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January 14, 2024

Listening to your employee voice improves engagement and retention

Employee voice is a key enabler of effective staff engagement. Employees who feel respected, engaged with, listened to, and invited to contribute their ideas and experience are more likely to stay motivated and stay with you.


In the current context where labour shortages are inhibiting some businesses from growing and reaching their full productivity potential, it is especially important to engage with your employees to create a common purpose. This will help you to retain your employees and get the best from them.


If employees’ voices are heard and responded to, they are more likely to understand the changes you might propose and have ideas about how to improve the current processes. As a result, employees will feel valued, leading to greater job satisfaction.


This blog, initially published by the REC, looks at the employee voice and how you can make sure you benefit from the input your employees can give you and make sure they feel heard.


What is employee voice?


Employee voice is how people communicate their views to their employer and influence matters that affect them at work. It can include everything about the business, from organisational strategy, terms and conditions, to the working environment. It can also include telling you when something’s wrong.


It helps to build open and trusting relationships between leaders and employees and managers and their teams.


Evidence also shows that employee engagement can lead to workplace innovation and improved productivity. It is also vital to securing a safe working environment. If employees feel confident about alerting you when things go wrong – or are about to go wrong – they will help keep your organisation on the right path.


In a diverse workforce, it is essential that all staff feel valued


Research shows a strong link between how well organisations listen to their employees and how well they manage innovation in working, change, and creating a sense of fairness. For example, 57% of organisations say they use the information they get from listening to their employees to improve their performance. But this means that one in four businesses say they don’t make use of this valuable resource.


Critically, those who improve performance by listening show significant differences in their ability to generate good ideas to work effectively (38% more positive), manage change successfully (36% more positive) and treat everyone fairly (35% more positive).-


– Who’s Listening? From Measurement to Meaning, Krais, H., Pounsford, M., Ruck, K. Couravel, Spring 2021


How employee voice can be effective


To be effective, employers must listen, acknowledge, and respond. This requires recognition and respect to enable ongoing dialogues with staff to ensure every voice is heard.


A positive workplace culture allows employees to speak openly and honestly without fear of reprisal or victimising. It also requires effective internal communications. For example, employees can contribute to discussions when they are informed about the organisation’s plans, projections, and challenges.


It’s important to seek your Employees’ views early,make sure they are followed up and give explanations if ideas don’t move forward.


Mechanisms to listen well


Employee voice can be sought through collective mechanisms, where we hear it through representatives:


  • Trade unions – according to the 2020 Labour Force Survey, 23.7% of UK employees are members of a trade union. This model is most prevalent in the public sector. Working with trade unions can be highly effective, mainly where organisations develop a positive model of partnership working and mutual trust and respect. Some organisations work with both a trade union and an employee forum.
  • Employee forums or works councils – they offer representation for all employees.
  • Information and consultation bodies of elected employee representatives – they consult over changes such as redundancies or TUPE.
  • Self-organised employee networks – they can include groups for employees who are parents or carers, have a disability, are women, are from a minority ethnic background, or are LGBTQ+ to give a voice to minority groups and those with protected characteristics.


Case study: Employee voice in B&Q – the People’s Forum


The People’s Forum is a fully elected body that covers all B&Q colleagues. Each store elects a retail team representative, and there is a further election process for a regional representative for store colleagues to go forward to the National People’s Forum (NPF). Retail management colleagues also elect representatives for each region, and head office staff elect representatives from each business function.


Once elected, the National People’s Forum representatives receive independent training as part of a two-day induction meeting. In addition, the organisation provides equipment – an iPad – to help them perform their role and ongoing support from the HR Team.


The National People’s Forum meets regularly with the B&Q Board. The B&Q CEO says: “Through the support of the leadership team and sponsorship from the Main Board, representatives will be in a position to not just contribute to but also influence decisions that are being made.”


Set up mechanisms to hear from employees directly


You can also use mechanisms to hear from your employees directly. Here are some examples you could adopt in your workplace:


  • Employee surveys – management should take employee surveys seriously, share results with employees (including disappointing ones), and take action.
  • Focus groups or listening groups – employees can define issues, such as exploring the reasons behind employee survey results or examining organisational failures or challenges.
  • Skip-level meetings – they enable senior managers to hear the views of teams directly.
  • All-colleague briefings and leader-led town hall meetings – they should open to questions from the floor.
  • Open or guided access to internal communications channels – for example, an in-house intranet, eNewsletter or social media tool.
  • Line management meetings – managers can cascade information from leaders down and employee views and feelings upwards.


Confidential hotlines and whistleblowing policies


Research has found that surveys are the most dominant tool for listening, while people use numerous other valuable approaches much more sporadically. 59% of organisations still use a large-scale employee survey annually and consider surveys the most insightful listening tools. Organisations rarely use qualitative methods like interviews and focus groups (face-to-face or online), even though they could be helpful to get to know issues beneath the surface.


The same research found that digital listening appears to be overlooked and needs to be used more. For example, although 53% of respondents thought employees were more comfortable sharing ideas on digital platforms, only 26% thought managers were comfortable listening via digital platforms. In addition, 58% of organisations using listening methods never or rarely monitor discussions on digital platforms.


Other examples of direct employee voice mechanisms


Examples of direct employee voice mechanisms organisations are using:


  • Online employee engagement surveys ask employees what they think about the organisation and aspects of working life, often with an option to include text comments.
  • Regular face-to-face meetings, where senior leaders tell groups of staff about changes and developments in the organisation and invite them to ask questions, express concerns, share their ideas and ask for volunteers to be involved in further thinking and discussions.
  • “Ideas Street” is a more modern version of the suggestion box. Employees can post their ideas online so all colleagues can see, comment and vote on them, which progress to further consideration if they attract enough support.
  • ​“Big conversations” invite the whole organisation to discuss a topic in small groups through an organised series of conversations based on questions that all staff discuss. Comments and ideas are collected, and the conversation develops in response to the feedback received.
  • “Graffiti walls” – official ones, opened for a period which invite views and comments on a particular theme. Staff can write what they think, and colleagues can see what everyone has written and add their comments.
  • “World Café” events invite attendees to hold a conversation over a series of tables. First, attendees discuss one topic, where one or two facilitators help keep the conversation flowing and take notes, often on paper covering the whole table so that everyone can visualise their contribution. Then, at regular intervals, attendees move round the room to another table and another part of the conversation.
  • “Frontline Forum”, where a senior leader gathers a representative group of frontline staff to listen to issues that concern them and discuss and work through possible solutions.
  • “Solutions Groups” draw on employees’ experience to empower them to develop solutions to a problem or challenge.
  • “Employee Engagement Supporters’ Networks”, where interested employees play a significant role in supporting their managers and colleagues in engaging activities to improve collaboration.


Employee voice represented at board level


There are mechanisms specifically designed for employee voice to be heard at the Board level, as required by the Financial Reporting Councils UK Corporate Governance Code for FTSE350 companies:


  • Employees appointed to the Board of Directors (also sometimes called Worker Directors).
  • Non-Executive Directors (NED) tasked to understand and report to the Board on employee views.
  • An Advisory Panel drawn from employees across the organisation and often reporting to the Board through the designated NED.


The role of leaders


Successful leaders demand to know as much about how their employees feel as they do about investors.


Leaders need to know the temperature of the organisation and the hot topics. Therefore, it’s a key responsibility for line managers to cascade views up and information down. Make sure you have mechanisms in place to make sure the communication is a two way process. Leaders need to know what’s happening in the organisation before anything goes wrong. It is good to know the reality within the organisation before it appears on Glassdoor.


Leaders are significantly more important than line managers when delivering outcomes from listening. Line managers may not have it within their remit to resolve an issue, whereas leaders are able to make sure feedback is followed up by the right department. Research that asked employees to evaluate how responsive their managers were, and how responsive leaders were, found a much stronger association between leaders’ (vs line managers) responsiveness and key outcomes.


Why is trust important?


Remember, employees will not give their views honestly and openly if they don’t trust the recipient, whether it’s their line manager or a senior leader. Encouraging employees to speak up should be seen as part of the day job for managers and leaders to keep the organisation honest and authentic.


Organisations need to create a culture where speaking out is the right and safe thing to do for the good of the organisation and all its employees.


Your employee voice is the cheapest smoke alarm you can have in your organisation. But unfortunately, things often go wrong in organisations; the issue is whether you catch them before they build up to a major crisis and do significant or lasting damage. Recently, we’ve all witnessed important private and public sector organisations rocked very badly by disclosing issues which could have been dealt with if caught earlier.


Are you listening to your employee voice?


Unfortunately many organisations think they listen better than they do.


For example, more than 70% of respondents to a recent research study agreed that their organisations take employee views seriously, have open mindsets when listening and are willing to listen.


And yet, when responding to practical questions like planning to listen, ensuring leaders listen, and responding to feedback, the responses fall well below 50%.


Conclusion


Listening to employee voices is crucial to the success of any type of business, large or small and in any sector. In the current labour market with businesses struggling to recruit to key roles resulting in stalled growth plans, it is especially important to engage with the employees you have to create a common purpose. Not only does it help retain people and but you’ll get the best from them too. Many employers say that their employees are their greatest asset, but they don’t always listen to what their people have to say. So this blog is a good reminder of why it is ‘important to put the people stuff first’.


A continuous dialogue and feedback loop between employers and staff should help stem disputes and create a sense of empowerment and ownership around driving success and overcoming challenges. Keeping staff by listening to their needs and attracting sought-after talent to your organisation by being an employer that listens to its people is an easily attainable win.


Contact us if you have any feedback on this blog or want more support to retain your staff.


Source: Data taken from REC

Redundancies on the rise in Stoke on Trent

By Kerry Bonfiglio-Bains • May 6, 2025
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.

Supporting Employee Mental Health During Mental Health Awareness Week and Beyond

By Kerry Bonfiglio-Bains • May 6, 2025
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?

5 Hot Hiring Questions Answered - May Edition

By Emma Bonfiglio • May 1, 2025
In today's complex labour market, recruiters and hiring managers face unique challenges that require innovative solutions. From navigating hybrid work expectations to addressing skill gaps in an AI-driven economy, the recruitment landscape continues to evolve rapidly across the UK. This post tackles five of the most pressing recruitment challenges British companies are facing right now and provides practical solutions to help you overcome them. 1. How can we attract quality candidates in a competitive market? The Challenge: Despite economic fluctuations, competition for top talent remains fierce across many UK industries. Companies struggle to stand out to qualified candidates who have multiple options. The Solution: Start by refining your employer brand to showcase your company culture, values, and employee experiences authentically across all channels. Use employee testimonials and day-in-the-life content to give candidates a genuine look at what working for you is like. Next, optimise your compensation strategy by regularly benchmarking your salary ranges and benefits against industry standards and considering flexible benefits packages that candidates can customise to their needs. The application process itself must be streamlined, as top candidates won't tolerate cumbersome systems—audit yours to ensure it's efficient, mobile-friendly, and respects applicants' time. Finally, leverage your existing team by implementing a robust referral programme with meaningful incentives, as current employees often know qualified individuals who would be a good cultural fit. 2. How should we handle hybrid work expectations in our hiring process? The Challenge: Post-pandemic work arrangements continue to evolve in the UK, with candidates now having strong preferences about hybrid and remote working. Companies struggle to balance organisational needs with these expectations. The Solution: Transparency is crucial from the beginning of your recruitment process. Clearly communicate your work model in job descriptions and throughout the hiring process to avoid misalignment later on. If you can offer flexibility in work arrangements, make this a key selling point in your recruitment messaging. For roles requiring in-office presence, develop a compelling office value proposition that articulates why it benefits both the employee and the organisation, focusing on collaboration, mentorship, and cultural benefits. Regardless of your model, create equitable experiences by ensuring your hiring process and onboarding are designed to be equally effective for both remote and in-office candidates. 3. How can we address the skills shortage exacerbated by Brexit and technological advancement? The Challenge: The combination of reduced EU talent pools post-Brexit and rapid technological evolution has created significant skills gaps across the UK. Many organisations can't find candidates with all the skills they need, particularly in technical fields. The Solution: A shift to potential-based hiring is essential in today's market. Focus on candidates' ability to learn and adapt rather than just their current skill set, looking for transferable skills and a growth mindset that will serve your organisation long-term. Implement meaningful skills-based assessments using practical tests and projects to evaluate candidates' capabilities rather than relying only on CVs and interviews. Within your organisation, develop robust internal talent pipelines by creating upskilling and reskilling programmes for existing employees to fill emerging skill needs. Externally, partner strategically with educational institutions by developing relationships with universities, apprenticeship providers, and training programmes to create direct pipelines for emerging talent. 4. How can we balance diversity and inclusion goals with our recruitment needs? The Challenge: Despite progress on D&I initiatives, many UK organisations still struggle to build truly diverse teams, often citing limited diverse candidate pools or concerns about "lowering the bar." The Solution: Begin by examining and revising job requirements to evaluate whether stated qualifications are truly necessary or if they might unintentionally exclude qualified diverse candidates. Implement structured interviews and blind CV reviews to help mitigate unconscious bias in the selection process. Your sourcing strategy should expand beyond traditional channels—partner with professional organisations, attend diversity-focused career fairs, and utilise specialised job boards to reach a broader range of candidates. Setting meaningful metrics allows you to track diversity throughout your hiring funnel to identify where diverse candidates might be dropping out of your process. Throughout all communications, create inclusive job descriptions by using language that welcomes all qualified candidates and avoiding jargon or terms that may alienate certain groups. 5. How can we compete with larger employers on salary while facing cost pressures? The Challenge: With inflation and cost-of-living pressures in the UK, candidates are increasingly salary-focused, yet many SMEs cannot match the compensation packages offered by larger organisations. The Solution: Emphasise your total value proposition by highlighting aspects beyond salary such as work-life balance, career development, company culture, and meaningful work. Consider offering creative benefits that may be less costly but highly valued, such as enhanced holiday allowance, flexible working hours, or learning and development budgets. Transparency about growth opportunities is crucial—clearly articulate potential career progression paths and how you invest in employee development. Alternative compensation models can also help bridge the gap; look at profit-sharing schemes, performance bonuses, or equity options that align employee success with company success. Finally, develop and promote robust workplace wellbeing initiatives that demonstrate your commitment to employee health and happiness, an increasingly important factor for job seekers. Moving Forward The recruitment landscape will continue to evolve, but UK organisations that approach these challenges with flexibility, creativity, and a commitment to candidate experience will gain a significant competitive advantage in attracting and retaining top talent. Remember that recruitment is not just about filling positions—it's about building the foundation for your organisation's future success. By implementing these solutions, you'll be well-positioned to overcome today's most pressing hiring challenges and build a workforce ready for tomorrow's opportunities. What recruitment challenges is your organisation facing, and which of these solutions resonates most with your situation?

Is AI Ruining or Revolutionising Recruitment

By Emma Bonfiglio • April 22, 2025
What local HR teams and hiring managers need to know about AI, CVs, and keeping things human. AI (Artificial Intelligence) is the latest buzzword in the recruitment world, but for many medium-sized businesses across Staffordshire and Cheshire, the big question is: Does it really help — or does it make things harder? We’ve been speaking with clients lately who are unsure whether to embrace it, avoid it, or ignore it altogether. So here’s a no-jargon, real-world look at how AI is showing up in recruitment and what it means for local employers like you. So, where is AI being used? It’s popping up in places you might not even realise: CVs filtered automatically before you even look at them Chatbots that reply to jobseekers Interview scheduling without the back-and-forth emails Video tools that claim to "read" facial expressions And now, job applications and CVs are even being written by AI tools like ChatGPT One of our manufacturing clients recently used a bit of AI software to screen a high number of CVs — and while it saved admin time, they still had to use their people skills to find the right cultural fit. The AI gave them speed; they still needed their team to make the decisions. What’s the issue with AI-written CVs? Here’s where things get a little tricky. More and more candidates are using AI to write their CVs, and they’re coming out very polished — maybe too polished. One of our financial services clients recently spotted a pattern: some applications looked amazing, but in interviews, the candidates’ communication didn’t match the CV. It raised doubts — and delayed the decision-making. It’s a reminder that what you see on paper isn’t always the full story. How to keep your recruitment human (with a little AI help) We’re not saying avoid AI altogether — it can be useful. But here’s what the most effective hiring teams are doing: 1. Go beyond the CV Use shortlisting tools or AI if you want to save time, but always follow up with things that AI can’t fake — like skills tests, mini writing tasks, or a quick phone call to hear how a candidate presents themselves. 2. Check for authenticity If writing is important for the role, ask for a quick task during the interview. One of our clients now gives a 15-minute writing challenge — it’s a simple way to spot genuine communication skills. 3. Don’t forget the human bits AI is great for admin. But when it comes to judging personality, emotional intelligence, or team fit? That’s where you and your team come in. These are things that local employers like you know best — and it’s what sets great hires apart. 4. Be honest with candidates If you’re using automation (even just for booking interviews), let applicants know. It builds trust and shows you’re running a fair process. 5. Keep an eye on fairness Sometimes, AI can make decisions based on patterns that aren’t fair or inclusive. If you use it, make sure you check your outcomes from time to time. A few of our clients now do quarterly reviews to spot any red flags in their shortlisting. AI can’t replace… Knowing when someone will fit in with your team Spotting the “gut feeling” red flags that come up during interviews Building a relationship that leads to a great job offer Understanding why someone’s taken a career break or changed industries Showing candidates that your business genuinely values people These are the reasons clients still come to us for help, especially when hiring at speed or needing to get it right the first time. A balanced approach is best Think of AI as a helpful assistant — not the decision-maker. Let it sort, schedule, and streamline. But keep your people (or recruitment partner!) in the driving seat for the parts that really matter. At Appointments Personnel, we’re supporting local businesses who want to modernise their hiring without losing the personal touch. We can help you explore what works and what to avoid — and make sure your process is fair, efficient, and still feels very human.  Want to talk about how AI might (or might not) fit into your recruitment? Get in touch – we’d love to share some local insights and stories from other businesses like yours.

5 Hot Hiring Questions Answered: Solutions for Common Recruitment Challenges

By Kerry Bonfiglio-Bains • March 31, 2025
Struggling with no-shows, salary negotiations, or slow hiring? Discover real-world solutions to the biggest recruitment dilemmas

Employment Law April 2025 for Business Leaders and Hiring Managers

By Kerry Bonfiglio-Bains • March 31, 2025
Is your business ready?

National Insurance Changes for Employers 2025

By Kerry Bonfiglio-Bains • March 31, 2025
From April 6th 2025 there will be significant shift in employer National Insurance (NI) contributions, with the rate increasing by 1.2 percentage points to 15%, and a lowered earnings threshold now starting at £5,000 (down from £9,100). These adjustments could lead to higher payroll expenses for mid-sized and larger businesses, affecting hiring strategies and budgeting in 2025 and beyond. Key Details of the Change Rate Increase: The NI contribution rate for employers rises to 15%. Lower Earnings Threshold: Employers will now pay NI on earnings starting at £5,000, significantly reducing the exemption range. This change is intended to boost government revenue but will likely increase costs for businesses with lower-wage roles. Employment Allowance Adjustments: The Employment Allowance, which offers some relief on NI costs, increases to £10,500. This provides a cushion for many small businesses, particularly those employing fewer staff. How These Changes Impact Staffing and Recruitment Businesses may see these shifts reflected in higher staffing costs, particularly for mid-sized and larger firms with significant payrolls. These added expenses might influence decisions on wage increases, hiring plans, and even the type of roles businesses choose to fill. Employers should prepare for potential shifts in their budget allocations to maintain competitiveness while managing increased contributions. Preparing Your Business Planning ahead is essential. Key steps might include: Calculating projected costs to budget for the changes Evaluating workforce needs and considering the potential impact on hiring strategies Maximising allowances by confirming eligibility for the updated Employment Allowance We will be updating our blog in the coming days with a detailed breakdown and calculations, so visit us again soon!
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By Kerry Bonfiglio-Bains • March 31, 2025
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By Kerry Bonfiglio-Bains • March 14, 2025
Information to support your recruiting decisions

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By Kerry Bonfiglio-Bains • March 6, 2025
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