Digital has undoubtedly been a transformative force for many industries, and whilst its penetration into asset management, amongst other financial services, has been at a slower pace, the last bastions of change resistance are evolving, and the innovation is marching at speed. Those left standing tall at the end of the war will be those who seriously invested in the digital skills and platforms required to effectively compete – something the most forward thinking companies are doing right now.
In light of recent IR35 tax legislation changes, I thought it prudent to share some insight on the subject, with the aim of helping employers in the public sector to retain and attract specialist contract resource.
1) Which Discipline?
Sounds a very obvious place to start but this will set the platform for how the rest of your legal career will develop. It is a scary thought but this decision will have a massive impact. Some lawyers are absolutely fixed on one area of law whereas others like to keep their options open and have 2/3 areas in mind. There is not anything wrong with the latter but consider how this might dilute your chance of success if you make applications to a number of different areas.
I have just read a post on LinkedIn where a candidate received a gift from a recruiter; the recruiter was thanking the candidate for the effort he had put into the recruitment process, and that candidate had NOT been appointed to the role! That made me think, since, as a recruiter, I’ve been grateful to receive thank you notes and gifts from candidates, saying how much they appreciated the way I have dealt with them during their recruitment process. I have thanked candidates many times for the effort and time they have spent on applying for a role, but was that enough?
Lesley is an experienced business leader and manager, and has worked in a variety of people based roles within both public and private sector businesses. With a background in HR, Lesley also led her own successful management consultancy for almost 10 years.
Since joining B&C in March 2014 Lesley has been promoted and is now a Senior Business Manager with B&C leading the Glasgow based Professional Services Team. In addition, Lesley delivers executive campaigns and management consultancy projects for clients, i.e. Leadership Development Programmes, Coaching, HR process review and improvement.
Last month, I received a very brief email from an internal recruiter at a competitor that started with “Latte or Americano? It's a question worth answering if you wanted to meet up for a confidential coffee chat one day”.
It was very cheesy, but for me he missed the point; and an opportunity to sell his brand – he told me nothing about the company, the team or why I should respond.
But it did get me thinking about employer branding and how charities can also do more to increase theirs. In a competitive recruitment market, employer branding is everything, but is often overlooked.
What comes to your mind when you think of the HR professional? The CIPD would hope that you are thinking of someone being Principles-led, Evidence-based and Outcomes-driven, but is this too idealistic?
During the last 18 months the NHS interim recruitment market has witnessed several significant changes. Firstly, NHS Improvement applied maximum pay and charge rates for temporary workers for the provider organisations that they oversee. The need for such restriction on interim spend was necessary in some areas, but this ‘one rule fits all’ solution was clearly not fit for purpose in areas where the worker’s core skillset was not NHS specific (e.g. IT, Corporate Services, Change & Transformation) and the new capped rates were not competitive with general market rates. Secondly, the change to IR35 assessments only within the Public Sector has made it highly likely that, as of 6th April 2017, a contractor working through their own personal service company will now pay significantly higher levels of tax for an assignment within the NHS compared with a like-for-like contract within the private sector. These two factors alone have combined to make interim work within the NHS less attractive for contractors compared to just 18 months ago.