you, will always have significantly higher price tag for their services and their replacement will either be more expensive or less skilled than the departing colleague.
So how can an employer mitigate this from happening time and time again. There are certainly a few things that help:
<ul class="wp-block-list">
<li>Transparency on when the annual pay review occurs</li>
<li>Promotional criteria visible from day 1</li>
<li>Solid training programme in place across the business</li>
<li>Regular performance and career reviews</li>
</ul>
Many of these elements are in place, but it is only 1 half of the relationship. We&rsquo;re also relying on that early warning signal from the employee to tell us there is a problem to be fixed. But it can be very uncomfortable talking about difficult topics with someone more senior, possibly more confident and almost certainly more experienced in having these discussions. Formal training can teach your team to identify that what they are about to address is difficult/awkward/controversial, equally that it may not be difficult for just them, especially if their manager knows that the topic is justified. By creating an environment where both participants appreciate that neither one feels more comfortable than the other (regardless of the reality) then it makes the conversation a whole lot easier.
So, you&rsquo;re in the room, the mood is set, and the mutual awkwardness can commence. As a manager what I&rsquo;m now looking to hear is what outcome someone would like to see and also as much evidence to support either their issues or the outcome they seek. Not only does it provide the best insight of the core challenges to overcome, it also can give the manager the evidence they need to justify things with their boss.
Getting comfortable with being uncomfortable isn&rsquo;t? just for the side hustle life, it&rsquo;s an essential skill that can help everyone clearly identify and hopefully more easily resolve the inevitable problems we all go through during our careers.

Difficult conversations: How to have them effectively

What is employer branding?
Employer branding isn&rsquo;t just providing free fruit or gym memberships, a hip working office and the day off on your birthday (although these are all brilliant benefits). It&rsquo;s the&nbsp;who you are, your company&rsquo;s&nbsp;purpose&nbsp;and the&nbsp;why&nbsp;your employees want to work for you. It&rsquo;s to ensure from the get-go, your staff align with your values, understand your vision, and believe in your company&rsquo;s journey. It&rsquo;s defining your company DNA and it&rsquo;s what differentiates you from your competitors.
Is your brand conventional, forward-thinking or tech-savvy? These aspects of your company should all be portrayed through your employer brand, whether it&rsquo;s the type of imagery you use on your career site, the language for your job adverts or how you communicate key deliverables. Everything should be clear and consistent to deploy messages that land and achieve buy-in from your stakeholders.
Why is employer branding important?
It&rsquo;s important to ensure your employer brand is coherent when communicating to both prospective and current employees. Creating a unified outlook ensures your company work together as a team and hit business objectives. Mixed messaging, unclear branding and creating an environment where leaders have autonomous vision leads to a high attrition rate, unhappy staff and a huge loss of your time, money and resources. Not to forget: employer branding is a powerful tool for recruiting the best talent in the market!
Last year, the deverellsmith group assessed its employer brand and made some key decisions to push the company forward as it embarked on a journey of growth. Below details the steps which the company took to create a strong employer brand which focused on people and culture.
Step 1 &ndash; Assess the current landscape
To stimulate change around your current employer brand, an assessment reviewing where your company currently tracks will need to be completed. This can be done simply but the more in detail you review will enable a more thorough evaluation &ndash; it depends what stage of the journey your business is on.
Tools for your assessment:
<ul class="wp-block-list">
<li>Conduct interviews with employees across the company asking how they would describe their experience with the business and for feedback of the current employer brand.</li>
<li>Send an anonymous internal survey capturing an overview of the company&rsquo;s feelings toward employer branding, culture, work environment and other associated topics.</li>
<li>Assess career paths: are they clear, achievable and are staff provided with the right training or resources to reach each stage?</li>
<li>What rewards schemes and recognition are in place to motivate staff across all roles?</li>
<li>Staff wellbeing: review benefits scheme, environment, and current programme in place to compare with your competitor offerings.</li>
<li>Driven by data &ndash; Run the numbers on your current attrition rate and hiring statistics. These figures are key to set targets moving forward.</li>
</ul>
Once you have conducted your assessment, you&rsquo;ll be in a better position to move forward in creating a strong employer brand. The above can be done in stages and as detailed as your business requires. The assessment should provide a foundation for the development of your employer brand.
Step 2 &ndash; Key objectives
Now you&rsquo;ve produced data and analysis, your business can start to explore future-proofing. Understanding your key objectives and the reason(s) why you are investing in employer branding will ensure you generate the right results. Strategic workforce planning is incomplete without setting your business goals.
Use the information which was uncovered in step 1 to shape these objectives, listening to employees, and providing solutions has a big impact.
Once deverellsmith had reviewed the numbers and findings from the assessment, it was clear that a focus on attrition and retaining staff was a priority. The logic behind this was to focus on customer experience and company culture and in order to do this we needed to create a motivated, stable and positive workforce.
This would be achieved by several tactics and smaller goals around staff wellbeing, career progression and learning and development which is revealed in step 4.
Step 3 &ndash; Review your values
What are your company values, do they align with your business objectives and do your employees stand by them in how they operate whilst at work?
If the answer is no, then it&rsquo;s time to give your company values a refresh! Consider the values the core of your business, without them it&rsquo;s hard to create an identity to take to market or expect your employees to represent you in the manner anticipated.
These values should evolve as your company does, so it may be the case that these change as you grow and move forward as a business over time. Provided it doesn&rsquo;t cause confusion amongst employees and a clear strategy is communicated when launching new values, it should be an exciting time for the company.
People are a company&rsquo;s most important asset, that is no secret. So, when finalising your company values it&rsquo;s important for your team to be part of the decision process.&nbsp;The&nbsp;deverellsmith&nbsp;group hosted small focus sessions consisting of employees from different teams and different levels of seniority. The aim of each session was to explore values that individuals associate with the business and jot down terms or phrases of how they&rsquo;d like the business to operate moving forward.
Once each session was complete, senior leadership finalised the 5 values which were common amongst groups and reflected the business objectives. These values were: trusted, team focused, progressive, driven, and positive.
Step 4 &ndash; The route forward
Now it&rsquo;s time to take everything from steps 1-3 and create a workforce strategy that builds an effective employer brand. The strategy should include tactics that can be actioned to achieve your ultimate objective(s) whilst taking into consideration the data and analysis from step 1 and the employee identity in step 3.
As mentioned in step 2, deverellsmith&rsquo;s overarching objective was to create a positive, stable and motivated workforce; this would be achieved through a new benefits scheme which aligned with employees wants and desires. A new trademarked reward scheme: &lsquo;The Culture Bonus&trade;&rsquo; was the result, which rewarded employees for excellent customer service and their contribution to the company culture; a new employee engagement strategy which focused on staff wellbeing, corporate social responsibility and diversity and inclusion; new job titles and job descriptions to create clear career progression; and a learning and development programme which offered over 100 hours of training for every employee.
What tactics should your business action to achieve the right employer brand?
Step 5 &ndash; Launch
It&rsquo;s time to celebrate and showcase your company achievements with your staff and network. Depending on your company, the launch can vary and align with your business environment. For example, a virtual presentation is effective for a remote working workforce, or a breakfast roundtable might be more suitable for a start-up. Whatever your business, make a noise online and offline by updating your careers page, website, social feeds, work portal and other marketing channels. deverellsmith found personalised cupcakes hit the mark at the team launch!
Steps 1-5 can all be broken down into stages or small action points; if you are just looking to refresh your values, benefits scheme, or contracts these all have a positive contribution to your employer brand and can be stand-alone measures. Employer branding doesn&rsquo;t have to be one huge project, it can be achieved in segments by taking small actions to push your employee brand forward.

Employer branding: Why the time is now

What does the future of learning and development look like?
The market size of the global workplace learning &amp; development industry has an estimated worth of approximately $357.7 billion dollars; making your organisation&rsquo;s L&amp;D strategy a critical part for achieving long-term objectives. It supports retention, enables current staff to do their job better and promotes employee engagement.
It seems obvious; however, I didn&rsquo;t realise how much I needed my own career development plan to excel throughout my career until I was in my late twenties, that lightbulb moment came as I was sitting in a &lsquo;future leaders&rsquo; workshop. I had no idea how to be one.
Like many, I used to self-teach and research trends to sharpen my skills, but the &lsquo;relying on yourself&rsquo; mindset is certainly changing as employees demand more from employers. Whether it&rsquo;s more money, more benefits or more upskilling, the competition is fierce to attract talent.
According to Lorman,&nbsp;70% of employees&nbsp;would be somewhat likely to leave their current job to work for an organisation known for investing in employee development and learning. Not only could you lose current staff, but companies will also fail to attract the best in the market.
Why is it so important?
Learning and development lie in tandem with career progression. Providing a multitude of training opportunities enables employees to catapult through the progression path your business has on offer; without L&amp;D, employees are unlikely to have the capability to climb the ranks efficiently at the standards expected from a business.
What should a learning and development strategy include?
Your learning and development strategy depend on 6 elements which should all be considered ahead of strategy creation:
<ol class="wp-block-list" type="1">
<li>Budget</li>
<li>Size of business</li>
<li>Career progression plan</li>
<li>Type of organisation (start-up, SME, large corporation)</li>
<li>Where the business is in its growth plans &ndash;</li>
<li>The external and internal landscape of the market &ndash;&nbsp;what skills are needed to communicate with your customer base and generate revenue?&rsquo;</li>
</ol>
Ultimately, an L&amp;D strategy should be aligned to the business and people goals. The 6 elements mentioned above will help you make key decisions on whether you can hire an L&amp;D team, individual, consultant or needs to be responsibility of the leaders within the business.
Agility equates to sustainability
Every staff member is unique and if you&rsquo;ve hired them, they should be worth your investment. However, it all starts with employee buy-in and fostering a culture of learning.&nbsp;
Step 1 is to create a work environment where people understand the importance of upskilling e.g &lsquo;by completing this training module, you&rsquo;ll be able to achieve a promotion&rsquo;. Organising the coaching plan and creating the strategy is one part but selling the idea to your staff is a huge fraction of the ballgame.
When speaking with Barum Jeffries, Chief Ideas Officer at reclearn, he advised &ldquo;It&rsquo;s no longer a one-size fits all approach, L&amp;D needs to be responsive to the rapid and changing demands from the business, the market or industry and to respond to what and how employees learn best. We&rsquo;ve seen this recently with a shift to virtual and blended learning &ndash; those businesses who already had a omnichannel approach before the impact of COVID were better placed during 2020/21. We challenge our delegates to think differently, but a lot of L&amp;D teams aren&rsquo;t thinking differently and stuck in old school methods of delivery, content and style&hellip;.&rdquo;
Setting a plan where your business can mould training programmes and have a responsive approach is mission critical for employees to perform. Some employees can be slower off the mark compared to others, but that doesn&rsquo;t mean the individual will not achieve long-term success. Being less confident in a certain activity, doesn&rsquo;t result in underperformance in a practical environment.
Within deverellsmith, one of our highest performers is someone who was much more reserved in the early stages of their career and less inclined to do the basics of the job in hand. By responding to the individual and personalising the programme it enabled them to discover confidence and thrive.
How to find innovation in learning and development?
An L&amp;D strategy is no longer just a group workshop, role plays and mentoring, the future of learning is like a Netflix subscription where you have a suite of materials, tools, and case studies available on-demand.
<blockquote class="wp-block-quote has-text-align-center is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;The big shift is the role of an L&amp;D professional; it is no longer just to be a content creator; they are the curators of content as well.&rdquo;
<cite>Barum Jeffries, Chief Ideas Officer, reclearn</cite></blockquote>
Training is on its way out and learning is on its way in &ndash; it&rsquo;s much more about giving people the information and tools when and how they want it delivered. Throughout the pandemic, those who had a blended/hybrid strategy weathered the storm a lot quicker.
L&amp;D professionals don&rsquo;t always have to be the messenger they once were, but they do have to be responsible in bringing it all together. Reflect the modern environment &ndash; can you produce podcasts with senior leadership or provide on-demand webinars with a group of managers? Delivering a personal touch is key, and harnessing what you have internally makes each lesson more memorable.
According to Loom&rsquo;s State Of Modern Work Report,&nbsp;employees spend 64.4% of their time working from home, while the percentage is 66.4% among managers. This contributes to an overall split of 65.2% of time working from home and 34.8% in an office. Interestingly, 91.6% of respondents stated they were satisfied with their hybrid or&nbsp;<a href="https://gethownow.com/blog/how-to-achieve-self-directed-learning-in-the-workplace-benefits-challenges-and-tips/">working from home environment</a>.
Essentially, getting the right balance of digital, virtual and physical learning opportunities enables staff to learn the way&nbsp;they&nbsp;want.
It doesn&rsquo;t stop after onboarding
There needs to be learning plans for every level of the organisation from new starter to board level. Every single person needs to have learning plan because without it how can you instil a learning culture?
The good news is that the importance of L&amp;D to organisations is changing.&nbsp;<a href="https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/wlr21/pdf/LinkedIn-Learning_Workplace-Learning-Report-2021-EN-1.pdf" target="_blank" rel="noreferrer noopener">LinkedIn Workplace Learning Report 2021</a>&nbsp;shows that 63% of L&amp;D professionals agree that L&amp;D has a seat at the executive table.&nbsp;It&rsquo;s no longer up to the &lsquo;Chief People Officer&rsquo;, it&rsquo;s time to get specialist.
How to streamline your L&amp;D strategy? deverellsmith&rsquo;s RPO function supports medium sized businesses with curating an optimal learning and development strategy using real-time data. Contact RPO MD, Pete Sheppard for more details:&nbsp;<a href="mailto:pete.sheppard@deverellsmith.com">pete@hintel</a>.co.uk.

How to create a culture of learning in the modern environment

Hiring the right person is always a business-critical decision. Whether is the new office junior or the CEO, every person who is part of your business affects the culture, service, experience and outcome of the company. At deverellsmith, when it comes to talent acquisition, we want to armour our clients, both in estate agencies and the wider property industry, with every hiring tool possible to maximise the chances for identifying and onboarding the perfect fit. One of the ways we do this is through behavioural profiling.
<ul class="wp-block-list">
<li>What traits are you looking for in your next hire?</li>
</ul>
<ul class="wp-block-list">
<li>Now tell me how you are going to decipher that from a CV?</li>
</ul>
The standard recruitment practice of reading a CV and conducting a face-to-face interview can reveal many things about an individual such as experience and how they present themselves in a formal setting. But many of the attributes we are looking for in high customer service environments and leadership roles are much harder to ascertain from a self-created document i.e. a CV coupled with a chat over a coffee in the local Starbucks.
Profiling can help employers fill in the gaps that CVs create, help to make better hiring decisions, plan for onboarding of new hires and establish a well-balanced team.
All too often we see that hiring decisions are made based on track record or likeability and are less about the &lsquo;fit&rsquo; of the person to the role and the behavioural requirements.
For example, I have in the past talked to clients about their hiring strategy and when it comes to their interview technique am told something along the lines, &lsquo;we&rsquo;ll have a few structured questions, ask about their numbers and see if we get on.&rsquo;
Whilst this approach is most commonly used, what it&rsquo;s really saying is:
&lsquo;Did you do well at your previous company and do I like you.&rsquo;
Neither of which are demonstrating the person&rsquo;s ability to do the job you are hiring for in your business and leaves the hiring manager making decisions based on bias and assumption, not suitability for the role.
When thinking about the next hire for your business I urge you to&nbsp;measure what matters.
Think about the characteristics and behaviours you would expect to see from someone in this role and ask yourself:
<ul class="wp-block-list">
<li>What characteristics would be a good fit for your culture? And the role?</li>
<li>What makes your top performers brilliant and sets them apart?</li>
<li>What values are you wanting someone to align to?</li>
</ul>
By having a clear understanding of what &lsquo;good&rsquo; looks like, you can create ways to identify it within your hiring process.
There are 3 main types of tests; behaviour (personality), capability and psychometric. With over 5000 types of tests available on the market currently, it&rsquo;s a popular choice to compare candidates.
Behaviour tests
Behaviour tests generally help employers to understand a candidate&rsquo;s way of thinking, how they interact with others and their general behaviour. Commonly formed by asking a candidate which statements most closely match to them. It can help to understand a person&rsquo;s strengths, areas for development, leadership style and ideal working environment.
Capability tests
Capability tests are a good way to reveal if someone can actually do the job rather than just say that they can! They can often include numeracy, verbal reasoning and aptitude tests.
Psychometric tests
Psychometric testing is like behavioural tests but to a much greater degree of depth. There are many well-known tests on the market and the results can vary hugely depending on what you are using those tests for. &nbsp;Two examples of psychometric tests are:
<ul class="wp-block-list">
<li><a href="https://www.discprofile.com/what-is-disc/disc-styles">DISC profiling</a>&nbsp;(dominance, influence, steadiness, compliance) can plot traits within whole teams, showing areas of strength and weakness.</li>
<li><a href="https://mcquaig.co.uk/">McQuaig</a>&nbsp;testing will give you the relevant questions to ask an individual to get the most from an interview.</li>
</ul>
The key thing to remember with all types of behaviour profiling tests is that they are there in addition to the other elements of the recruitment process to aid a decision, not provide a pass or fail situation.
Well curated assessments are purposefully designed NOT to feel like a test, therefore is more likely to generate honest results. These types of assessments at the start of the hiring process also help to improve diversity and accessibility for individuals with disabilities such as dyslexia and colour blindness.
They remove the risk of unconscious bias because no matter how prepared you think you are, humans are programmed to like people who are most like ourselves, this is hard to overcome.
So, is the answer to remove all human touch and leave it to the robots? Absolutely not, AI recruitment processes are impersonal, lack candidate buy-in and will often leave the candidate feeling disengaged and unable to make a decision about joining a firm. But, it&rsquo;s a good place to start!
If you would like more information about personality and behaviour profiling or would like some guidance on your talent strategy then please get in touch with Nicola Broomham, Director of Estate Agency.

Split: How behaviour profiling can streamline your hiring process

Sign up to the deverellsmith newsletter to recieve the latest updates to your inbox.

Insights

Stay up to date