Category: News

If you’re serious about hiring the right candidate for your business or team, it’s essential to be commitied to a clear, structured and consistent interview process.

Long before an interview is on the table, headhunters working on senior hires would have already conducted a full behavioural and competency-based assessment with candidates when analysing them against client briefs.

When all due diligence is fully covered, potential compatibility clear and interest from both candidate and client is evident, the interview process then becomes a discussion.

Practcalities of diaries can often intervene at this point, however it’s vital to remain true to a clear process from the outset to ensure ambiguity eliminated where possible and efficiency optimised for the benefit of all.

Here are a few structural considerations that can make the vital phases of interview hugely effective if optimised:

Format

Interviews are a two-way street between both client and candidate.

In today’s digital age, where remote work and virtual meetings have become commonplace, the value of face-to-face candidate interviews might seem diminished.

However, despite the convenience of video conferencing and AI-powered recruitment tools, in-person interviews remain a cornerstone of the hiring process. They provide insights that no digital interaction can replicate.

Body language signalling (plus facial expressions and tone of voice), deeper assessments of interpersonal skills and a comprehensive evaluation of cultural fit can only be obtained through meeting in person.

Don’t underes;mate the power of a handshake, a tour of your office, or a face-to-face conversation.

Stakeholders

Genuine interaction and rela;onship building begins at interview stage.

The people involved in the interview process significantly influence its effectiveness. The right client-side stakeholders ensure the candidate is thoroughly evaluated from multiple perspectives; aligning their skills and personality with the company’s needs.

Different stakeholders bring varied expertise and viewpoints. For instance, a hiring manager can assess a candidate’s technical abilities and job-specific skills, while someone from HR might evaluate cultural fit and alignment with company values.

Also, when appropriate, including team members or peers can provide insights into how well the candidate might collaborate within the existing team. This multifaceted evalua;on helps in making a well-rounded decision.

Including the right stakeholders ensures that everyone understands the requirements of the position. This alignment is critical to avoid hiring mismatches. When key decision-makers are involved, they can discuss the role’s expectations and responsibilities in detail, ensuring that the candidate’s abilities and experience match the job’s needs.

When the necessary stakeholders are involved from the outset, there is less need for back-and-forth communication later in the process. This can accelerate decision-making and reduce the time-to-hire, making the company more competive in attracting top talent.

A diverse panel of stakeholders can also help mitigate unconscious biases that might arise during the interview process. When decisions are made collaboratively, they tend to be more objective, leading to fairer hiring practices.

Stages

Limiting the interview process to three stages or fewer is an effective strategy for several reasons:

– Reduced Costs: Interviewing is resource-intensive. Each stage requires time from multiple stakeholders, which translates to a significant cost in terms of both money and productivity. By limiting the process to three stages, companies can streamline resourceallocation and reduce overall hiring costs.

– Clarity and Focus: With fewer stages, each interview can be designed with a clear purpose. For example, the first stage might focus on cultural fit and overall potential, the second on technical or role-specific skills, and the final stage on decision-making with key stakeholders. This structure ensures that every interaction is purposeful and that no time is wasted on redundant assessments.

A well-structured three-stage interview process might look something like this:

– Stage 1: Inital screening

– Stage 2: In-depth technical or role-specific interview

– Stage 3: Final interview with key decision-makers

Timescales

Candidate experience is key.

Protracted interview processes can be costly, time-consuming, and frustrating for both the company and candidates.

Prolonged interview processes can also deter top talent. Highly qualified candidates often have multiple offers and may opt out of a lengthy process in favour of quicker decisions.

A streamlined process forces the company to focus on the most critical aspects of evaluation, leading to more effective and targeted assessments. This clarity helps in making quicker, more confident hiring decisions, which often results in better hires.

A concise, three-stage process demonstrates respect for the candidate’s time and conveys that the company is decisive and efficient.

Structure

While face-to-face interviews are invaluable, their effectiveness is significantly enhanced when conducted within a structured framework.

A structured interview process ensures consistency, fairness, and a focus on the skills and traits that are truly important for the role.

A structured process involves asking all candidates the same set of ques;ons and using standardised criteria to evaluate their responses. This approach minimises unconscious bias and ensures that each candidate is assessed on their abilities and fit for the role, rather than subjective factors.

By treating every candidate equally, companies can make fairer and more transparent hiring decisions, which is crucial for building a diverse and inclusive workforce.

Research has shown that structured interviews are more predictve of job performance than unstructured ones. By systematcally evaluating candidates against the same criteria, companies can better identify those who are likely to succeed in the role.

Candidates appreciate a structured process because it provides clarity and fairness. When candidates know what to expect and feel that they are being evaluated on a level playing field, they are more likely to view the company positively, even if they don’t get the job. A structured interview process also ensures that interviewers are well-prepared, which reflects well on the company and demonstrates its commitment to a professional and respectul hiring process.

Conclusion

Face-to-face interviews, when combined with a structured process, form the backbone of an effectve hiring strategy.

They offer invaluable insights into a candidate’s interpersonal skills, cultural fit, and overall suitability for the role, which cannot be fully captured through digital means.

At the same time, a structured interview process ensures that these interviews are conducted in a fair, consistent, and focused manner, leading to beter hiring outcomes for both the company and the candidates.

In an era where the competion for top talent is fierce, investing in a robust face-to-face interview process with a strong structure is not just beneficial, it’s essential.

By doing so, companies can not only atract and retain the best candidates but also build a team that truly aligns with their values and goals, driving long-term success.

KMN Consult specialise in ensuring you have the right people delivering the right results for your business; supporting leaders within the constructon industry to build the right teams for the future.

If you’d like to learn more about my approach, or share your views on this topic, please reach out on 07835 123105 or

kelly@kmnconsult.co.uk

Landing a job through a headhunter can be an exciting milestone in a candidate’s career. But closing a role through a headhunter with an expert understanding of both the candidate and client can often lead to unprecedented results and future efficiencies for all; far beyond an isolated placement. 

Good headhunters are highly skilled at matching top talent with companies where they can truly make an impact. However, whilst it’s clearly a significant one, securing a candidate for the job is but the first step towards success. The art of building long-term working relationships with the right headhunter can deliver demonstrable results. 

Through my years of industry experience, I’ve been lucky enough to work with many best-in-class clients and candidates whilst developing my KMN Consult business. I’m confident to say that the vast majority of the candidates I’ve been privileged to have supported into new roles have gone on to deliver to the brief; as pitched through the screening and selection process. 

When in place, for a candidate to make the most of their new opportunity in their new company, though, requires concerted strategic effort and intentionality. Some candidates may remain in role for a period of time (which is fine), some move from business to business (also absolutely fine) and others, well…they thrive! 

Similarly, clients often work with a portfolio of recruitment suppliers and/or have an in-house talent team of their own (again, all entirely fine, makes perfect sense). However, my observation would be that those clients who invest in working with a recruitment partner over a sustained, long-term basis often experience results and efficiencies that far outweigh cost savings by individual placement. And this is where the client often thrives. 

Every candidate successfully placed and each client satisfied with the results achieved is what makes me tick as a business owner and what gets me up in the morning to do what I do best. Securing a new role (as an individual) or recruiting a new person (as a hiring manager) are significant steps for people and businesses. And I get to help make this happen. 

However, there are several placements that stand out (for all of the right reasons). Let me explain a few… 

Earlier this year, I placed a Commercial Director into a leading international aggregates and recycling business. As he settled in so quickly and seamlessly, I’m already working with the same individual to help build and grow his team; with the ambition to become commercially excellent and fit for the future, fast. This excites me as I whilst got to know the Commercial Director during the recruitment process; I got to understand his leadership style, how he operates and gained a clear picture as to the personality profiles that would complement his working approach and vision. 

Another example would be that of a high-profile Managing Director I was pleased to place into a global building materials business earlier this year. This particular business generally manages its own recruitment (as they have a particularly strong internal talent team), but having made such a significant and successful leadership placement, my relationship with the business has evolved and elevated and, given the strength of my industry network, they are now trusting in KMN to recruit further senior Director-level assignments. 

I’ve also been working in long-term partnership with a leading manufacturer of heavy building materials (for over 9 years). They have 17 operations and a significant talent pool across the business. During my time working closely in collaboration, I’ve successfully placed a large proportion of their leadership team. The trust and teamwork we have found by working together over such a period has helped expedite each process as I’ve grown to really understand the drivers of the decision makers and their preferences when it comes to the desired attributes of potential candidates, such as personal values and culture fit, for example. 

Pleasingly, at the same business, two of the management team I originally placed into position have since moved on to secure promotions into even more senior roles within the company. The efficiencies and value that such moves deliver are often overlooked, but this client understands the benefits of long-term recruitment collaboration with KMN. 

Based on my unique and longstanding relationship I hold with this business, as a further example, they have also invited me in the past to be part of an interview panel for a short list of candidates I presented for a key hire. Again, such trust has been extended due to the understanding we have and excellent results we’ve delivered by working together in this way. 

Summary 

Understanding a candidate and/or a client’s business to a very different, elevated level requires a concerted level of time and energy input; often unseen, and also difficult to articulate at times. 

However, from such a deliberate resource investment, I’ve seen repeatedly that this approach over a sustained timeframe will open the door to a far greater chance of success for both the candidate and client to, ultimately, thrive. 

KMN Consult specialise in ensuring you have the right people delivering the right results for your business; supporting leaders within the construction industry to build the right teams for the future. 

If you’d like to learn more about my approach, or share your views on this topic, please reach out on 07835 123105 or kelly@kmnconsult.co.uk 

Attracting top talent is only the first step towards long-term recruitment excellence.

Equally (and in many cases far more) important is the process of integrating new hires into a company; commonly known as ‘onboarding’.

Quality and effective onboarding can make the difference between a productive, engaged employee and one who quickly becomes

disillusioned and disengaged. Here, I explore why investing in a comprehensive onboarding program is essential for any business and how it

really starts before their first day.

First Impressions Matter!

After the challenges, stresses and strains of a recruitment process to eventually land that ideal role, the onboarding process is often the first

significant interaction the successful candidate has with a company beyond the interview stage. It sets the tone for their entire experience. A

well-structured onboarding program communicates that the company values its employees, it is organised and serious about its people, and

is committed to their success.

Such a positive first impression can boost new hires’ confidence and excitement about their roles.

Accelerating Time to Productivity

New employees bring fresh perspectives and energy to the team, but they also need time to ramp up to full productivity. Effective

onboarding programs provide the necessary training, resources and support to help new hires understand their roles and responsibilities

quickly.

By reducing the learning curve timescale, businesses can leverage new employees’ skills and contributions much sooner (to the satisfaction of

the employee, as they add value earlier, and ultimate benefit to the business).

Enhancing Employee Engagement

Engaged employees are more productive, satisfied and loyal; effectively proven many times over.

Onboarding is a critical period for fostering engagement by helping new hires feel welcomed and a valued part of the team. This involves not

only teaching them about their role (and how it fits), but also introducing them to the company culture, values and social networks within the

organisation.

Building these connections early on can lead to higher job satisfaction and retention rates.

Reducing Churn

High turnover rates are costly and disruptive. They lead to lost productivity, additional hiring costs, and potential morale issues among

remaining employees. A well-executed onboarding process can significantly reduce turnover by ensuring that new hires are well-prepared

and supported. When employees feel equipped to do their jobs and understand how they fit into the larger company picture, they are more

likely to stay long-term.

Promoting a Positive Company Culture

Onboarding is an excellent opportunity to instil the company’s values and culture in new hires. This ensures that everyone is aligned with the

mission and vision from day one.

By embedding these elements early, businesses can foster a cohesive and positive workplace culture that encourages collaboration,

innovation and mutual respect.

Facilitating Compliance and Understanding

In many industries, compliance with regulations and internal policies is critical. Onboarding is the ideal time to educate new hires about these

requirements.

Providing clear guidance on legal, safety and procedural matters helps prevent potential compliance issues down the line. It also ensures that

employees understand the importance of these standards and their role in upholding them.

Supporting Career Development

An effective onboarding process goes beyond immediate job training. It includes discussions around career paths, opportunities for growth

and ongoing learning and development.

By showing new hires that the company is invested in their long-term success, businesses can motivate employees to perform at their best

and aspire to grow within the organization.

Building a Strong Employer Brand

Word of mouth and online reviews about a company’s onboarding process can significantly impact its reputation as an employer. Positive

experiences during onboarding can lead to favorable reviews on platforms like Glassdoor and LinkedIn, attracting more high-quality

candidates. Conversely, poor onboarding experiences can deter potential talent. Thus, investing in effective onboarding is also an investment

in the company’s brand and attractiveness to future employees.

Pre-Onboarding

Onboarding implies a process from the moment a new hire begins in a business. The process of onboarding in reality begins much earlier

during the recruitment and interview processes.

The moment a prospective candidate is made aware of a potential role in a new business, expectations begin to form. How a specialist

headhunter expertly manages this early engagement sets the scene for the rest of the journey (long before the first day is even a

consideration).

Hence, the role of the headhunter in accurately and honestly articulating a company’s values, mission and culture (even in those early

discussions) is essential and heavily underpins the long-term success of the candidate-business relationship.

Summary

Quality and effective onboarding is not just a nice-to-have, but a crucial element of a company’s overall strategy. It affects everything from

employee productivity and engagement to retention and employer branding.

By prioritising a comprehensive onboarding process, businesses can ensure that new hires feel valued, prepared and excited about their new

role; all teed up early in the engagement by a credible recruitment journey, throughout which the headhunter would have positioned the

right expectations from very the outset.

KMN Consult specialise in ensuring you have the right people delivering the right results for your business; supporting leaders within the

construction industry to build the right teams for the future.

If you’d like to learn more about my approach, or share your views on this topic, please reach out on 07835 123105 or

kelly@kmnconsult.co.uk

The global construction market – a colossal, beast of an industry that sculpts skylines, transforms landscapes and provides the

stage to our lives – is not without its share of challenges.

When you take a moment to examine the world of construction in the world we construct, several factors clearly stand out as

significant, shared hurdles with which the industry grapples with on a global scale; today for tomorrow. Here are a few such

examples.

Population Growth and Urbanisation – Accelerating Spatial Demands

The global population is forecasted to increase to c. 9 billion by 2050 and the UK population projected to reach more than c.

77m in the same timeframe (+14% versus today).

Today, cities account for more than 50% of global population and again, by 2050, this is predicted to rise to nearly 70%. The

impact of technology and new methods of construction are vital to accommodate such change.

Clearly, this will have a profound impact on how we design living spaces; with sizes and structure types in need of continual

review with tomorrow’s needs in mind.

Financial Risk

The construction market is inherently capital-intensive, making it susceptible to financial risks.

Fluctuations in material prices, currency exchange rates and economic/market downturns can impact project viability and

profitability.

Supply Chain Disruption

The construction sector heavily relies on a complex web of suppliers for raw materials and components. Disruptions in the

supply chain, whether due to geopolitical tensions, natural disasters, or global pandemics, can result in delays and increased

costs, affecting project timelines and budgets.

Sustainability and Environmental Factors/Concerns

The construction industry is the largest consumer of resources and raw materials.

In an era of increasing environmental awareness, the construction industry faces the challenge of aligning with sustainable

practices.

Balancing the need for urban development with environmental conservation remains a tightrope walk, as stakeholders seek

eco-friendly materials, energy-efficient designs and waste reduction strategies.

Skilled Labour Shortage

A critical challenge facing the construction market is the scarcity of skilled labour. As the industry experiences growth, there is a

widening gap between the demand for skilled workers and the available workforce. This shortage can lead to project delays,

compromised quality and increased costs.

We are also an ageing society. Life expectancy is projected to be 94.3 years for male and 97.3 for females by 2037. The

number of UK residents aged 90+ has tripled in past 30 years.

Technological Development and Integration

While technology has brought about remarkable advancements, integrating tech into the traditional construction sector creates

its own set of challenges (in a somewhat traditionally reluctant sector).

Adapting to Building Information Modeling (BIM), robotics and automation requires significant investment and a shift in

mindset within the industry. However. increased use of premanufactured/offsite modules and improved monitoring for

predictive and corrective building performance and maintenance are already becoming more commonplace.

Regulatory Compliance and Permitting

Navigating the labyrinth of regulations and obtaining necessary permits can be a cumbersome process in the construction

sector. Stringent building codes, zoning laws and environmental regulations vary globally, making compliance a complex task

which often leads to project delays and added unplanned cost.

Infrastructure Deficits

In some regions, inadequate infrastructure, such as poor transportation networks and limited access to utilities, poses a

challenge to construction projects (and, therefore, for all players in the value chain). Overcoming and managing these deficits

requires collaborative efforts between governments, private sectors and communities.

The global construction market is a unique and dynamic arena, where innovation and challenge coexist. Addressing such issues

requires a holistic approach, with stakeholders collaborating to find sustainable solutions.

As the industry navigates the complexities of the modern world, embracing technology, prioritising sustainability and fostering

a skilled workforce are essential elements towards building a resilient future.

KMN Consult specialise in finding the right people for the right roles; shaping your workforce for the construction industry of

the future. Your trusted search partner.

If you’d like to learn more about my approach, or share your views on this topic, please reach out on 07835 123105 or

info@kmnconsult.co.uk.

As well documented, the UK construction sector carries a heavy responsibility to do the right thing when it comes to Sustainability.

The UN Environmental Programme reports CO2 emissions from buildings and construction have hit new heights, leaving the sector off track to decarbonise by 2050.

The 2022 Global Status Report for Buildings and Construction finds that the sector accounted for over 34% of energy demand and around 37% of energy and process-related CO2 emissions in 2021.

We can now also see it ourselves in our daily lives; the climate crisis is no longer a thing of the future, but something we’re seeing in front of us, today.

Clearly, to support the need to meet sustainability goals and, therefore, reduce environmental impact, ensuring your business has the right size and shaped team to structure and deliver the Sustainability strategy is essential on many levels.

Initiatives such as recycling programmes, incorporating eco-friendly materials or packaging, fuel usage initiatives, adopting energy-efficient practices and/or adhering to stringent emission standards all form the foundations of a Sustainability roadmap to support the industry in its pursuit of better.

Challenges of course include the cost of transitioning to sustainable practices, regulatory compliance and the need for skilled teams, familiar with green construction methods. Staying abreast of evolving environmental policies and investing in sustainable technologies (now, for the future) are necessary to navigate these complex hurdles.

Hence, recruiting the highest quality of talent to lead and drive your Sustainability strategy is no longer a nice-to-have, but vital.

Emphasising an authentic importance on sustainability within your business strategy, underpinned with robust and clear investment plans to ensure that its place on the agenda remains high, will support in attracting emerging talent.

Incorporating sustainability deep into your company culture and employer brand will also appeal to the right candidates.

In todays’ crowded market, albeit seemingly with an abundance of talent to consider, sourcing candidates with the right blend of skills and experience in the sustainability space (specifically for your business needs) is fast requiring specialist, dedicated recruitment treatment. The term ‘Sustainability’ is occasionally overused when comes to candidates marketing themselves in a bid to become noticed.

Pleasingly, KMN Consult have had proven, repeated success in finding that ‘needle in a haystack’ for clients when it comes to recruiting sustainability leadership talent.

If you’d like to learn more about my approach, or simply to discuss the topic further, please reach out on 07835 123105 or info@kmnconsult.co.uk.

By Kelly Nolan, managing director of KMN Consult

When it comes to finding the best talent, companies are finding the 2023 job market to be ultra-competitive. The Office for National Statistics (ONS) has predicted that up to one fifth of the UK workforce will look for a new position this year, so not only is there a bigger pool of candidates to choose from, companies are also hit with the headache of ensuring successful talent retention.

Retention begins with successful recruiting. By successful I don’t just mean filling the position, I mean actively finding the best talent for that specific role, someone that fits with a company’s culture and values and so therefore will stay the course and help the business to flourish. It all comes down to finding the perfect fit.

That’s why businesses who have a retained recruitment specialist (sometimes also known as a head-hunter) on their books are in the best position to attract and retain the right candidates.

For retained recruitment the specialist works on a scheduled and exclusive basis, this means that only they will work on the company’s required search.

The other method that firms sometimes use to fill positions is contingency recruiting, which is where the agency or recruiter only gets paid if a candidate that they have found is hired by the organisation.

Some businesses believe that if they put the same role out to four different recruitment agencies then they stand a better chance of finding the right candidate. But in reality, the success of casting the net wider is a myth and it actually ends up diluting the process. Put yourself in the position of the candidate looking for work who gets a call from four different agencies pitching for the same role. What perception does that give of the hiring company?

I’m a recruitment professional with over 16 years’ expertise in helping all sizes of business to find the best talent. I always advise that engaging in retained recruitment brings the best dividends. This is why:

Five benefits to businesses of retaining a recruitment specialist:

1. A retained, trusted recruitment partner has in-depth knowledge of the industry in question, has represented the sector well, knows how it operates and also many of the people in it. The specialist will fully understand the hiring company and its ethos. This saves time for the company in the long run because the brief does not have to be explained many times to multiple recruiters.

• Retained search focuses on finding quality candidates, not amassing a large quantity of CVs. Successful retained recruitment specialists will look at promising candidates who are already employed and may not even be actively looking for their next career move. This is where the retained recruitment specialist really comes into their own, using their expertise in the market to find the candidate with the exact skill set and personality for the available role.

• A successful retained recruitment specialist will dig deeper than what is in the job profile and the initial brief. It’s not just about what’s in a candidate’s CV either, it’s about doing the right research and due diligence on a potential candidate and coupling this with an understanding of the culture of the company to determine if the person should be put forward for interview.

• With KMN Consult you can have confidence that candidates have been fully vetted through background and reference checks giving clients peace of mind that only genuinely qualified candidates have been presented

• When the right candidate is placed with the right company, concerns about talent retention also subside, because the person is less likely to want to move on, having been placed in the perfect role for them.

Retaining a recruitment partner leads to better talent acquisition and a more structured process. It is a partnership of trust between the business and the recruiter.

To find out more about how retained recruitment can help your business find the best talent, please contact me here https://kmnconsult.co.uk/contact/

I’m a recruitment consultant working mainly with the building and construction materials, minerals and general manufacturing sectors.

I’ve worked in recruiting the best talent to these industries for over 16 years and what drives me is the satisfaction that I get from placing the right people with the right company. Finding that perfect match means job satisfaction for the candidate and increased creativity and output for the business they work in.

It is three years since I took a leap of faith and launched KMN Consult. In those early days I remember sitting at home wondering if I’d done the right thing. No guaranteed monthly salary, no holiday pay, no-one backing or funding me…

Two months later it was March and Covid hit, the world stopped and so did the business I had just started. Panic mode truly kicked in at this point and I was convinced I had made the biggest mistake of my life.

But there was nothing else for it, I had no other option than to keep going, working hard and hoping for the best. There were days full of worry and many sleepless nights, but I was determined that my young company would flourish, whatever the odds and twists and turns on the way.

Fast forward to 2023 and I am receiving many well wishes for my three-year work anniversary as KMN Consult.

So I am entering year four running a successful business and working with amazing clients who retain me to work with them in solving their challenges and recruiting talent.

Success never comes without sacrifices; it takes hard work. My daily routine goes something like this:

5am-8am

This is MY time. I walk my beautiful dog Harper, before going to the gym and getting ready for my day. Yes, I am one of those people that gets up at 5am every day and I love it!

8am-8pm

This is my work time.

Every day is different.

Some days I am on the road, travelling in the car for 4-6 hours and attending meetings/site visits.

Some days I am in the office all day on the phone, interviewing and doing teams calls.

Some days I am in the office 4/5 hours and work from home the rest of the time.

Some days I walk Harper at 4pm and will be on the phone to clients at the same time or replying to emails and messages.

If a candidate or client wants to talk to me at 8pm at night, I will.

It’s tiring and it’s hard work but when you are passionate and driven about what you do, it’s worth it and for me it’s rewarding.

My friends and family sometimes tell me to slow down and not to do too much but this is me, it’s who I am.

So that’s my three years journey so far at the helm of KMN Consult. It’s been a rollercoaster but one I wouldn’t change, and I am excited to see where KMN will be in another three years.

Every time I match the perfect person to their perfect role it gives me great satisfaction. I place great emphasis on getting to know the recruiting company and the candidate, what makes them tick, what’s their ethos, personality and expectations. It’s not about who or which role appears to measure up on paper, it’s about delving deeper to ensure a great partnership – a successful career for the candidate who becomes a strong advocate that drives business forward for their new company.