Is Your Company Afraid Of Tech?

Be careful not to spook the ‘tech fearful’

With the Covid-19 crisis, more people have been working from home and, in doing so, have been exposed to more technology than they may have had to work with prior to the move to home-based working. It was an easier time back then, when people could avoid technology if they really wanted to, relying on the IT department to help them with their set-up and passwords. The future will require more ‘Tech Savvy’ workers so we are looking at how that can become a reality for your business.

Some tech-friendly workers have left jobs because their company wasn’t willing to supply them with newer digital tools. 40%, according to a Randstad poll. Others have actively avoided those new tools if they were given the chance to work with them. Your business must position itself to retain both of those types of workers, while ensuring it has a good grip on the future technology that can really aid the business goals moving forward.

So what will the strategy be? The new generation of workers are entering the workforce knowing how to code, use photoshop and own social media, while older workers struggle to use their smartphone.

Training must be the first port of call for your strategy. Informal group training sessions, perhaps over a Zoom call, can be really useful to identify knowledge gaps. The environment should be fun and light-hearted, so as not to intimidate those who are fearful of being exposed as luddites. People do learn better in informal spaces and this can also encourage them to come forward, later on down the line, and ask for help with something they are struggling with. This kind of initiative must be baked in to your company’s ethos and must be continued after the initial excitement has died down. As we all know, learning never stops, especially in the tech space.

This can come in especially handy when you bring in new tech to the business. Your future plans should include these up-to-date investments, as you do not want your business to mirror the actions of the tech fearful hold-outs, nervous about the next innovation. The more thrifty amongst you may not see the purpose of upgrading or changing a perfectly good system, but you must not rest on your laurels and you must keep ahead of the game when it comes to your competition. If you do this, your workforce will become more used to having to learn about tech as part of their roles. As we said before, it has to be part of your business’ ethos and it all starts from the top.

Patience is required. When people learn, they first usually make mistakes. We learn from our mistakes. Everyone has done it, yet no one seems to remember that they did. We must not spook the tech fearful. If, from the training Zoom call, you identify someone who has fallen so far behind that they cannot do simple things, that person must be encouraged and nurtured to learn and embrace technology. It may require extra work but it will be worth it, because if they can do it, and with your help, you can achieve anything together. If they are using it correctly, this can result in a great ROI.

Research becomes a part of the business. If you can encourage the whole workforce to embrace tech, your ability to anticipate changes or even diversify how you do business as opposed to the old way you used to do business, that will stand you in good stead for future competition. That knowledge base that you grow within your company, just by encouraging those within it to become less fearful of technology, becomes useful when you upgrade your systems. It emboldens them to voice their concerns or ideas. You can learn where the system has been falling short in terms of handling the day-to-day business, and they can suggest ways to improve it, or innovations they have been learning about. Never underestimate the value your workforce can provide your business when they are engaged with technology.

Curious about how Zenshin Talent can help your organisation? Contact us today for a no-strings conversation about your needs and our experience.

What Makes A Great Recruitment Partner?

Finding a recruitment partner is a pretty bright idea

Businesses are moving away from the free-for-all of generalist recruiters and honing in on dedicated recruitment partners. For some companies this is totally new territory, so what should they be looking for when it comes to recruitment partners? Why go down this route and not rely on generalist recruiters, like they normally do?


There has been more of a move away from generalism within recruitment because, with an influx of highly-skilled and much sought-after roles in disciplines like data science, the generalists just can’t cut it anymore. It is not that generalists don’t have their place in the recruitment eco-system but it is about getting what you need in terms of specific candidates and avoiding the time drain of endlessly approaching prospects who are vaguely similar to the type you want and spending time interviewing only to find that they are not the ones you are looking for. This is about recruiting utilising expertise and experience, not flailing around trying to find just anyone to put forward to fulfil a contract.


Recruiting partners are usually found via word of mouth or from a strong online presence. They can demonstrate in-depth knowledge of the specific field you are working within and know how to source the best candidates. As it should, word of mouth should be the litmus test for recruiters. As we have said before, it is a bit of a ‘wild west’ out there, with new agencies and sole traders popping up daily, a lot of whom do not have a great deal of experience and do not stick around either. A solid reputation is a great calling card for the specialist recruitment partner.


The purpose of recruiting partnerships is to build a relationship based on mutual respect. While generalists are simply trying to win fulfilment contracts, the specialist understands that the best work can be done with exclusivity. This can take the form of target stages, where the successful completion triggers payment. What you get, ultimately, is a consultant who understands your company and your problem yet has the flexibility to meet those needs without draining the company’s resources, which can happen when the hiring is fully in-house. This also stops the recruiter fatigue that can happen when multiple generalist recruiters are given the same task and contact the same candidates over and over.


Where and how a recruiter finds their candidates illustrates where they are within the recruitment eco-system. Generalist recruiters will sometimes post fake job ads in order to find candidates for the future. This is not best practice but it is not illegal either. What it does do, is serve to alienate possible candidates, who, when they discover the ploy, lose trust in that recruiter. A recruitment partner will be building relationships with candidates, and possibly targeting and approaching those passively looking for a new role. And because they have in-depth knowledge of the sector, they are definitely targeting the correct prospects and they can speak knowledgably about that industry and role.

Curious about how Zenshin Talent can help your organisation? Contact us today for a no-strings conversation about your needs and our experience.

Recruiting for Cloud Data Analytics

Companies are realising that Cloud Data Analytics are within their reach

Cloud-skilled candidates are in huge demand and a deficit of those skills within a company is the main stumbling block holding back the next stages after successful adoption of Cloud within businesses today. To remain competitive, how can a business ensure that it has a team ready for the Cloud initiatives that will spell success in your future?


The major factor which boosts a Cloud professional’s desirability to a business is, of course, experience. Those who have worked on large-scale Cloud projects are much more likely to be hired. The Cloud has been around for many years, but Cloud Data Analytics is relatively new and its growth is now outstripping that of AI or ML. The number of skilled individuals is minimal compared to those two disciplines at the moment, so this means they are at a premium, with companies making real efforts to keep their existing Cloud experts. You must support these individuals as feeling like they are not making a difference is one of the main reasons for them looking for another role.


There is a lot of value being placed on candidates holding the right certificates and qualifications. The vast majority of those who are moving into Cloud Analytics swear by the need for correct certs. If they do not hold one, they should at least be working towards one, in order to make sure that they stand out amongst the competition. Over half of candidates will hold a cert and just under a fifth are currently studying for one.


Whilst Covid-19 has been a terrible time for most, some people have used the time to upskill, including Cloud Data Analysts have been using the time to upskill and sometimes work on their own Cloud data projects to gain a greater understanding of the parameters of Cloud. With new projects starting up after lockdown uncertainty, it is the perfect time to find eager new Cloud experts, ready to drive your progress forward.


Companies should value that experience, additional training and the thirst for knowledge, and quite a lot of them do, with a third of firms increasing pay for those who earned a certificate. Not just that, but around two thirds of those companies actually contributed to the cost of those certificates. This reveals both the need for appropriately skilled individuals and how important those companies are treating their Cloud-based future. You will need to offer competitive pay if you are to attract experience.


Building a team with experience first, means you will down risk, with problems like data loss, cost, time and lack of efficiency, dealt with. When growing the team, newer talent should then be brought in. You can make sure these team members receive the correct training, investing in them to show them that they are valued and there is progression in the future in the positive culture of your company.

Building a team isn’t easy but if you engage the services of an expert recruitment partner, the hard part of finding those experience individuals is done for you.

Curious about how Zenshin Talent can help your organisation? Contact us today for a no-strings conversation about your needs and our experience.

Returning To Work?

Empty offices may soon fill up again but is everyone happy?

With the recent report finding that UK employees are the most reluctant in Europe to return to the office, it raises interesting thoughts about the changing attitude towards employers in this country but also poses the question: what is the correct course of action now that lockdown seems to be easing?

Personio Software, recently conducted a survey of employees and found that a third of those surveyed had returned to an office environment as opposed to almost two thirds who had returned there, on the continent.

This news comes on the heels of Andrew Bailey, Governor of the Bank of England, confessing his doubts that workers will return to a daily commute once the working from home guidance subsides.

Interestingly, just over a third of those surveyed by Personio shared that they felt that their employer was resisting a more mixed working solution in favour of an insistence on office attendance. There is a clear divide between employees’ and employers’ visions for the future.

It may come as a surprise to some employers that 25% admitted that they plan to resign if made to work from the office. Workers are eager for more control of their working conditions.

Yes, finding the correct balance is tough and those who have already gone through it have found it a steep learning curve. Many workers are noting a decline in productivity when not in close proximity to their colleagues. Being in close proximity is, of course, one of the barriers halting a return to normality. There are two diametrically opposed needs, which cancel each other out. People need to be around people for productivity’s sake but also for mental wellbeing.

It is now just over a year since the lockdown came into force, and we are seemingly trapped in a low morale conundrum. If employees feel a lack of control over their safety and destiny, they will leave that job, or feel unhappy within it, which will affect productivity and if they work from home, away from co-workers, they feel alone and that affects productivity. This leaves managers with an unenviable task.

This is before we have even mentioned health issues or home-schooling, which certainly have an impact on time and energy and can lead to serious fatigue.

With the roll-out of vaccines, it looks like we are really turning a corner. The optimists amongst us hope for this to be completed around summer, but the realist knows that this may drag on until the new year. A lot of businesses, struggling to stay above water, need this to happen sooner rather than later and their desperation is palpable.

Companies need to be realistic and seriously consider adopting hybrid working styles, when it is safe to do so. Any who have been stalling on investment in technology, should notice the sea change amongst their employees and recognise that things have truly changed. It took Covid-19 to accelerate the uptake of remote working aided by new software services which make it possible to perform group tasks outside of the office. Obviously, as we mentioned before, people need face-to-face interaction, so the tech side is not a silver bullet, but until Covid-19 has been vanquished, senior managers must make decisions to preserve their workforce and, ultimately, their business.

What this really comes down to is communication. Employers must listen to their employees’ concerns. With communication comes understanding and discussion and resolution. One thing that definitely negatively impacts quality and quantity of an employee’s work is their feeling that they are not valued or listened to. A thing that should come out of this crisis, it is that we should not lose sight of the fact that there is always time to listen.

Curious about how Zenshin Talent can help your organisation? Contact us today for a no-strings conversation about your needs and our experience.

The Tell-tale Signs Of The Bad Recruiter

Let’s lift the lid on bad recruiters

We have been thinking lately about the differences between a good recruiter and a bad recruiter. Now we are not saying that bad recruiters aren’t trying hard at their job, but as we have said in the past, not all recruiters are made equal. So, what are the tell-tale signs of a bad recruiter?

Social media is a great tool if used correctly and can really help your message reach further, yet a lot of recruiters seem to misunderstand its uses. Advertising open job roles in a scattergun approach across all social media is a sign of a bad recruiter. It is spam and it is a waste of time. A targeted approach should be adopted, prioritising research and real connection as opposed to generic messages. Also, creating content with real value is a neat way to boost credibility.

Speaking of generic, generic emails are another area in which the bad recruiter excels, and we don’t mean that in a good way. From the outside, the bad recruiter is using their time productively. Sending out generic emails means the message will hit a lot of inboxes. The problem is that unless the message is tailored and candidate-centric, this approach is likely to alienate prospects. The message is clear: I don’t spend much time on my emails so I won’t spend much time on you. And for most candidates who are looking for work, they will have witnessed those two things align more than once in the past. Having an understanding of candidates, and which candidate would fit the role perfectly, is a skill not all recruiters possess and having the time to craft that email which will show them that they matter, is the mark of a recruiter with time management skills and real business acumen.

A recruiter is essentially tasked with communicating the needs of the business to the candidate and communicating the suitability of the candidate to the business. One must be adept at communication but bad recruiters fail in this task again and again. The bad recruiter, once a candidate is found to be unsuitable, will likely drop them like a hot potato. No follow up email or call. No feedback on areas for improvement. No please, no thank you, just silence. And in fields such as data, where the skillset required is so specific, this attitude makes zero sense. Once the candidate has outlived their usefulness to the bad recruiter, they are cast aside. This one-sided relationship is infuriating to the job seeker and it is completely understandable why recruiters get a bad name because of it. The bad recruiter does not empathise and put themselves in the shoes of the candidate. It is made clear: this is transactional and you could just be anybody. Aside from being quite cruel, it is also a very short-term mindset. Treating people with respect can pay dividends in the future, it just takes a little more of your time. Companies are missing out on the perfect candidate because of this course of action. If you were a candidate who was treated like nothing by a specific recruiter in the past, would you bother to answer their call or email next time?

Adding to the lack of trust, the bad recruiter works in fakery and falsehoods. This can come in the form of fake job ads, telling lies and false social media communication. An obvious trick that they employ is posting a fake job ad in order to capture new prospects for the future. Companies are impressed by a large database of potential hires but how many companies ask the question about how the bad recruiter came by these prospects? At every turn, the bad recruiter erodes trust. Every action is driven by short-term results. Similar to the fake job ad scam, is the fake Linkedin connection. Claiming that a mutual connection recommended them, the bad recruiter gains another name for their database, but how many do they lose by being quite obviously shady? Lying to a candidate about their suitability in order to deliver a set number of candidates and meet a target is basically a double lie, once for the prospect and once for the client. At every turn, bad recruiters are covering their inadequacies, their lack of organisation, their short-term mindset, their lack of empathy, their poor people skills. We know what this means for those seeking jobs, but consider what this means for companies who just want the best candidates to fill their job vacancies.