Webinars for Recruiting Managers
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Webinars for Recruiting Managers
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Interviewing For Line
Managers
Not everyone was born knowing how to
interview potential talent for your business
and great interview training can prevent
hiring mistakes that are costing you thousands.
This 30-minute webinar
hosted by Kerry Bonfiglio-Bains will help you:
Master the art of questioning
Learn how to spot red flags and danger signs
Comply with employment law
Be confident when interviewing
Writing A Legally Compliant Job Advert
If you are taking a DIY approach to recruitment, then you need to make sure you are writing legally compliant job adverts to attract top talent to your business
This 20-minute webinar
hosted by Kerry Bonfiglio-Bains will help you:
Understand what you can and cannot write Attract top talent
Create an advert checklist
Have confidence when writing your next advert
Design A Scalable Recruitment Plan
2023 is seeing immense candidate shortages
across all sectors, having a robust
recruitment plan for your business
is more important than ever
This 20-minute webinar
hosted by Kerry Bonfiglio-Bains will help you:
Understand why you need a plan
Achieve results for your business
Hire quickly using the best resources
Be ahead of your competition
Inspiration at your fingertips.
We understand recruitment can be a tricky business, that’s why we have created some great resources for you.
Why "waiting until things settle down" might be costing your business more than you think We know recruitment isn't always top of the list. When you're juggling customers, managing your team, and handling the everyday pressures of running a business, hiring can feel like something to come back to later. You might be thinking: "We'll look at it when things calm down." Or, "We're getting by for now — it's not ideal, but it's manageable." But here's something we've seen time and again with businesses we support across Staffordshire and Cheshire: Not hiring yet can quietly cost more than hiring the right person early on. Let's look at what that can really mean for your business — and share a few examples from the kinds of situations we come across all the time. "We'll just spread the workload for now." On the surface, it sounds sensible. Someone leaves, and the rest of the team picks things up. Everyone mucks in, you save a bit of money, and the job still gets done… at least, at first. A manufacturing client in Stoke-on-Trent did just that when a team leader left unexpectedly. It worked for a few weeks. But then things began to slip — jobs were taking longer, mistakes crept in, and the atmosphere in the workshop changed. The real cost? Productivity dropped by roughly 20% over three months. Eventually, one of their longest-standing engineers handed in his notice. The extra workload had tipped him over the edge. The business not only had to fill the original vacancy, but now had to replace a highly skilled member of the team — and repair a dent in morale. The total cost? Productivity losses worth thousands, a recruitment bill that doubled from £3,500 to £7,000, and the kind of disruption that affects the entire business for months. "We don't have the time or headspace to recruit right now." This is one we hear a lot — especially from smaller businesses across Cheshire and the Potteries. The team's flat out, the person who would normally handle recruitment is too stretched, and suddenly it feels like just one more thing on a very long list. One of our Crewe-based SME clients told us they'd been covering an admin role themselves for months. The MD was doing quotes and invoicing at 9pm after their kids had gone to bed. It worked, just about — until a key client's order was delayed due to an inputting error that cost them a £15,000 contract. It was a turning point. We helped them recruit a part-time admin within two weeks. That one hire freed up 15 hours of the MD's time per week — and brought a sense of calm back into the working day. When you're under pressure, recruitment can feel like a burden. But the right person can often give you time, not take it. "We're waiting until things settle down." This is probably the most common reason we hear for holding off on hiring. It makes sense — why commit to a new hire when there's uncertainty in the pipeline, or when you're waiting on that next big contract? But here's the risk: those "in between" months can drag on, and you end up in limbo — stretched, reactive, and unprepared when things finally do pick up. One of our professional services clients in Staffordshire had been holding off hiring for six months. When the big project finally landed, they needed to scale quickly but didn't have anyone lined up. The market had shifted. Quality candidates were 40% scarcer than six months earlier. The process was rushed. The person they hired didn't last the probation period. The delay ended up costing them £12,000 in lost momentum, recruitment fees, and the stress of going through the whole process again — not to mention the opportunity cost of the delayed project start. So what's really at stake? Putting off hiring might not feel like a decision — but it is one. It's easy to underestimate the impact, but over time, the hidden costs add up: Pressure builds on the rest of the team — increasing sick days and turnover risk Productivity dips quietly — typically by 15-25% when teams are stretched Morale takes a knock — good people start looking elsewhere You lose good people because they feel stretched or undervalued Opportunities are missed or delayed — costing real revenue You risk hiring reactively instead of from a position of choice and control Rushed recruitment fails 60% more often than planned hiring processes And often, by the time you decide to recruit, the situation has already become urgent — and much harder to get right. The real numbers Here's what our data from supporting 200+ local businesses shows: Planned recruitment: Average 4-6 weeks to hire, 85% success rate through probation Reactive recruitment: Average 8-12 weeks to hire, 60% success rate through probation Cost of a bad hire: Typically 1.5-2x the annual salary when you factor in training, lost productivity, and re-recruitment If this sounds familiar... You're not alone. Lots of the businesses we work with across Staffordshire, Cheshire, and the surrounding areas are in this exact spot — not quite ready to recruit, but aware that something needs to shift. You don't have to have all the answers now. But having a plan in place, getting a feel for the current market, or just talking things through can put you in a stronger position — whether you hire this month, or six months from now. Ready to get ahead of the curve? We've created a simple Hiring Readiness Assessment that takes 5 minutes and shows you exactly where you stand. It covers team capacity, market timing, and budget planning — no fluff, just practical insights. Is your Business Recruitment Ready Or if you'd prefer to talk it through, book a 15-minute planning call. We'll discuss your specific situation and help you map out the best approach — whether that's immediate action or strategic planning for later in the year. Call us on 01782 338787 At Appointments, we're here to help businesses prepare properly — whether that's looking at team structure, salary benchmarking for the local market, screening support, or just having someone to bounce ideas off. If you're feeling the pressure — or even if you just want to make sure you're not storing up problems for later — we're happy to talk. Call us on 01782 338787
Redundancies on the Rise: How HR Can Navigate Change With Clarity and Care The current economic climate continues to present significant challenges for businesses across our region. In recent months, we've witnessed the heartbreaking closure of three longstanding clients—organisations we've proudly supported since our inception. These closures represent not just the loss of businesses but profound changes for the individuals who comprised these workplace communities. As redundancies rise across various sectors, HR professionals find themselves at the centre of managing these difficult transitions. The way these processes are handled can significantly impact both departing employees and those who remain, as well as shape the organisation's reputation for years to come. Acknowledging the Human Impact Behind every redundancy statistic is a person facing uncertainty about their future, financial concerns, and often a sense of loss regarding their professional identity and workplace relationships. At our consultancy, we've been working closely with the employees affected by our clients' recent closures, providing career transition support, CV guidance, and emotional wellbeing resources. We've witnessed firsthand how compassionate, well-managed redundancy processes can make a meaningful difference during these challenging times. Legal Obligations: The Essential Foundation Any redundancy process must begin with a thorough understanding of legal requirements, which provide an important framework for fair process: Consultation must begin when redundancies are proposed, not when decisions have already been made, with timeframes varying based on the number of proposed redundancies. Selection criteria must be objective, fair, and non-discriminatory, with selection pools carefully determined and scoring systems transparently applied. Statutory redundancy pay and notice requirements must be met, with clear documentation throughout the process. Beyond Compliance: Navigating Change with Care Transparent Communication Clear, honest communication is paramount throughout the redundancy process. When one of our clients made the difficult decision to close after 15 years in business, we helped them create a comprehensive communication plan that included individual meetings with each employee, written information packs, and a dedicated contact for questions. This approach helped maintain trust during an inherently difficult process. Support for Departing Employees Supporting employees leaving the organisation demonstrates commitment to their wellbeing beyond employment. For our recently closed clients, we're providing outplacement services, workshops on modern job-seeking techniques, and one-to-one career coaching. We're also working with managers to ensure comprehensive references are prepared before the businesses fully wind down. Supporting Remaining Staff Remaining employees often experience what psychologists call "survivor syndrome"—complex feelings that may include guilt, anxiety about future job security, and increased workload pressure. HR plays a crucial role in supporting these employees by acknowledging their concerns openly, providing clarity on the organisation's direction, recognising increased pressures, and investing in development opportunities that demonstrate continued commitment. Maintaining Organisational Values How redundancies are handled reflects an organisation's values in action. One of our recently closed clients, despite financial pressures, chose to provide enhanced redundancy packages and extended employee benefits coverage for three months beyond employment end dates. This decision reflected their longstanding commitment to employee wellbeing and helped preserve their reputation as a responsible employer even as they closed their doors. Practical Guidance for HR Professionals Before Announcing Redundancies Develop a comprehensive timeline for the process, prepare all necessary documentation, train managers who will be delivering difficult news, and arrange support resources so they're immediately available when announcements are made. During the Consultation Period Maintain detailed records of all consultation meetings, create multiple feedback channels for employees to voice concerns, and regularly review the process, being willing to adapt based on feedback. After Redundancies Are Confirmed Provide departing employees with clear information about next steps, develop a plan for knowledge transfer, create opportunities for appropriate goodbyes, and focus on rebuilding engagement with remaining staff. Conclusion Managing redundancies with clarity and care represents one of the most challenging aspects of HR work. By maintaining a dual focus on legal compliance and genuine human support, HR professionals can navigate these difficult transitions while preserving dignity, trust, and organisational reputation. For the employees of our recently closed clients, we remain committed to providing ongoing support during their career transitions. And for organisations currently facing the prospect of redundancies, we stand ready to share our experience and expertise to help you manage these changes with both professionalism and compassion. If your organisation is considering or planning redundancies and would benefit from expert guidance, please reach out to discuss how we can support you through this challenging process.
Mental Health Awareness Week takes place from 12th May to 18th May this year, offering organisations across the UK a timely opportunity to reflect on their approach to employee wellbeing. In a post-pandemic world where the boundaries between work and home life have become increasingly blurred, supporting mental health in the workplace has never been more crucial. Why Mental Health Matters in the Workplace Poor mental health costs UK employers between £45-54 billion annually through absenteeism, presenteeism, and staff turnover. Beyond these financial implications, organisations have both a moral and legal responsibility to provide a psychologically safe working environment. When employees feel mentally well, productivity increases, creativity flourishes, and overall organisational resilience improves. Developing a Comprehensive Wellbeing Strategy A wellbeing strategy shouldn't be a reactive afterthought but rather a proactive, integrated part of your organisational culture. An effective strategy connects mental health support to your company values and business objectives while providing a framework for consistent action. Your wellbeing strategy should outline your organisation's vision for employee mental health, identify key priorities based on employee needs, and establish clear metrics to measure success. Rather than focusing solely on addressing problems after they arise, a robust strategy emphasises prevention and early intervention. The most successful wellbeing strategies are developed with input from employees across all levels of the organisation. By involving staff in identifying challenges and potential solutions, you create a strategy that resonates with their actual experiences and demonstrates genuine commitment to their wellbeing. Implementing a Formal Wellbeing Polic y While a wellbeing strategy provides direction, a wellbeing policy translates this into concrete guidelines and procedures. Your policy should clearly articulate what support is available, how employees can access it, and what responsibilities managers have in supporting team members' mental health. An effective wellbeing policy might include: Clear procedures for identifying and managing workplace stress Document specific processes for conducting stress risk assessments and implementing reasonable adjustments for employees experiencing mental health challenges. Guidelines for maintaining work-life balance Establish expectations around working hours, email response times, and meeting schedules that respect employees' need for downtime and recovery. Details of available support resources Outline all mental health resources available to employees, from Employee Assistance Programmes to mental health first aiders, with clear instructions on how to access them confidentially. Return-to-work processes Define supportive procedures for employees returning to work after mental health-related absences, including phased returns and ongoing accommodations. Accountability measures Specify how the organisation will monitor adherence to the policy and address instances where wellbeing principles aren't being upheld. Practical Steps Employers Can Take During Mental Health Awareness Week Mental Health Awareness Week provides an excellent catalyst for meaningful action. Here are some straightforward ways employers can support employee mental health during this week and beyond: Create psychologically safe spaces for conversation Host informal coffee mornings, lunchtime walks, or structured workshops where employees can discuss mental health without fear of judgement. Consider bringing in external facilitators if internal comfort levels around discussing mental health are still developing. Provide mental health education Arrange training sessions on recognising signs of common mental health conditions, managing stress, and building resilience. These can be delivered by mental health professionals or through quality online resources from organisations like Mind or the Mental Health Foundation. Review workloads and expectations Use this week as an opportunity to have honest conversations about workload pressures and realistic expectations. Encourage managers to check in with team members about their capacity and make adjustments where needed. Introduce wellbeing moments into meetings Begin team meetings with brief wellbeing check-ins or mindfulness exercises to normalise conversations about mental health. Even five minutes can make a significant difference to meeting culture. Upskill managers Provide managers with specific training on supporting team members' mental health, including how to have sensitive conversations, recognise warning signs, and make appropriate referrals to professional support. Communicate available resources Use various communication channels to remind employees of existing mental health resources, from counselling services to mental health apps that your organisation might subscribe to. Consider environmental factors Evaluate your physical or virtual working environment to ensure it supports good mental health. This might include providing quiet spaces, natural light, ergonomic equipment, or clear boundaries between work and personal time for remote workers. Building Sustainable Mental Health Support While awareness weeks provide valuable focus, supporting employee mental health requires consistent, year-round commitment. Consider implementing these longer-term approaches: Regular wellbeing pulse surveys Conduct brief, frequent surveys to monitor employee mental health and identify emerging concerns before they become serious problems. Mental health champions network Develop a network of trained employees who can act as points of contact for colleagues seeking initial mental health support or information. Flexible working arrangements Offer genuinely flexible working options that help employees balance work with personal responsibilities and self-care. Leadership role modelling Encourage leaders to share their own wellbeing practices and be transparent about setting boundaries, taking breaks, and prioritising mental health. Recognition of the whole person Acknowledge that employees have lives beyond work and that personal circumstances significantly impact workplace performance and wellbeing. Measuring Success Any investment in mental health initiatives should be accompanied by appropriate measurement. Consider tracking metrics such as: Absence rates related to mental health Utilisation of wellbeing resources Employee feedback through surveys and focus groups Retention rates Productivity indicators Return on investment for specific wellbeing initiatives Remember that some benefits of supporting mental health, such as increased trust and improved company reputation, may be harder to quantify but are nonetheless valuable. Moving Forward Together This Mental Health Awareness Week, commit to making mental health support an integral part of your organisational culture rather than an occasional focus. By developing a comprehensive wellbeing strategy, implementing a clear policy, and taking consistent practical action, employers can create environments where employees feel valued, supported, and able to thrive. The most successful organisations recognise that supporting mental health isn't just the right thing to do—it's also good business. When employees feel mentally well, everyone benefits: individuals, teams, organisations, and ultimately society as a whole. What steps will your organisation be taking this Mental Health Awareness Week to support employee mental health?
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