Articles

Book 2 - RE-FUEL Your Employer Brand. Now Available on Amazon in Ebook or Paperback

Written by J Crawley on Monday, 03 September 2018

https://www.amazon.co.uk/Mr-James-Edward-Crawley/e/B07C3CFGG5/ref=ntt_dp_epwbk_0


Employee Engagement Defines Your Business

Written by J Crawley on Monday, 30 July 2018

When it comes to Employee Engagement it always fascinates me how wide the gulf often is between the CEO/Boards/Owners understanding of a situation and the reality of what the staff are feeling. Sometimes there can be an over reliance on staff surveys and happiness dashboards and often not enough time is spent on the front line. 


Why Investing In Customer Service Is Wrong

Written by J Crawley on Friday, 13 July 2018

Why Investing Customer Service Isn't Important


What Is The Care Curve

Written by J Crawley on Tuesday, 22 May 2018

What Is the Care Curve


CSR - Is it just about painting your local youth centre?

Written by J Crawley on Tuesday, 01 May 2018

CSR started to rise to prominence in the 1960's, but really got into its stride in the 1990's with Generation X, was developed further with Generation Y, but really has become vital any organisation with Millennial's.


Which Employer Are You?

Written by J Crawley on Monday, 30 April 2018

Which Employer Are You?


The True Cost of Recruitment

Written by J Crawley on Tuesday, 24 April 2018

Ask someone how much it costs to recruit an employee, and they would probably say that ‘It cost us x £s for the advertisement’, or ‘We had to pay an agency 23%’. The actual answer is slightly more complex because people generally forget about their and their own staff time involved in the process.


Fuel Your Employer Brand - Available now at Amazon in Paperback & Kindle

Written by J Crawley on Wednesday, 11 April 2018

Fuel Your Employer Brand - Available now at Amazon in Paperback & Kindle. A short-haul business trip sized book discussing how you can improve your employer brand in the war for talent

Paperback & Kindle :Amazon

 


The Rise of Machines

Written by J Crawley on Tuesday, 03 April 2018

So more and more articles are appearing about the great work that IBM's Watson amongst others is doing in the field of recruitment and how soon recruiters will be obsolete.

Sorry Skynet, but we have had this prediction before, with the internet in general then Monster then linked in. If anything technology seems to provide a growth spurt to the numbers of recruiters, not a reduction.


Why Peer to Peer Recruitment Tells You The Most About Your Employer Brand

Written by J Crawley on Tuesday, 03 April 2018

According to numerous statistical sources, 84% of people rely more on peer to peer information than any other source. What that means is, if you have 10 people in your company, you potentially have 10 marketers that can help you source future talent.


The Importance of Hiring before you really need someone

Written by J Crawley on Friday, 16 March 2018

I met a fascinating businesswoman the other day. To use Daniel Priestley's phraseology,she was not only completely "oversubscribed" she was also the "Key Person of Influence". Her business, a B2C service was a massive success, so much so that it was teetering on the brink of collapse and she risked losing it all.


Why recruitment drives retention and good recruitment drives the cost of recruitment down.

Written by J Crawley on Wednesday, 07 February 2018

The recruitment process in any organisation should provide an efficient service to the stakeholders, be cost effective and avoid the loss of good candidates through poor service. It should also encourage successful candidates to recommend you to their peers.


Why don't we train people how to interview?

Written by J Crawley on Tuesday, 28 November 2017

In a manufacturing business if you have a technician who operates a manufacturing robot, do you hire them, give them the manual and then let them get on with it? No of course you don't. You induct them, you train them, you supervise them and then when they are ready you let them loose on your precious machines.

So why, in people focussed businesses, do firms not train their people to interview people properly.


Doing the Laundry - the Linked-In Laundry

Written by J Crawley on Monday, 26 June 2017

I was an early adopter of Linked-In c.2004 if memory serves. I decided very early on that the only way to get the value out of the platform was to have the largest possible network, So I accepted every single invitation that came my way, became a "LION" and I got up to 7000 direct connections. What did this mean in reality? It meant visibility of pretty much everybody on the site, so much so that when Linked-in first developed its recruitment product and the sales manager came to sell it to me, he left my office embarrassed. We both did the same search, he used his all singing new "recruiter" account and I used my bog standard £10 a month business account. I got twice as many results......


The Importance of Process and how Professional Services Firms tend to get it wrong

Written by J Crawley on Monday, 12 December 2016

Ask any professional services individual who has moved from one firm to another about their recruitment experience and you will probably get a whince, particularly those that have gone through a direct admit Partner process. It is not uncommon for the process to take 6-12 months ( the longest I have experienced was...


Why Executive Search Is Not Recruitment

Written by J Crawley on Tuesday, 25 October 2016

There is a growing trend in Professional Services firms to try and "insource" their senior level recruiting and rely less on external agencies or Executive Search firms. Frankly I applaud this. Why you ask? Well in view too many external providers charge far to much to recycle a CV from Linked-In and those firms leave the client wondering exactly where the added value is.


The Current State Of The Market

Written by J Crawley on Sunday, 09 October 2016

The last few years should have been a sticky time for consultancy companies. There were a lot of mergers, separations and acquisitions. The global financial bubble had truly burst. Coupled with a general downturn in the economy, expectations were that professional services would be hard hit, and in some areas such as Tax and Legal this was true.


Managing Expectations: How To Retain Talent And Survive The Current Instability In The Markets

Written by J Crawley on Sunday, 09 October 2016

Somebody once said, it may have been Jack Welch, 'There are three kinds of people in the world; those who make things happen; those who watch things happen; and those who wonder what happened.'

I know that most of you reading this today belong to the first category. People who make things happen. Today I am going to say a few words about the current state of the Talent Marketplace, particularly as it relates to Professional Services firms. I am going to give you my thoughts on how you make sure you retain existing quality staff and recruit the best new staff in the coming months and years.


How To Attract The Best Staff And How To Differentiate Your Organisation From The Competition

Written by J Crawley on Sunday, 09 October 2016

In previous keynotes we have established the ground rules for what motivates people to leave a company. I have given you a flavour of the expectations of 21st Century management consultants. The factors that enable you to retain good staff, lead naturally to the principles you need to have, to recruit good new staff.


So What's Next For The 'Big 4' Professional Services Giants, And The Consulting Market In General, And How Does This Affect Talent

Written by J Crawley on Thursday, 06 October 2016

So what's next for the "Big 4" Professional Services giants, and the consulting market in general, and how does this affect Talent. The accountancy and business consultancy profession has always been an industry of change, both in the size and scope of firms, and in the services they provide.


Global Mobility & The Middle East

Written by J Crawley on Thursday, 06 October 2016

Global mobility in the work force has developed over the past few decades from the traditional "ex-pat" one or two year secondment to become a comprehensive part of any organisations strategic talent agenda. Companies in all industries are seeking broader international experience and diversity from their workforces as they become international players, reflecting the demands of their own customer and supplier bases.


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