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.