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CV Tips

Now is a great time to update your CV

It is always good to have your CV updated. Why not consider updating your CV so you are ready to find your ideal role? In this blog we will offer ideas and ways to update your CV and the things you need to consider.

Why do we need our CV?

Whether you have decided to immediately look for a new role or just want to be prepared, getting your CV in front of the prospective clients is the first “physical” and major step of the process in finding a new job.

Many people are mistaken with what the role of the CV is.  Ultimately it will play a part in conversations and dialogues, in the interviews you attend however, the KEY role of your CV is to ensure you get in front of the hiring company.

It is your own personal PR and a chance to shine.

How long do you think hiring managers spend looking at your CV?

Below is a fantastic article on “10 Resume Tips to try in 2020”. It is worth having a read of this:

Spend time on your CV and get it right.

  • Aim to update your CV twice a year. It not only reminds you of your successes but if you work for someone else, it will help with your personal appraisals as well as give you an indication of how you are progressing.
  • When you are ready to move to a new role, not only is it ready, but it helps for interviews to remember all of the projects and successes you have been involved with.

At Ice Recruitment we spend a lot of time speaking with our candidates about their CV and we are happy to work with you to make sure you are presenting yourself in the best possible way.


Whether you are in IT sales, Software Licensing, Customer Success or any part of the IT channel, one thing is for sure:

  • Everything works around relationships
  • Creating new relationships as it is the lifeblood of what we all do.
  • With that in mind, we at Ice Recruitment are always happy to have “relationship calls/catch up calls” and if you feel the same way, let me know.
  • Maybe you would like to explore what is out there, or perhaps simply want to have a recruiter on speed dial just in case, if so, please do get in touch.


If you do go to interview, know that it is as much about you finding out about them, the manager, the company and the role, as it is you being interviewed.

Our suggestions are:

  • Go to ALL the interviews you are offered
  • Give a fantastic account of yourself
  • Consider if you like them whilst presenting the best version of you

About Ice Recruitment Ltd

Neo Pedrithes, MD Ice Recruitment
Rachel Pedrithes, Director

Neo Pedrithes & Rachel Pedrithes

We both started life in the corporate world.

Prior to Ice Recruitment, Neo was a Sales Director in the IT channel working at Insight, Misco and Kelway. This puts Neo in a unique position to find you the right people for your industry.

Rachel began her career as an internal HR / internal recruitment and consultant at companies including Norman Broadbent, Freshfields Solicitors and Argyle Recruitment. She worked with a number of large blue chip organisations including Microsoft, Worldcom and UUNet.

Ice Recruitment has gone from strength to strength in the past 10 years working with many companies including Computacenter, Capita & many more.

Your Next Actions

Connect with us in multiple ways

You can connect with either of us on multiple social channels including LinkedIn and Facebook.

All the links are below:

Neo LinkedIn

Rachel LinkedIn

Ice Recruitment website

Ice Recruitment Instagram page

Ice Recruitment Facebook Page

To book a private complimentary call, please contact Neo or Rachel on 07961 381096 or  020 7195 0278.

Best wishes

Neo & Rachel

P.S. We can help you take your recruitment to the next level.  Get in touch for a full details.


How to Recruit, Develop & Train Millennial Employees

Who are Millennials?

Millennials (or Generation Y), generally accepted as those been born between 1981-1996 (although some definitions do vary), are known as the first generation who work to live, rather than live to work. But as 2020 marks the first time in history that millennials will make up the majority of the workforce, what does this mean for those whose job it is to manage them?

Recruiting, training and developing millennials is different from any other generation due to their ideals, their drives and their aspirations. In this report, I will share with you some of the hot topics that surround millennials in the technology workplace, how they thrive, what challenges they face, their limitations and how best to manage this dominant section of the current working landscape.

Rachel Pedrithes

What Sets Millennials Apart?

First of all, let’s take a look at what it means to be a millennial. While it would be impossible to try and stereotype an entire generation, there are recurring themes that we see time and again from the millennial culture in the workplace which cannot be ignored.

As Simon Sinek acutely points out in his interesting YouTube video; there are forces beyond the millennial generation’s control which shaped the way they grew up and stayed with them as they transitioned into the world of work.

As the first generation to grow up surrounded by technology in their formative years, millennials have turned towards the instant hit of dopamine that social acceptance via online media provides. They are used to the things they want happening fast, and this means that they are more likely to crave approval, to be impatient, and be continually looking for what’s next.

This generation grew up witnessing their parents in secure ‘jobs for life’, and then found themselves in the world of work for the first time around the financial crisis of 2008. As of 2016, millennials had around 34% less wealth than they would have had if the financial crash had not happened.

Millennials are getting married less, having fewer children and have very low-levels of home-ownership. The latter can be attributed to high house prices, but the marriage and childbirth stats tell another story. Millennials have seen how quickly the economy and job market can decline and how disastrous this can be in terms of raising a family and paying off a mortgage.

A lot of the negative stereotypes that are used to describe millennials have been proven to be untrue. Older generations call them lazy and entitled. Still, while they might indeed expect things to simply happen for them – due to being raised in an age where technology meant that you can have almost anything you want at the press of a button – this does not mean they are averse to working hard; it comes down to a matter of management.

Manage your millennials correctly, and you will realise just how much this generation has to offer.

Managing millennials is not an impossible task. While they are sometimes better known for their less than desirable characteristics (think social media obsessed, ‘snowflakes’), millennials often have more desire to learn and grow, are not driven by money but rather a desire to ‘do well’, and are welcoming of honest and open conversations in the workplace. All of these can be great positives for your organisation when they are managed effectively.

Millennial Myths: Debunked

You might have heard some of the following stereotypes about millennials. Let’s go through the facts behind some of these millennial generalisations and why they aren’t necessarily true.

  1. [MYTH] They are self-obsessed. The ‘selfie’ generation who check their Facebook, Twitter and Instagram constantly.

[FACT] A study by the University of California in 2008 found that there was no rise in the levels of narcissism in students between 1979-2007.

  • [MYTH] They hate to be told what to do. Even new millennial employees think they know everything from the word go. A youth spent Googling their problems has led them to believe they (via Google) have all the answers.

[FACT] Millennials are the ‘empowered generation’. While they might have a less inherent respect for traditional authority, they are adept at learning things on their own. In the past year, 70% of millennials have learned a new skill or information about a subject they are interested in via YouTube.

  • [MYTH] They are work-shy. They want to be promoted within the first six months, but they don’t really want to work hard for it.

[FACT] Millennials are defined by the phrase ‘work smarter, not harder’. They have grown up in a world where technology is always making things easier and faster. It is in their nature to look for shortcuts and ways to streamline processes.

  • [MYTH] Millennials want constant praise for the smallest achievements.

[FACT] A recent IBM study found that only 29% of millennials were looking for praise for their achievements in the workplace.

Yes, there are differences between millennials and those from earlier generations, but with 74% of millennials reporting that they want to do a job where they feel like their work matters – this generation has the potential to add real value to your organisation. The key is in knowing how to recruit, train and develop the best millennial talent, which we will cover in the following sections.

Recruiting Millennials

Put a job advert online or on a job board, and chances are the majority of the applicants will be millennials.

The language you use in your job advert will be a considerable factor in determining what kind of applicants you will receive.

In recent years there has been an upsurge in ‘trendy’ unconventional language used to attract the cutting edge of millennial talent, with ‘superheroes’ and ‘ninjas’ being invited to apply for positions that in reality are admin assistant roles.

As The Economist points out – “Candidates must sometimes wonder whether they are applying for a 9-5 role or becoming part of the “Avengers” franchise”.

We are currently amid the lowest rate of unemployment for 40 years, and businesses are finding it harder than ever to find suitable candidates for their vacancies; especially millennial talent, who are more likely to have the leading-edge skills needed to carry your business forward – it can be tempting to try too hard to attract the best candidates.

But millennials are now being turned off by this inflated language – they can see through it as a thinly veiled attempt to make mundane tasks sound interesting. As mentioned previously, millennials love transparency and honesty, so speak to them in a language that is plain and simple – no superheroes or ninjas.

As millennials are generally more laid back than their predecessors, they don’t respond well to stuffy and ‘outdated’ language in business-speak – they want to do a job that they care about, and that lets them have a good work-life balance.

What millennials are looking for from a job advert is the offer of a secure job in a company that aligns with their values, and where there is scope for growth and development.

Tips for recruiting millennials –

  • Be honest about the job duties, career progression prospects and the company.
  • Don’t use convoluted language to describe regular tasks.
  • Highlight opportunities for work-life balance, e.g. early finish on certain days, flexi-time, work from home options (if applicable).
  • Show off your company culture (more on this later) – millennials love a relaxed, forward-thinking and self-aware working environment. Think fewer table-tennis tables and bean bags and more collaborative working practices, health and wellbeing awareness and relaxed dress codes.
  • Other job perks to highlight – health insurance, cycle to work schemes, (non-compulsory) staff lunch events.

Training Millennials

Once you’ve recruited, next you will need to know which methods of training are most effective for this generation. Millennials are sometimes bestowed with the title of ‘job-hoppers’ and can be seen as disloyal to their employer. While it is true that people of working age are changing jobs more often these days, it is not necessarily because they are disloyal – it is for a number of other reasons.

Instability in the economy and the rapid growth, and decline, of specific sectors, has meant that people, in general, are changing jobs far more than they have done in the past – not just millennials.

An employer eyeing their millennial employees with caution, believing them to be secretly applying for other jobs on their lunch breaks, does not a trustworthy relationship make. Doubting that their millennial employees will still be with the company in a year leads to a reluctance to put in place long-term training plans.

But in adopting the mindset that your millennial employees are not ‘worth’ training and developing because they’re a flight risk can be potentially damaging to your entire organisation. Invest in your millennial employee’s training, and you invest in the future of your business.


The phrase teamwork conjures up the image of a group on a team-building awayday awkwardly trying to untie a human knot made up of themselves – I’m not talking about this.

Possibly due to their exposure to a fast-paced and ever-changing world, millennials are more open to collaborative working, trying new ideas and quickly rejecting those that don’t work.

Millennials want to be included in discussions about not only their development but the development of the company. They want to know how they fit into the bigger picture and how they can make a positive difference, no matter how small.

Millennials are sometimes ascribed with the trait of rejecting authority; of not respecting traditional systems and regulations.

But in reality, millennials are rejecting of the idea of a tradition for tradition’s sake; they want to know that their efforts and opinions are valued and appreciated in a world where they have seen the damage caused by being told to blindly respect one’s superiors, with the 2008 financial crash.  

Tips for training millennials-

  • Have long-term plans for the training of your millennial workforce and share these regularly with them. They want to know how they will be trained over the coming months and years.
  • Create a culture of communication in your company. Have open-door sessions where all members of staff can come and share their thoughts and ideas.
  • Training sessions should be broken down into bite-sized chunks with regular recaps. Millennials want to be able to see how the thing they have just been working on fits into the bigger picture – long rambling training sessions that seem to not apply to them directly will make them turn off.
  • Online or e-learning platforms should be utilised where possible. Millennials much prefer hopping onto their laptop or phone to complete a course rather than a traditional whiteboard and note-taking session.

Developing Millennials

Characteristic of the millennial is their need for urgency, meaning that they are always thinking about the future. They want to learn and get better, and they want to do it fast.

If you would typically enter an employee onto a training programme after being with the company for two years, consider discussing with your millennial staff if they would be happier to be entered after a year.

Managers from the baby-boomer and Gen X generations developed in working environments where getting your head down and getting on with the job you were given was typically the norm: questioning the way things work was generally not the done thing.

While this quality of inquisitiveness can be viewed as disruptive by some – in reality, it has many benefits. Albert Einstein himself said that the definition of insanity is ‘doing the same thing over and over again and expecting different results.

Allow your millennial employees the freedom to question the status quo; the best ideas often happen when a different approach is adopted. Facebook, Instagram and Snapchat and Tick-Tock, the current new kid on the social media block, are all multi-billion-pound companies, and millennials created them within the last 15 years.

An eagerness to develop quickly should not be viewed as a bad thing – embrace your millennials’ appetite for fast development as a positive. Just remember to manage their expectations, and if it will take them two years, or more, to get the promotion, they are pressing for in their first six months – communicate this to them.

Tips for developing millennials –

  • It is a myth that millennials enjoy job-hopping; quite often it is done out of necessity. 67% of millennials state that loyalty to their employer is important to them, so let them know that a loyal, two-way relationship is possible for the long-term benefit of both of you.
  • Likewise, after living through 2008, millennials are very aware of saving for the future when their career allows it. Providing them with a good pension plan will give them a reason to stay and develop with your company.
  • Partner your millennial employees up with a coach or a mentor within your company. Seeing a successful version of themselves in the future through a mentor is a great way to make younger employees feel developed.

Company Culture

As mentioned earlier, the term company culture was a buzzword that has developed into invaluable workplace practice.

While there isn’t one precise definition to denote company culture, it generally comprises the ethos, practices, values and support network of a company and the team that they employ.

Why is company culture so important to millennials?

The world today is vastly different from 30 years ago when baby boomers ruled the workplace. Their generation was one of hierarchy, jobs for life and a ‘live to work’ mentality. It was quite common for a school leaver to enter into a company knowing that they would walk through the doors of that organisation every working day of their life until they retired.

But while the UK job market was much less volatile in the past, the company culture of boomer-time has revealed itself to be somewhat problematic, as millennials strive to create a workplace where harassment has no place, where transparency is demanded from everyone from the CEO to the part-time admin assistant, and where every employee is made to feel valued.

An example of a good company culture is a company where there is an emphasis on staff wellbeing, where realistic goals are worked towards collaboratively, and where positivity is encouraged. In short, where the staff genuinely feel valued and respected, which results in them feeling positive about coming to work.

Creating a good company culture in your organisation is not about simply pleasing millennials; there is data which shows that businesses with better cultures enjoy higher productivity and better results. The University of Warwick’s study highlighted that happier workers are more productive by 12%.

Generation Z

Just as millennials have replaced boomers, soon there will be a new generation working their way through the ranks as Gen Z, who were born between the mid- 1990s to early 2000s, come of workplace age: some of your youngest employees will already likely be from this generation.

While millennials are known as the first tech-savvy generation, Gen Z is even more so, being referred to as true ‘digital natives’. They are also more absorbed in technology and living life ‘offline’ which appeals to some millennials is, to Gen Z, inconceivable.

This generation is even more independent, pragmatic and desiring of authenticity than millennials.

As this Forbes article points out, the way to make your workplace ready is to focus on ‘digital fitness’ – that is, how digitally enabled your business is. Outdated technology won’t cut it if your business is to grow and adapt to a changing workforce.

Just as the boomer generation had to adapt to accept millennial ideals in the workplace, soon it will be reshaped again.

While the oldest of this generation are still only in their early twenties, it will be some time before their impact is felt in the workplace; but their independence, love of entrepreneurship and tendency towards competitive working styles are set to make a significant impact on the world of work.


It is important to remember that no generation can be defined by a set of characteristics, as each individual has a unique set of values and experiences which shape them. However, there are common themes we as recruiters see crop up when we are recruiting millennial workers for jobs.

Is it true that your millennial employees spend more minutes per day on social media than their boomer counterparts? Not always, but generally, yes.

Are your millennial employees more likely to have had more jobs in their ten years of working than older employees who have been in the world of work for 25 years? Again – not necessarily but in general, they probably have.

Will your millennial employees thrive in a place of work where they are included in the planning of the future of your business in a way that their ideas are respected and considered? Almost certainly.

Clichés don’t help anyone, but understanding that your millennial employees will generally respond better to the managing styles outlined in this article than if you were to expect them to have the same values as employees from a different generation, will help you to get the best out of them.

About Ice Recruitment Ltd

Neo Pedrithes & Rachel Pedrithes

Neo Pedrithes
Rachel Pedrithes

We both started life in the corporate world.

Prior to Ice Recruitment, Neo was a Sales Director in the IT channel working at Insight, Misco and Kelway. This puts Neo in a unique position to find you the right people for your industry.

Rachel began her career as an internal HR / internal recruiter and consultant at companies including Norman Broadbent, Freshfields Solicitors and Argyle Recruitment. She worked with a number of large blue chip organisations including Microsoft, Worldcom and UUNet.

Ice Recruitment has gone from strength to strength in the past 10 years working with many companies including Computacenter, Capita & many more.

Your Next Actions

Connect with us in multiple ways

You can connect with either of us on multiple social channels including LinkedIn and Facebook.

All the links are below:

Neo LinkedIn

Rachel LinkedIn

Email Neo

Email Rachel

Ice Recruitment website

The Ultimate Guide to the Recruitment Process for Customer Success Candidates

The Ultimate Guide to the Recruitment Process for Customer Success Candidates

In a competitive, skills-short marketplace, there’s zero room for error when it comes to recruiting. If you want to land the top talent into your organisation you need to get the process right: first time.

Planning a foolproof recruitment procedure takes time – and carrying it out takes even longer.

But it’s crucial to recognise that the time and effort invested in the recruitment process directly relates to not only the quality of employee you get as a result but how long they are likely to stay with you.

So, where do you begin?

This report aims to guide you through the full step by step process of recruitment to ensure you make the right decisions and take the right action at the right time.

Rachel Pedrithes

1. Before You Begin

Before we dive into the process itself – I know it’s tempting to rush straight into hiring if your employee has announced they’re leaving – but it’s worth taking some time to consider these three points before you begin planning your hiring strategy.

Check Your Employer Brand

Firstly, acknowledge that your employer brand matters here. But what is your employer brand? Did you even know you had one?

Your employer brand is the way you differentiate your organisation from others in the marketplace – enabling you to recruit and retain the best people.

A strong brand will help you compete in a competitive marketplace and establish you as credible. It reflects your company culture, connecting your company’s values and approach to its employees, and must be authentic.

Check Your Company Culture

Make no mistake; company culture is a crucial decision-making factor for today’s job hunter.

The essential considerations for many jobseekers are inclusive and transparent company culture, diversity and inclusion, two-way communication between employer and employees and the right ‘fit’ in terms of the ethos of the company they are entering – so your mission, goals and aspirations match their own.

Finding your USP will enable you to promote your Employer Brand and secure the right candidate for the post.

Check Your Offer

We’re not talking about salary here.

There’s a growing realisation amongst employers that just having an excellent salary offer isn’t enough anymore.

Candidates are looking for much more than that. Apart from checking out your employer brand – they will want to have a package offer that speaks to them in terms of how they can work when they can work, and what other perks are included in the job offer.

This includes such things as working from home, flexible hours, the chance to work at different locations and with other departments in a challenging and productive environment, with added extras such as healthcare, gym membership or profit-sharing scheme, as well as a clearly defined career pathway.

Inspired by Millennials and Gen X, the demand is high for benefits such as excellent company culture, flexible working and other perks.

So, ask yourself how your team / company accommodates these expectations. What can you offer that will persuade candidates to want to work for you rather than another?

Your USP should be woven into your job spec and advert to appeal to those candidates you are hoping to attract.

So, armed with a great brand, culture and offer, you are now ready to consider the job vacancy itself.

2. Documenting the Vacancy

The Job Role

In my experience, clients often believe that the job spec they used for the last employee can be used for the new job search. This just isn’t the case.

An old job spec with a list of dry-sounding duties and responsibilities isn’t going to appeal to today’s candidates who are looking for more challenging, exciting opportunities to advance their knowledge, experience and career.

So, if the role you are wanting to fill is an existing one, recently vacated by another employee, it’s worth going over your job spec and making sure not only that the requirements are still relevant, but that it considers all duties and responsibilities of the role as they are now, and is appealing to potential employees.

If it’s an existing role, do you want to add something new into the job? Have advancements in IT, AI or other factors come into play since the post was last advertised?

If you are creating a new position, you will need to invest some time in thinking about what you want the job to cover, what sort of candidate would make the perfect employee and other details such as salary, hours, location, etc.

So, before you start looking for your future employee; plan and gather information about the role.

The Person Spec

Do you have a person spec? I’m always surprised if clients don’t have one of these as it’s a crucial part of the vacancy description.

Choosing the right person is about more than listing tasks you will want them to do – it’s a 360 degree look at their skills (soft and hard), qualifications (e.g. a degree), experience (time in your sector in a similar role) and attitude (alignment and understanding of your company ethos) that will enable you to pinpoint the ideal person for your company.

So, your personal spec should list all the essential points you require (such as qualification, job-specific skills, experience, whether or not you want a graduate, someone who’s worked in your sector before, etc.) and a list of desirable skills (managerial or leadership experience, IT qualifications, knowledge of software packages etc).

Your desirables list is your opportunity to go beyond the confines of the job as it currently stands and think about where it could go – so including skills that would be ‘nice to have’ – but don’t let it turn into a random wish list of everything you can think of!

It should still be realistic within the Customer Success sector and achievable (with training) and, most importantly, should be in line with the salary you are offering.

Then you can plan a timeline for the process.

A well-planned schedule set at the very beginning will help make the recruitment process run smoothly. It should include details of agreed deadlines for:

  • closing date for applications
  • applications review
  • who is to progress and who is to be rejected
  • dates for telephone screening, first and second interview dates
  • providing feedback to candidates after each stage
  • the target date for making a job offer

Other things to take into consideration include the likely notice the successful candidate will have to work – will you need interim or temporary support between the existing member of staff leaving and your new team member of joining? If so, you could consider working with a specialist recruiter to help you facilitate this.

3. Writing the Advert

At this point, you may wish to consider if you have the time and skills to recruit directly, or whether you should bring in professional recruiters (more on this later!)

If you are preparing the advert yourself, remember that the job advert may be the first contact a potential employee has with your organisation, so you want it to be a positive one.

The essential checklist you will need for the job description itself is:

  • Job title
  • Salary
  • Location
  • Intro to the business
  • Role and responsibilities
  • Essential requirements (i.e. qualifications and skills)

Take the time to make sure your language is appropriate to the level of job, and that you include an engaging opener.

And talking of language, it’s crucial to ensure the language used in the advert is gender-neutral, as the impact of gender-biased words can attract or repel candidates.

Make sure you’ve clarified whether applicants should fill in an online form, a CV and covering letter, and any other information you require. It’s a good idea to have a contact telephone and email on the job advert for further information – in case they want to clarify anything further before applying.

And don’t forget to include your deadline!

4. Tapping Into a Talent Pipeline

Have you considered how to make contact with potential passive candidates? Or headhunting?

It may be that you have a talent pipeline already in place, built from candidates who applied to previous vacancies but were not successful on that occasion.

If not, working with a recruiter will enable you to tap into their talent pipeline and secure both individuals who are actively looking for work and passive candidates.

5. Managing the Candidates

So far, so good. You’ve got some promising candidates who are attracted to your appealing vacancy and keen to work for you.

But checking CVs and applications can be a lengthy process in itself if not planned well.

It’s critical to ensure a timely plan for processing applications, or you will run the risk of candidates going elsewhere.

A recruiter can help you speed up this process with their contacts (see above) – so it may be worth considering working with a recruiter if you’re likely to struggle with the timeframe here.

It’s essential to follow a crib sheet to ensure you give all candidates a fair chance by marking them against the same criteria.

When you’re scheduling, ensure that everyone taking part has cleared diary space. Remember, you will need time not only for the interviews but for the selection process afterwards.

Allocate an employee to ‘meet and greet’ candidates and to coordinate any tests such as competency-based tasks or presentations.

Remember to book the rooms you will need and allow space in your schedule for breaks for the interviewing team.

Interview Styles

There are various types of interview, which include the following:

Structured: formal, organised, series of questions regarding the post and candidate’s experience.

Unstructured: informal, open-ended questions, more conversational

Stress: For high-level, stressful roles, e.g. Senior Customer Success Mangers, or Directors of Customer Customer Success, aims to gauge your reaction to pressure.

Behavioural: based on the belief that past performance is the best predictor of future behaviour: questions are designed to see how a candidate’s previous experiences might affect their behaviour in similar situations in the future.

Problem Solving: used to test analytical and communication skills

Panel: Similar to a structured format, but with several staff present asking questions or observing

It very much depends on your organisation‘s preference and the particular job role that determines the interview style.Something you may want to take a look at is Drexel University format which offers an in-depth look at each of these interview styles.

Candidate Profiling

Many interviews include candidate profiling techniques. These tests can be behavioural, capability related or psychometric. They are aimed at determining personal proficiencies in an individual and, sometimes, how they will potentially react with other team members.

These tests give an individual a score or type definition, which the employer can use as a marker to gauge ‘fit’ into their existing team.

Behavioural testing determines personality – what working style they have, their general behaviour, and how they interact with others.

Capability tests, or Aptitude tests, are used to test practically if an individual has the skill set to do the role successfully. An example of this is verbal or numeric reasoning.

Psychometric testing is growing in popularity and is similar to behavioural testing but in much more depth. This test looks to uncover core values and beliefs. Myers-Briggs and DISC are two popular tests in this category used by many employers.

How to Choose?

Alongside profiling results, interview evaluation forms or scoring cards are freely available on the internet, or you can devise one specifically for your own company.

Rejecting Unsuitable Candidates

It’s unwise to reject a candidate out of hand if they are professional and have the right skills and traits you look for in general. Consider retaining them in your talent pipeline if you can – then if another role becomes available that may be a good fit for them, you will already have someone in mind– saving you time and money.

Providing Interview Feedback

Feedback from the interview should be prompt and professional. If a candidate requests feedback, it’s worth taking the time to provide personalised, constructive feedback, as there is ample evidence that a dissatisfied candidate will often reject a brand as a consumer.

Feedback will help them in future role applications elsewhere, but it can also mean that they will remember your interview as a positive experience and may well apply for another role with you in the future, or tell their colleagues about it in a positive manner.

6. Managing the Offer

Once you have a successful candidate in mind, make an oral offer to them as soon as you can.

Remember that the candidate may still be actively job seeking and attending other interviews.

You don’t want to dither only to find that your ideal employee has taken up another offer in the meantime. Also, bear in mind that a verbal offer is legally binding.

The contract of employment should be drawn up and sent to the new employee within a few days. It should specify how you will take up references, as well as proof of additional requirements such as DBS check.

How to Handle a Counteroffer

If the candidate comes back with a counteroffer, you will need to think through your options carefully.  This is an area we have a lot of experience handling here at Ice Recruitment.

Remember, employees, don’t necessarily stay with a company that makes them a counteroffer. And they almost certainly won’t if it’s only salary-related.

It’s worth reiterating to your candidate the benefits of moving to your company offers. Don’t dwell on salary but on the culture, they will enjoy; the perks such as flexible hours, the training programmes you offer and, most importantly, the clear career progression route they will have.

All these could be deciding factors.

You don’t want to lose your ideal new hire, but if they aren’t prepared to move for the additional positives of working for you, then it’s likely they wouldn’t have stayed long anyway.

Handling a counteroffer can be notoriously tricky, and this is where you will find working with a recruitment company pays dividends (more on this later).

Candidate Management During the Notice Period

Let the new hire know how important they are to you and welcome them into the team. This could be something as simple as keeping in touch with your compnay’s newsletter, so they are up to date on all news when they arrive on their first day.

Additionally, you could ask the team to make contact in advance via LinkedIn, so the newcomer feels they already know their colleagues when they start work. First day nerves can be bad enough without a host of unfamiliar faces and names to contend with.

7. Onboarding

Finally, the day dawns when your new talented employee starts work. But this is no time to rest on your laurels.

It’s crucial as part of your hiring process to remember to onboard correctly. Otherwise, all your time in attracting the new member of staff could be in vain.

Top employer brands including Google, Facebook, IBM, EY and Zappos have transformed their onboarding approach due to the significant impact on their firm’s employer brand image.

The onboarding time is a period that will play a pivotal role in the initial perception of your company, and consequently, influence the level of loyalty the individual has to the company.  

Many new employees leave their role in the first few months due to poor onboarding.

According to Forbes, there is a strong correlation between onboarding and unwanted employee turnover. For example, nearly all low-turnover firms (95%) have an onboarding process that helps with retention. In contrast, 20% of high-turnover firms do not have an onboarding process.

The First Day

Some employers ask their new starter to come in a little later on the first day. This allows you to ensure that everything is ready – desk, PC or laptop, phone, stationery, parking permit, locker key, and whatever else they may need. These small practicalities can make all the difference to your employee feeling welcomed into the company, or not.

Think about how you would feel if there wasn’t a desk for you on your first day! (it happened to a colleague of mine once).

Introductions will be made to the immediate team, but you may want to consider introducing some senior staff too (or let them introduce themselves – even better) It need only take a few moments but will make the new employee feel valued, planting a seed of loyalty from the start.

Also, on the first day, it’s a good idea to start going through the job with the employee. Committing time to enable them to transpose into the team seamlessly with pay dividends – employees who have a good grasp on their duties and expectations from the get-go will quickly become productive members of their team.

Additionally, a lack of clarity on a role can lead to dissatisfaction as your employee will have no sense of direction.

The First Few Months

A thorough onboarding process will include a detailed training plan. This will enable you to be sure that your new employee is fully conversant with the role and has all the training they need to carry out tasks allotted to them.

It also provides an opportunity for you, or the employee, to bring to light any need for additional skills training.

Alongside longer-term goals, including milestone achievements, will keep you on track and provide the opportunity to celebrate along the way.

The Future

Your commitment to your new employee doesn’t terminate after the first few months!

An ongoing commitment to lifelong learning and investment, alongside regular performance reviews, provide powerful tools. They act as a two-way conversation offering both employee and employer the opportunity to discuss further training, problems in the workplace. They also offer an excellent place to acknowledge a job done well.

Just ensure that your feedback is always positive and constructive, and most of all, relevant.

8. Downfalls of a Bad Hire

Let’s take a minute to reflect on the critical nature of good onboarding – and what happens if you get it wrong.

The cost of a bad hire doesn’t just take its toll financially, although a CareerBuilder survey reported that the average cost of a bad hire is around $7,000 -$10,000 but the cost of a single bad hire reported by 41% of companies was around $25,000 (around £20,000), and for managerial positions it can be as high as $40,000 (around £33,000).

Additional downsides include:

  • Increased turnover – hire a poor manager, and your employees will leave – studies have shown that over 80% of employees quit directly because of other employees.

Additionally, if a new employee doesn’t feel part of the team, they will probably leave soon after being hired. In 2018 survey of employees who left their new position within the first 90 days, 32% said the reason was that they didn’t fit in with the company culture.

  • Low morale – the wrong individuals in a team can result in decreased motivation, loyalty, productivity and ultimately, profitability.
  • A drop in teamwork – Cooperation with colleagues, is a critical part of any successful company. A hire who doesn’t fit in with the company culture and who other colleagues find challenging to work with will soon see a drop in teamwork.
  • Reputation damage – the negative impact of the above downsides can go so far as to affect the company’s image and reputation. Once your reputation is damaged, you’ll have difficulty attracting new talent to your company.

Additionally, hostile or rude employees will damage the chances of repeat business and recommendations from clients, further impacting on the company’s reputation in the marketplace.

So, it’s crucial to get your recruitment process right to make sure you have a great hire who fits into your company.

9. The Simple Way to Streamline Your Hiring Process

If you’ve read this far, you are maybe feeling exhausted at the many steps successful recruiting entails.

But fear not, because there is one simple thing you can do to ease the process.

Hiring and training new employees can be an expensive business, so naturally, you want to streamline the process. Rather than tying up your staff in lengthy tasks to find the right candidate, you could work with a recruitment agency who can take some of the weight off your shoulders.

“What are the benefits of working with a recruitment agency?” I hear you ask. Well, firstly a recruitment company such as Ice Recruitment has many years’ experience of recruiting to your sector.

Recruiters can speed up the whole process – they have many contacts in the sector, including active candidates, passive candidates and a well-developed talent pipeline.

They will often have someone suitable in mind straight away for your vacancy. Think of the time you could save!

At the very least, you can be confident that the candidates they send for an interview will all be eminently employable, whichever you choose. Recruiters would never suggest individuals to you to make up the numbers – a recruiter’s reputation hangs on the quality of their candidates.

A good recruiter will also work with you and your company to write a job spec, person spec and interview questions, will be able to handle initial interviews (leaving you to select from a final handful) and will work with you to onboard your chosen hire.

Here at Ice Recruitment, we can help focus your interview efforts on the right candidates and remove the margin of doubt that many hiring managers come across when they have mixed feelings about a candidate.

We understand that it is often the last stages of the recruitment process that are the most tricky – you have two great candidates, and are unsure which one will be the best hire.

Sounds too good to be true?

If you’re looking to make the ideal hire, contact Rachel or Neo today and see how we can help you with your recruiting process from start to finish.

Rachel Pedrithes

Director, Customer Success Recruitment

About Ice Recruitment Ltd

Neo Pedrithes & Rachel Pedrithes

We both started life in the corporate world.

Prior to Ice Recruitment, Neo was a Sales Director in the IT channel working at Insight, Misco and Kelway. This puts Neo in a unique position to find you the right people for your industry.

Rachel began her career as an internal HR / internal recruiter and consultant at companies including Norman Broadbent, Freshfields Solicitors and Argyle Recruitment. She worked with a number of large blue chip organisations including Microsoft, Worldcom and UUNet.

Ice Recruitment has gone from strength to strength in the past 10 years working with many companies including Computacenter, Capita & many more.

Your Next Actions

Connect with us in multiple ways

You can connect with either of us on multiple social channels including LinkedIn and Facebook.

All the links are below:

Neo LinkedIn

Rachel LinkedIn

Ice Recruitment website

Have you ever felt undervalued at an interview?

  • Have you been to an interview and been undervalued?
  • Left feeling like you wasted your time?
  • Wondered, “what was that all about?”
  • Knowing that if you were offered the role you would not take it anyway?

Well, you are not alone. I have spoken to many candidates and in numerous cases, their feedback has been one of leaving me amazed – but not in a positive way.

Below is a sample of the feedback I have collated from researching this over the past year (most not from my clients I might add) for you to take a look at.

REAL LIFE FEEDBACK!!                                                                                                                                                           

  • “I was made to wait for 20 minutes before I met the interviewer.”
  • “I was not really sold the opportunity by the director, I expected more.”
  • “She had not even read my CV. She knew nothing about me.”
  • “I never heard back from them after the interview.”
  • “They kept looking at their phone, it was really distracting.”
  • “The phone went off and they answered it during the interview.”
  • “It was 100% obvious they had not done any research about me.”
  • “He did not want to be there, you could tell.”
  • “It was like I was ‘lucky to be interviewing for them’.”
  • “I felt that I was getting in the way of their time.”
  • “He simply spoke at me for 50 minutes.”
  • “The questions were a bit weird and not at all relevant to the role.”
  • “I felt that the questioning was very aggressive.”
  • “I did not feel I belonged and I will reject the offer.”
  • “I could not work for her after that.”

These are just a sample of many I have heard over the years.

How dreadful are some of these comments?

My point is this. As we approach the new year you may be thinking about interviewing over the next 12 months. When you do, take into account your “candidate experience”. If you have not been wowed at the “seduction stage”, what will it be like when you get there?

You should expect to be treated professionally during an interview. After all, it is your career and you prepare and attend the interview with a professional approach, so why shouldn’t they?

Can you relate to any of these? Send me your examples.

For more information on how we can help you with your interviews, ask for advice or embark upon your next career journey, please contact us via any of the following methods:

Neo Pedrithes

T: 07961 381096


Ice Recruitment Limited

Serving the channel for over 11 years

How to Retain Customer Success Talent

With over 800,000 unfilled vacancies throughout the UK, businesses are placing a significant time and effort into attracting the ideal talent.

Often, this means going beyond standard job boards and searching for passive candidates with specialist recruitment teams instead.

Developing a strong pipeline of potential employees is valuable. However, it’s important not to overlook an existing pool of talent that you already have access to – your current employees.

The people already in your team are eager for new opportunities and growth. Unfortunately, in the hunt for new talent, it’s easy to forget about what your existing staff members need. The last thing you want is to lose your key talent while you look to fill other gaps.

The costs of employee turnover can be anywhere up to 2.5 times your team member’s salary, depending on their role. On top of that, there’s also the costs of lost productivity, training, and decreased engagement to think about too.

Now that retaining key talent is more crucial than ever, what can your business do to prevent your best people from being headhunted or beginning to look for the exit?

The following strategies will help.

Retention Begins with Effective Recruitment

Retention starts from the moment you begin the recruitment process.

To reduce employee turnover, it’s essential to create the right working environment for your employees. Staff members thrive best in environments where they feel capable of achieving their goals. It’s also crucial for your employees to share your vision and values.

If team members feel as though they “fit” in your organisation, they’ll be less likely to seek out alternative opportunities elsewhere.

Most businesses focus on hiring candidates with the skills they need to support a specific role. However, it’s becoming increasingly essential to concentrate on company culture too.

The “culture” of your workplace depends on the attitude and behaviours that your team members bring to their position. It can also affect the way that people interact. 58% of employees say they would leave a job with a culture influenced by negative office politics.

To make sure you’re hiring people with the right culture fit:

  • Use behavioural interview questions to find out how people react to certain situations. During the interview, assess how candidates may respond to some of the most stressful or challenging moments at work.

  • Show your values and expectations in the job description. Make sure that people know not just what kind of skills you’re looking for, but also the attitude you expect. Are you looking for someone with exceptional attention to detail? Or someone who’s capable of adapting quickly to change?

  • Prioritise people with passion. People who are passionate about their role and industry are more willing to adapt to virtually any situation. These are the people who are happy to learn new skills and practices to match the needs of your workforce.

If your employees don’t fit within your work environment, they’ll never be happy. People don’t like to feel like an outsider at work. A person who doesn’t fit with your company culture will quickly take their skills somewhere else.

Find Out Who You’re Overlooking

For leaders to get the most out of their teams, they need to ensure that they’re not overlooking key talent. There are plenty of people within your workforce that probably get much attention naturally. These individuals include your senior  leaders like chief marketing officers or heads of design. You may also focus heavily on middle-management positions that are crucial for driving the motivation and performance of other workers.

Most leaders also home in on people with the potential to do great things in the future. These up-and-comers may be the first people you go to with new training opportunities.

All of these people are important, but other individuals are just as crucial in your retention plan. For instance:

  • Essential experts: Your team is likely full of experts with a specific focus on a particular task, like product development, or customer relationship management. These people may have no interest in moving into management positions. However, they still play a part in growing your business by giving you access to the insights you need. To retain these individuals, make sure that you’re combining good compensation with an appealing work environment. Essential experts want to do work that aligns with their skills, and they’ll need plenty of training opportunities to continue gaining and expanding their knowledge.
  • Customer experience creators: All businesses rely on their customers. Sometimes, the most valuable people in your team are those who can build and preserve relationships with your clients. To hold onto these employees, combine great compensation with a strong corporate reputation. The people who keep customers coming back to your business want to know that they’re part of a team they can feel right about. Make sure that your employees know the values of your company, the USP your products are built on, and why the work they’re doing matters.
  • Crucial contractors: Sometimes, the people that you need to appeal to aren’t just your employees – they’re also the outside workers who deliver additional value to your team. Contractors are becoming increasingly common in the IT industry. Up to 30% of EU and American workers are contractors, and the numbers are growing. As usual, compensation matters with crucial contractors, but it’s essential to get your business reputation right too. Contractors want to work with organisations that can make them stand out with valuable references on their CV. Make sure your business is one that the best people would want to be associated with.

Provide Unlimited Opportunities for Growth

According to research from the CTA, skills training and professional development programs (for honing soft skills) are the top benefits candidates seek. This study isn’t exclusive to the technology sector either. People from all backgrounds want to know that they have room to grow in their careers.

When it comes to keeping your best talent close, think about how flexible and creative your organisation is when it comes to creating development opportunities. Learning can’t just be an afterthought. Development needs to be a core component of your culture. That means beginning each relationship with a new employee with onboarding sessions where you can discuss their plans for the future. Ask people what they want to achieve in the next five years, and how you can help them reach their targets.

Once you know what kind of education your people are looking for, give your teams access to multiple development opportunities. Remember, there’s more to development and training than just online courses, including:

  • Hackathons and competitions: Build camaraderie in your team and offer opportunities to develop new skills at the same time with gamification.

  • Access to short-term assignments: Let people reach out beyond their standard skill set to explore their abilities in new challenges and tasks.
  • Mentor and coaching programs: This may include finding mentors within your existing team or supporting people in finding external sources of support.
  • Supporting lateral moves: Give people a chance to shadow other employees in lateral roles throughout the company. This may guide individuals towards skills they didn’t know they had.
  • Educational sabbaticals: If your teams need to learn complex new skills, give them time out of the office to do so. Just make sure there’s someone available to pick up the slack while they’re away.

Focusing on education for your business delivers more than just higher retention rates. The more you invest in employee development, the more your business grows. It means you get access to additional skills and knowledge in a time when there’s heavy competition for both. 

You may even find your next senior executive or leader hidden within your existing team.

Demonstrate Company Values and Ethics

Today’s most desirable employees want a lot more than just an excellent salary from employers. People are increasingly conscious of making sure that they’re working for a company they can believe in. Your top talent wants to know that they’re making a difference in the IT sector. This is particularly true among younger generations like millennials.

In recent years, we’ve seen a significant shift in the workforce. Employers are embracing more open-plan offices to improve collaboration. Teams are working in remote environments to access greater work/life balance. Underlying these changes is the demand for employers that care about the values and opinions of their workforce.

Employees are now more empowered than ever, and they’re not willing to settle for employment in a company that doesn’t share their expectations around ethics and values.

Google is an excellent example of a business that adapted to meet the ethical needs of its employees. When the company bought DeepMind Technologies for $650 million, they had big plans for the AI startup. However, to keep their 50 AI engineers and scientists in place, Google had to promise that DeepMind tech would never be used for intelligence or military purposes.

Today’s most attractive employers know that they need to listen to the opinions and ideas of their employees. If you show your team members that you respect their values, then they’ll feel safer remaining a part of your team.

Although this sometimes means making changes to your development roadmap, it pays off in the long-run. Both talent and customers are attracted to ethical companies today.

Give Your People a Purpose

Finding meaning in work isn’t just about choosing an employer that shares similar ethics. Your employees also want to know that they’re contributing to something bigger than themselves. If your organisation can give employees meaningful work, the result will be better engagement.

When employees are engaged, they feel invested in your business, and they’re more likely to work harder towards their goals. On the other hand, neglecting employee satisfaction can be dangerous for your team. A study conducted in 2017 found that disengaged employees have a $550 billion impact on the economy.

The easiest way to make sure that your teams feel that they’re doing meaningful work is to listen to them. Find out what matters to your employees, and what kind of work they value the most. If possible, make sure that you let them know what kind of impact their work is having on your business too. For instance, your customer relationship manager keeps clients happy, which helps your company to grow and attract new clients.

Additionally, when it comes to developing your underlying purpose as a brand, make sure that you have a mission your teams can get behind. Ask your talent to give their input on the kind of work you need to be doing, and you can rest assured that they’ll feel more committed to your goals.

For instance, 3,000 Google employees signed a petition when the company started working on AI technology that might have resulted in military assassinations. Google held a town hall session to listen to the concerns of employees and drafted an ethical principle guide to help them handle military work. Eventually, Google decided to remove themselves from the controversial contract altogether.

Promote Your Employer Brand/ Reputation

The more you listen to your staff’s demand for meaning and ethics, the better your retention strategies will be. What’s more, you’ll also find that your reputation begins to improve as well, particularly if you share information about your initiatives online. Remember that 9 out of 10 candidates today say that they would be willing to apply for a role with a company that has an active employer brand.

In a world run by social media and personal branding, individuals are growing more selective of the businesses they choose to align themselves with. They know that their employment choices can have an impact on their opportunities in the future. This means that they’re only willing to invest in businesses with the best reputation.

Examine the competitors in your industry and assess how your reputation aligns with theirs. How much work have you done to make your company stand out? Do the opinions that people share about your organisation match the way that you would describe your brand?

All companies, large and small are beginning to see the need for a strong digital footprint. Some of the ways that you can build out your employer brand include:

  • Working with an IT recruitment specialists like us Ice Recruitment: Our expert teams can help to get the word out about your business. We can also give you guidance on which details you need to include in your job descriptions.

  • Developing a social media presence: 57% of job seekers now use social media as part of the job search. Make sure that you’re regularly sharing stories about your organisation and your employees on your social channels. Invite your employees to share in your social activities with their own posts, by setting up an employee advocacy program too.

  • Becoming a thought leader: Share information about your industry that makes you stand out. Blog posts and other content are excellent for capturing the attention of candidates and showing how knowledgeable you are. You can even share videos and podcasts too.

Remember, if you notice any negative reviews or testimonials that may harm your employer brand, don’t just ignore them or try to sweep them under the rug. Respond ethically to each complaint and treat the issue as a chance to learn and build on your reputation. For instance, if someone complains that your recruitment process is too long, apologise. Let them know you’ll be working to speed up the experience in the future, and keep candidates informed while they wait.

Provide the Right Benefits

Companies often think most about remuneration and benefits when they’re attracting talent. However, keeping up-to-date with the latest guidelines is also an excellent way to keep team members happy. If your talent finds out that they can get a better income elsewhere, they may be more likely to jump into a new job.

Aside from basic remuneration packages, make sure that you’re giving employees the benefits that they want too. Remember, these benefits can go beyond things like paid sick leave. You can also deliver paid educational breaks or provide certain staff members with the option to work outside of the office on specific days.

The Hanrahan company for social change implemented an eighteen-week paid parental leave strategy for their employees. The business also launched a petition to encourage other companies to make the same move.

During onboarding interviews with your new employees, consider asking them what kind of benefits they would appreciate most.

For instance, you might use onboarding strategies to help your team members get the most out of the first 30, 60 or 90 days they spend with your team. Alternatively, you can offer regular one-on-one interviews with team members where you can discuss personal development plans and new opportunities.

Make Team Members Feel Valued

Benefits and compensation are crucial, but it’s also essential to make your teams feel valued in other ways too. Make sure that you don’t just let your people know how much you appreciate them when you’re offering them a raise or promotion.

All employees thrive off recognition and encouragement. When your team members do something that’s valuable for your business, let them know how happy you are about it. A pat on the back or congratulations is often enough to make your team members feel incredible.

It’s not necessary to shower your employees with praise for every little thing they do but make sure you’re not overlooking the big accomplishments. The aim is to create a positive and encouraging work environment where your people know that their hard work will be recognised.

Some of the ways you can recognise your team without a pay boost include:

  • Paid lunches with team members where they have a chance to network and bond.

  • Development and learning opportunities that benefit both your employee and your bottom line.

  • Tickets to industry events where your staff member can expand their knowledge.

  • Company-wide shout-outs sent over social media or a corporate intranet.

  • Access to remote working days if it’s possible for your employee to finish their tasks at home.

  • Opportunities to pick the next project or task they’d like to work on.

Foster Transparent and Open Communication

One of the easiest ways to boost retention in your organisation is to find out what’s causing people to leave in the first place. The only way to do that is to create a culture of transparency and communication, where your people feel comfortable talking to you about your concerns.

Regular meetings in which team members can offer ideas for improvement and ask questions are valuable here. It’s also a good idea to have open door policies in place where people can come and speak frankly with their managers if they have an issue.

Businesses are constantly changing, and the needs of your employees change with them. Opening the door for consistent and open communication ensures that you’re listening and responding to the expectations of your employees.

The more feedback you gather, the easier it will be to make meaningful changes to your company operations and retention strategies. Some of the best places to gather input include:

  • Exit interviews: Speak to the people who decided to leave your team and ask them what sent them to another company. This is a great way to learn what you need to change to keep your remaining staff.

  • Stay interviews: Conduct regular interviews with your team members to find out why they continue to stay with your business, and what might cause them to leave. This data will help you to create a culture that’s more appealing to your existing employees.

  • Candidate interviews: If someone says no to your employment offer, arrange a time to talk to them. Find out what caused them to take a different route. Was something wrong with your reputation, or was the culture a bad fit?

Remember that it’s not enough to simply listen to your people;  you also need to show them that you’re taking their words to heart. Once you’ve received plenty of feedback, turn it into actionable insights that you can use to transform your company. For instance, if you find out that your people don’t feel as though they get enough support from managers, implement a new management training course to address the issue.

Be Prepared for Turnover

Ideally, the strategies above will help you to avoid as much turnover as possible in your organisation. However, it’s important to remember that in any business, employees may leave. Your talent might find a better opportunity elsewhere, or they may leave your workplace for personal reasons.

It’s difficult to lose a star from your team, but you can prepare. With help from a specialist Technology Recruitment agency, Ice Recruitment, you can ensure that you have a talent pipeline in place to fill the gaps in your business.

About Ice Recruitment Ltd


 Neo Pedrithes & Rachel Pedrithes

We both started life in the corporate world.

Prior to Ice Recruitment, Neo was a Sales Director in the IT channel working at Insight, Misco and Kelway. This puts Neo in a unique position to find you the right people for your industry.

Rachel began her career as an internal HR / internal recruiter and consultant at companies including Norman Broadbent, Freshfields Solicitors and Argyle Recruitment. She worked with a number of large blue chip organisations including Microsoft, Worldcom and UUNet.

Ice Recruitment has gone from strength to strength in the past 10 years working with many companies including Computacenter, Capita & many more.

Your Next Actions

Connect with us in multiple ways

You can connect with either of us on multiple social channels including LinkedIn and Facebook.

All the links are below:

Neo LinkedIn

Rachel LinkedIn

Ice Recruitment website

12 Ways to Interview Professionally

Often, as recruiters, we prep our candidates to ensure they give the most professional first impression.  Many times however, we have received feedback from candidates post-interview who mention situations during the interview process, that they found unprofessional.  The examples below are just a few bits of feedback we have received in our careers:


  • “I was made to wait for 20 minutes before I met the interviewer.”
  • “I was not really sold the opportunity by the director, I expected more.”
  • “She had not even read my CV. She knew nothing about me.”
  • “I never heard back from them after the interview.”
  • “They kept looking at their phone, it was really distracting.”
  • “The phone went off and they answered it during the interview.”
  • “It was 100% obvious they had not done any research about me.”
  • “He did not want to be there, you could tell.”
  • “It was like I was ‘lucky to be interviewing for them’.”
  • “I felt that I was getting in the way of their time.”
  • “He simply spoke at me for 50 minutes.”
  • “The questions were a bit weird and not at all relevant to the role.”
  • “I felt that the questioning was very aggressive.”
  • “I did not feel I belonged and I will reject the offer.”
  • “I could not work for her after that.”

These are just a sample of many I have heard over the years.

Can you be sure this is not happening in your business?

Things to consider: 

If you treat the interview like you would an important client meeting, treat the candidate like a client, go the extra mile and stand out, you will outstrip most of your competition by giving a great experience to the said candidate (all other things being equal of course, pay, the role, reputation etc).

Make the candidate experience special. Make it memorable for the right reasons.


Based on the feedback and from my own mistakes, below are some very simple, time saving “tactical” fixes that can make you stand out. Remember, we want to make the candidate experience a positive one.

  1. Make time to prepare before the interview. This is such a simple fix. Put time in the diary to go through the CV, have a room booked, let reception know of their arrival.
  • Read the CV like it was your own. Make notes and ensure you understand their career.
  • Have a written list of questions ready that you would like to ask. This is likely to be a mix of competency based questions for the role as well as “interest based” questions from the CV and their social media profile.
  • Take the time to look at their social media presence and understand a bit more about the “person”.
  • Get to know the person in terms of who they are, their interests, their values.
  • Ensure the “operational side” of the interview is organised. Meet & greet, room booked, relevant people notified, cv printed, refreshments, etc.
  • Switch off your mobile and start the meeting with a mindset of pure focus and attention. Be engaged.
  • Rehearse your “pitch” ready to promote the benefits of working for your company, the environment and all the reasons why working ‘here’ is a great career move.  Let them know what it is like if they join you, get them excited.
  • Show them around the building.
  1. Discuss next steps and manage expectations and timelines.
  1. Move swiftly if you like the candidate. Trust me, they are interviewing elsewhere.
  1. Follow up in writing or via an agent and clarify timelines as they leave.  If you have any brochures or corporate information, pass it onto them as they leave.

I assure you, your competition are not doing this. Work on giving your candidates the best experience possible and it will increase the probability of you landing your targeted talent. In addition to this, news travels fast and your reputation will flourish.

For more information and an informal discussion on how we can help you recruit the best talent in your industry, reach out to us today.  Our contact details are below.

About Ice Recruitment Ltd

Neo Pedrithes
Rachel Pedrithes

Neo Pedrithes & Rachel Pedrithes

We both started life in the corporate world.

Prior to Ice Recruitment, Neo was a Sales Director in the IT channel working at Insight, Misco and Kelway. This puts Neo in a unique position to find you the right people for your industry.

Rachel began her career as an internal HR / internal recruitment and consultant at companies including Norman Broadbent, Freshfields Solicitors and Argyle Recruitment. She worked with a number of large blue chip organisations including Microsoft, Worldcom and UUNet.

Ice Recruitment has gone from strength to strength in the past 10 years working with many companies including Computacenter, Capita & many more.

Your Next Actions

Connect with us in multiple ways

You can connect with either of us on multiple social channels including LinkedIn and Facebook.

All the links are below:

Neo LinkedIn

Rachel LinkedIn

Ice Recruitment website

Ice Recruitment Instagram page

Ice Recruitment Facebook Page

To book a private complimentary call, please contact Neo or Rachel on 07961 381096

or 07961 381096.

Best wishes

Neo & Rachel

P.S. We can help you take your recruitment to the next level.  Get in touch for a full details.


Ice Recruitment Limited


Before my career as a recruiter I was a sales director in the channel. One of the best things I ever had was when I was given a work mentor as one of my companies. If there was one thing that helped me develop, grow and  get me through the tough time, it was this. If you can get yourself someone to mentor or coach you, as long as it is the right person, I believe you will stand a better chance of moving forward.


Image result for mentor

I have attached a link to an article that gives you 10 very good benefits of having one.

The list includes the following and the link explains each in more detail.


  • Career progression
  • Networking
  • Feedback
  • Accountability
  • Problem solving
  • Getting it all into perspective
  • Personal Development
  • sharing successes
  • Focus
  • Mentoring others
  • here is the link I mentioned.

thanks for reading and feel free to reach out to me for any of your recruitment needs.

Neo Pedrithes


Building Relationships, Delivering results


Attracting and Retaining Staff

Ice Recruitment Limited

Attracting and Retaining Staff


I have read numerous articles which focus on the key challenges facing today’s businesses and in all of them finding the right talent was in the top 8 of those challenges. Finding the right people and keeping hold of the good ones must be 2 key objectives on any company’s list.

In an article written by Neal Jensen in Forbes magazine he states “Without exception, every business executive I speak to says that one of their biggest challenges is staff – finding the right staff, retaining them, and ensuring they buy into the vision of the business”

finding staff

Of course there are many other challenges from technology, finance and cash, uncertainty and increased competition. But, finding and keeping staff is up there, not just an after thought.

Focusing on continual quality recruitment, attracting the right talent and keeping them is an absolute must. So do you have a solid recruitment process running through the veins and culture of your organisation????


What do I think is a major problem?

Middle management – My own experiences in industry and in talking to industry leaders is as follows, and this is a gut feel rather than actual research and science.  I have found that CEO’s, VP’s Heads of departments and Directors get it. They get it and execute on it. HR and recruitment are also very committed and drive towards the company vision and goals in recruitment and in retaining staff. After that though it tends to become a bit of a lottery.

middle manager “JOIN US, WE NEEEEED YOU”

are your managers all trained to a level where you feel you will get the same as you in an interview, preparation, delivery, follow up, selling the opportunity?

Inconsistency – Middle managers, senior managers and team leaders with varying degrees of quality of execution. BIG PROBLEM. Some are versed in recruitment but not in the vision. Others competent in the vision but lack of preparation. And so the permutations of consistency, or lack of it go on. There are many parts of the process and this alone will not fix it, however, this is a constant theme that comes up in my conversations with senior leaders and candidates


Why you? It is no longer a privilege to work here

place to work“you are lucky to be interviewing, just wait until you get the job”


In this market it is vital to get the edge. Gone are the days when “they are lucky to work for us” is the norm. The good candidates are more sophisticated, have access to more information and will generally have 2 or 3 options on the table when it comes to decision time. So why you? What was their impression of your organisation when they left? Did you do a  follow up? Did you prepare well. As hard as you have to fight to win business so talent acquisition is following suit. Candidates have 3 – 4 options when actively looking so why you?

Now you have them, how do you keep them?

keeping people

And the once you have them, know that there will be competitors knocking on your people’s door looking to acquire your “good ones”. How are you dealing with this? Again, I ask the rhetorical question. What are you doing to keep the ones who are your major players outside of just paying them?

Work Hard deliberately

The best “people strategies” are the ones that focus and work very hard on their recruitment process and their attrition levels. Work to get the best and work harder to keep your best.

Finally, on this note from my own experience, it takes more than a hello in the lift, or assuming all is well because they are hitting their numbers and earning well. It takes much more.

If you have a well designed people strategy and you cascade this through the organisation you are probably flying in the upper quartile of companies who are successful in this area of business.


If not, you are in lottery business for finding and keeping people

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