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Diversity in Engineering

Diversity represented by different coloured ropes bound into a circle
Diversity represented by different coloured ropes bound into a circle

Diversity in Engineering

By Rob Bemment

As an executive search consultant specialising in engineering roles across the UK and Europe, I’ve seen first-hand how teams thrive when they embrace diversity of thought, experience, and background. In today’s hyper-competitive talent landscape, companies cannot afford to overlook vast swaths of the workforce. Those who actively cultivate diversity within their engineering ranks gain a substantial competitive edge (and that can only be a good thing in todays world!)

The numbers speak for themselves – study after study links diversity to increased innovation, better problem solving, higher employee engagement and retention.

McKinsey found companies in the top quartile for ethnic and gender diversity are 35% and 15% more likely to outperform their less diverse peers, respectively. Closing the gender gap in STEM could boost European GDP by around $700 billion. Clearly, diversity pays dividends.

But diversity is about more than just ticking boxes. True inclusion means fostering an environment where every individual feels empowered to contribute their unique perspectives and talents. As recruiters, we play a pivotal role in shaping the workforce of the future. Here are a few key strategies I employ to inject more diversity into engineering hiring:

Rethink conventional credentials: While academic pedigree matters, an exclusive focus on graduates from a handful of elite universities often means overlooking fantastic candidates from underrepresented groups. I dig deeper to unearth rising stars from non-traditional backgrounds.

Expand the talent pool: From coding bootcamps to self-taught whizzes, unconventional pathways are opening up engineering to individuals who may have been shut out previously. I’ve placed many brilliant developers who took the road less travelled.

Prioritise inclusive workplaces: Clients doing genuine cultural work to support women, minorities, LGBTQ+ individuals and other underrepresented groups get priority. I refuse to work with firms that treat diversity as an empty catchphrase.

Walk the walk: My own search process is carefully designed to mitigate unconscious bias, emphasising skills-based assessments over pedigree, qualifications and alma maters that can disadvantage minority candidates.

Building a more equitable future workforce is both an ethical imperative and a savvy business strategy. Research shows diverse companies don’t just do better – they view challenges through a richer lens and simply engineer better solutions. Unlocking the full potential of human capital is essential for solving the complex, multidimensional challenges we face on a global scale.

So to the engineering leaders reading this – are you truly going beyond tokenism to embed diversity into your organisation’s core values and talent processes? The economic and social impacts are too great to ignore. It’s time to walk the walk.

Get in touch with Rob to see how he can support you as you walk the walk towards a more diverse workforce:

Call: +44 1606 212020

Email: [email protected]

LinkedIn: Rob Bemment

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Achieving candidate engagement in your recruitment process

metal cogs used to demonstrate strategy in candidate engagement

How to achieve candidate engagement in your recruitment processes

By David Evans

In today’s competitive job market, finding top talent is only half the battle. The real challenge lies in engaging candidates throughout the recruitment process, ensuring not just their interest but their active participation and enthusiasm. After all, engaged candidates are more likely to become enthusiastic employees, driving innovation, productivity, and success within your organisation. But how do we measure candidate engagement effectively?

First of all, we need to understand how candidates view the opportunity. Is it an interesting option for them or is it an exciting opportunity? What is the difference?

Interesting options (lower engagement):

Interesting options represent roles or opportunities that candidates find appealing on some level, but may not fully align with their preferences or career aspirations. These options spark initial interest and consideration, prompting candidates to explore further but may not evoke a strong sense of excitement or passion. Candidates may view these roles as viable options, but they may not see them as progressive steps in their careers or the perfect fit for their long-term goals.

While candidates may demonstrate openness to roles, their engagement may remain surface-level, lacking the depth of connection and enthusiasm associated with more compelling opportunities.

Exciting opportunities (higher engagement):

Exciting opportunities, on the other hand, represent roles or experiences that deeply resonate with candidates, igniting their passion and enthusiasm. These opportunities align closely with candidates’ preferences, career goals, and values, presenting them with a positive next step in their professional journey. Candidates are not only engaged with the role itself but also with the company brand, culture, and potential for growth and development.

Measuring this requires a more holistic approach that considers both quantitative and qualitative indicators. Metrics such as candidate feedback, interaction levels, and emotional resonance can provide valuable insights into the impact of these opportunities on candidates’ perception and commitment. Candidates will actively seek out these roles, demonstrate genuine enthusiasm during interactions, and exhibit a strong desire to become part of the organisation.

How can we ensure our opportunities engage everyone?

In short, it’s unrealistic to expect every opportunity to resonate with every candidate. The key lies in understanding where candidates fall on the engagement spectrum and tailoring the approach accordingly. Ignoring this reality and hoping for the best rarely achieves positive results, as experience has shown time and again.

Small percentage improvements make a big difference

It’s important to bear in mind that candidate engagement can fluctuate throughout the recruitment process. This is an area where employers can actively intervene and make meaningful strides forward. Factors such as the quality of initial outreach, the recruiter’s ability to effectively convey the opportunity, the speed of the process, and overall communication greatly influence a candidate’s perception of the opportunity at hand. By focusing on these elements, we can enhance the overall candidate experience and maximise the potential for success.

Strategies for enhancing engagement

  • Effective hiring manager involvement: Equipping hiring managers with training and resources to communicate the value proposition effectively.
  • Timely and transparent communication: Providing regular updates and clear expectations throughout the process.
  • Enhanced candidate experience: Prioritising an exceptional experience from initial outreach to final decision.
  • Asking the right questions: Focus interview questions not just on their fit to you, but your fit to them.  Ask about motivations and aspirations and make sure they align with what the business can offer.
  • Continuous improvement and feedback loop: Regularly reviewing data and gathering feedback to refine recruitment strategies.
  • Choosing the right partners: Selecting recruitment partners who align with the organisation’s values.

Having been deeply involved in recruitment for many years, I’ve witnessed first-hand how crucial it is for companies to prioritise candidate engagement and ensure a great experience throughout the recruitment process. It’s surprising how often this fundamental aspect gets overlooked by both clients and recruiters, with many simply hoping for the best rather than actively implementing processes to improve outcomes.

Reach out to find out more about how Dave can support you in your search talent:

LinkedIn: David Evans

Email: [email protected]

Phone: +44 (0)1606 664191

 

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Transitioning from Lab Technician to Service Technician

Journey through trees

Transitioning from Lab Technician to Service Technician: A Journey of Skills and Adaptation

By Jamie Rafferty

In the dynamic landscape of scientific careers, transitions between roles are not uncommon. One such transition that is discussed as much as others is the move from a lab technician or research position to a service technician. While these positions may seem worlds apart at first glance, they share common threads of technical expertise, problem-solving skills, and a dedication to precision. Let’s explore this transition journey and the skills that enable individuals to thrive in both roles.

The leap of transition

Moving from a lab technician or research position to a service technician role often involves a significant shift in focus and responsibilities. In the lab, technicians are immersed in the intricacies of experiments, data analysis, and laboratory protocols. Their days are filled with tasks like sample preparation, equipment maintenance, and collaborating with researchers on experiments. On the other hand, service technicians are the frontline responders, tasked with installing, maintaining, and repairing scientific instruments and equipment at various customer sites.

The leap from the controlled environment of a laboratory to the unpredictable terrain of field service requires adaptability and a willingness to learn new skills. It’s not just about fixing equipment anymore; it’s about understanding customer needs, troubleshooting complex issues and providing timely solutions while maintaining a high level of professionalism.

Bridging skills and expertise

Despite the apparent differences between lab and service technician roles, there are key skills and expertise that seamlessly transfer between them.

  • Technical proficiency: Lab technicians possess a strong foundation in scientific principles, instrumentation and experimental techniques. This technical expertise serves as a solid foundation for understanding the intricacies of scientific instruments in the field. Whether it’s a spectrophotometer or a chromatography system, the ability to comprehend instrument functionality and diagnose technical issues is invaluable.
  • Problem solving skills: Both lab and service technicians are adept problem solvers. In the lab, they troubleshoot experiments gone awry or equipment malfunctions. Similarly, service technicians tackle a diverse array of technical challenges in the field, ranging from hardware failures to software glitches. The ability to approach problems methodically, identify root causes, and implement effective solutions is a shared skill that transcends job titles.
  • Communication and customer service: While lab technicians may primarily interact with fellow researchers, service technicians engage directly with customers. Effective communication skills are paramount in understanding customer concerns, explaining technical concepts in layman’s terms, and building rapport. Transitioning from behind-the-scenes support to client-facing interactions requires a shift in mindset, but the ability to empathise and communicate clearly remains a constant.
  • Attention to detail and precision: Whether pipetting microliters of a sample in the lab or calibrating instrumentation in the field, precision is non-negotiable. Both roles demand meticulous attention to detail to ensure accuracy and reliability in results. Lab technicians are accustomed to following protocols with precision, while service technicians apply this same rigor when performing equipment installations, preventative maintenance and troubleshooting tasks.

Embracing the transition

Transitioning from a lab technician or research position to a service technician role is not without its challenges. It requires humility to embrace a beginner’s mindset, resilience to navigate unfamiliar territory, and a proactive approach to skill development. Seeking mentorship from experienced service technicians, pursuing relevant training programs, and leveraging online resources can facilitate a smooth transition.

Moreover, recognising the broader impact of one’s work can be a motivating factor. While lab technicians contribute to scientific discoveries within the confines of the laboratory, service technicians play a crucial role in ensuring the reliability and functionality of scientific instrumentation beyond the lab walls. Their efforts directly impact research outcomes, clinical diagnoses, and industrial processes, making a tangible difference in various fields.

Get started on your journey

Embarking on the journey from a lab technician to a service technician is an exciting adventure that blends your technical skills with new challenges and opportunities for growth. If you’re ready to leverage your scientific expertise in a dynamic, customer-facing role, now is the perfect time to make the transition. Embrace the change, enhance your skill set, and join the frontline of scientific innovation.

Ready to take the leap? Start your journey today and transform your career as a service technician. Your next step begins now!

Reach out to Jamie;

Call: +44 (0)1606 212020

Email: [email protected]

LinkedIn: Jamie Rafferty

 

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Sustainability in Composites at JEC World

Forest of green lush trees

Sustainability in composites at JEC World 2024

By Dave Wood

This year was my first year attending JEC World in Paris. Other than the sheer size, scale of the event and the seemingly limitless potential uses for composite materials, the thing which was most apparent to me at the show was the collective focus on sustainability. You only had to look through the programme of talks to see that sustainability was THE theme of JEC World 2024.

It’s common knowledge that composites play an important role in driving decarbonisation through things like reducing weight and the subsequent impact on fuel economy and emissions, developing higher performance material which, in turn, lead to higher performance, the widespread use of composite materials in the renewable energy sector and less energy-consumptive products and increasing product life spans and thus the need for fewer replacement parts.

However, there was a real focus on the need for the composites industry to push the boundaries further and see what more can be done to make composites more sustainable in a world of finite resources.

It was fascinating to see the innovation on show – hundreds of businesses from all over the world who have all invested heavily in the future sustainability of composites – be that through developing new production and manufacturing techniques to reduce waste and, as a consequence, the amount of raw materials required, the dedicated pavilion highlighting the use case for natural fibres in composites (which have the potential to replace higher-carbon, man-made fibres in some instances) or the number of dedicated products designed for the wind and hydrogen energy industries.

I was most intrigued with the investment I witnessed in the field of recycling – which has long been a knock on the composites industry. I was able to speak with a number businesses who are developing new product ranges designed specifically to be easier to recycle.

The composites industry still has a long way to go in becoming a truly sustainable industry but with the focus and investment on display this year in Paris, I am already intrigued as to what developments will be highlighted in 2025. I can’t wait to see.

Reach out to Dave to see how he can support your recruitment strategy, connecting talent with opportunity. 

Linkedin: Dave Wood

Email: [email protected]

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Engineering Your Career: Pathways for Field Service Professionals

Semiconductor lab

Engineering your career: Pathways for Field Service professionals 

Embarking on a career as a Field Service Engineer in Europe can be both exhilarating and challenging. To help you navigate this path effectively, let’s break down some key considerations. 

Embrace your versatility

Your skills as a Service Engineer can be highly adaptable across various sectors within Europe. Having experience in different industries, from medical devices to automotive or industrial machinery, can mean you’re a lot closer to having the key skills for a career in the Semiconductor industry than you may think. If you have experience working with electromechanical equipment, most businesses offer a strong training program to get you up to speed on the semiconductor market! 

Service management or moving into commercial positions?

This is a common question for Senior Engineers I’ve spoken with recently. They’ve often got to a point in their career where they consider becoming a Service Manager or looking into the realm of commercial positions like Account or Sales Management. The key thing here is to consider what you enjoy and what suits your life; personally and professionally.

Much like being a Field Service Engineer, Service Management positions can involve a high level of travel and being in demand a lot of the time whilst adding in the key responsibilities of looking after or building a team. You need to consider what the new challenges are that you’ll face. Looking after a team will mean taking on personnel related tasks such as personal development plans, performance reviews, health & safety processes, and key performance indicator reviews with senior management. As with many Service Engineers, you come with great people & communication skills so it’s worth considering how you’d utilise this! 

Moving into commercial positions like Key Account Management can utilise skills you have developed being a Service Engineer. Often, your understanding of the equipment and customer requirements can set you apart by being relatable. Like working as a Manager, you’re well-versed in working with different environments and people – ultimately giving you the ability to manage situations where others may not be able to. It’s important to note there is less hands-on work. Make sure this is considered as I have spoken to lots of engineers who’ve moved back to service work within 12-18 months as they miss the problem solving aspect.

Leveraging recruiters expertise 
 
By working with a recruiter, they can help to get you talking and thinking. Why did you get into your position in the first place, what is it that truly interests you, what have you enjoyed doing in the past and why? These are only a few questions but, in a situation, where you’re considering a change, talking to a recuirter can get you thinking and taking time to truly consider the inspiration behind your career so far. Then, you can utilise this to re-assess the path that lies before you. 

Recruiters can also provide market feedback. Tap into our knowledge of the current hiring trends, emerging positions, key sought-after skills or where your experience could be transferrable.  

Explore Europe’s semiconductor hubs 

Europe boasts many semiconductor industry hotspots, Dresden in Germany, Grenoble in France, Catania in Italy and many more. Research the areas, what are the common positions you see advertised on websites like LinkedIn or through recruitment companies – does this match your skills? Or what is less common online – just because it’s not on a company website or social media platform, it doesn’t mean the company isn’t interested in your application. The fear of rejection from a more speculative application or approach can be daunting but it can be well appreciated by businesses and if there aren’t opportunities immediately, it can often build key relationships with hiring managers for the future. Ultimately, you don’t win the lottery if you haven’t bought a ticket! 

Navigating your career path in Europe’s semiconductor industry requires thoughtful consideration and planning. By embracing your dynamic skills, understanding your personal & professional preferences, utilising recruiters’ experience and exploring semiconductor hubs, you can engineer your pathway to a fulfilling and rewarding career! 

Reach out to find out more about how Jake can support you with your next career move:

LinkedIn: Jake Harrison

Email: [email protected]

Phone: +44 (0)1606 664 193

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Strategies for addressing employee retention in the workplace

Strategies for addressing employee retention in the workplace

By Gareth Foden

Employee retention is a critical concern for organisations of all sizes and industries. High turnover rates can be detrimental to productivity, morale, and ultimately, the bottom line. Therefore, it’s essential for employers to implement strategies to retain their top talent and foster a positive work environment.

The cost of employee turnover

Employee turnover comes with significant costs, both direct and indirect. Direct costs include recruitment expenses, such as advertising job openings, conducting interviews, and onboarding new hires. Additionally, there’s the cost of training new employees to get them up to speed, which can be substantial depending on the complexity of the role.

Indirect costs are often more challenging to quantify but can have a profound impact on the organisation. These include the loss of institutional knowledge, decreased team morale, and disruptions to workflow and productivity. Furthermore, high turnover rates can damage the employer’s brand, making it more difficult to attract top talent in the future.

The value of employee retention strategies

Given the high costs associated with employee turnover, investing in retention strategies can yield significant returns for organisations. These strategies focus on creating a positive work environment where employees feel valued, engaged, and motivated to stay with the company.

Some effective retention strategies include:

  1. Competitive compensation and benefits: Offering competitive salaries and benefits packages can help attract and retain top talent. Additionally, providing opportunities for career advancement and professional development can further incentivise employees to stay.
  2. Work-life balance: Promoting work-life balance initiatives, such as flexible work arrangements and paid time off, demonstrates that the organisation values employees’ well-being and respects their personal lives.
  3. Recognition and rewards: Recognising employees for their contributions through rewards, incentives, and public praise can boost morale and motivation. Employees who feel appreciated are more likely to remain loyal to the organisation.
  4. Open communication: Fostering a culture of open communication where employees feel comfortable sharing feedback, concerns, and ideas can help strengthen employee engagement and loyalty.

When to say no to a salary rise

While offering salary raises can be an effective retention tool, there are instances when employers may need to consider other options or say no to a pay increase. For example:

  1. Budget constraints: If the organisation is facing financial challenges or budget constraints, offering across-the-board salary increases may not be feasible. In such cases, employers may need to explore alternative ways to reward and retain employees, such as offering non-monetary benefits or performance-based incentives.
  2. Performance issues: If an employee’s performance does not meet expectations or if there are concerns about their contribution to the organisation, granting a salary raise may not be appropriate. Instead, employers should address performance issues through constructive feedback, coaching, and performance improvement plans.
  3. Market conditions: In some cases, market conditions may not justify salary increases across the board. Employers should conduct regular salary benchmarking to ensure their compensation packages remain competitive within their industry and geographic location.

In conclusion, employee retention is a critical priority for organisations looking to maintain a talented and engaged workforce. By investing in retention strategies and carefully considering when to offer salary raises, employers can create a positive work environment where employees feel valued, motivated, and committed to the organisation’s success.

For further information on how to effectively address employee retention in your workplace, get in touch:

Call: +44 (0)1606 212020

Email: [email protected]

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The Talent Edge: Attracting A-Players to Your Engineering Start-ups

The Talent Edge: Attracting A-Players to Your Engineering Start-up
Compass pointing to talent demonstrating attracting talent

The talent edge: Attracting A-players to your engineering start-up

By Rob Bemment, Managing Director and Head of Advanced Engineering

As a global recruiter specialising in technical talent for cutting-edge start-ups, I’ve backed many visionary teams looking to bring game-changing innovations to market. But even the most brilliant ideas will struggle to get off the ground without world-class engineering firepower.

In today’s hyper-competitive start-up landscape, assembling a formidable core team can spell the difference between realising a revolutionary vision and watching it wither on the vine. The stakes are high – an estimated 90% of start-ups fail, often due to people problems rather than product deficiencies. From unicorn ambitions to niche disruptors, I’ve seen how prioritising elite talent boosts speed, sparks innovation and ultimately accelerates success.

Attracting top-tier technologists to an unproven venture is no easy feat

Start-ups can rarely match established players’ brand cachet and deep pockets, but an artfully crafted pitch can reel in the bold visionaries, problem-solvers and builders who thrive in high-growth environments. Here’s my playbook for start-ups looking to gain an unfair talent advantage.

Frame a compelling vision – Grand missions resonate with talented engineers who want their work to have an outsized impact. Articulate how your solution tackles big, thorny problems in ambitious, inspiring ways. Bonus points for moonshot goals – ambitious engineers want to move needles, not make iterative optimisations.

Foster growth & autonomy – Self-motivated innovators want opportunities for rapid advancement, major ownership over key initiatives, and creative freedom to experiment with cutting-edge approaches. Highlight prospects for meteoric growth trajectories, substantial equity stakes, and the ability to architect solutions from scratch in greenfield environments.

Emphasise learning potential – Top engineering talent craves environments where they’ll be perpetually challenged and can expand their skillsets rapidly. Sell them on exposure to new domains/technologies, complex problem spaces that will stretch their abilities, and elite teammates to accelerate growth.

Promote cultural excitement – Beyond compensation and career trajectories, sellable cultures fuse purpose with energy and adventure. Reinforce why your workplace atmosphere – be it quirky rituals, tight-knit bonds, or a palpable electricity in the air – it’s an electrifying place for top performers.

Offer meaningful roles – A-Players want pivotal, mission-critical responsibilities with direct lines of impact on an organisation’s success or failure. Underscore how their contributions will be vital in shaping the company’s trajectory.

In the race to transform nascent ideas into category-defining products and businesses, securing elite technical talent is non-negotiable. While landing in-demand engineers is never easy, start-ups that artfully blend vision, career upside, and cultural sizzle will gain an unfair talent edge over the competition. Never underestimate the power of top performers to birth technological revolutions.

Get in touch with Rob to see how he can support you with your recruitment strategy:

Call: +44 1606 212020

Email: [email protected]

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Dresden’s rise: TSMC semiconductor factory and its impact on job market attractiveness

Semiconductor circuit board

Dresden’s rise: TSMC semiconductor factory and its impact on job market attractiveness

By Nathan Falconer

In recent years, Dresden has become a focal point for economic development and technological innovation, and the city’s allure has only intensified with the announcement of a planned semiconductor factory by Taiwan Semiconductor Manufacturing Company (TSMC). As one of the world’s leading semiconductor manufacturers, TSMC’s decision to establish a presence in Dresden has far-reaching implications, not just for the city’s economic landscape but also for its appeal to job seekers. In this blog post, we will explore the potential impact of the TSMC semiconductor factory on Dresden’s attractiveness for candidates.

Job opportunities in cutting-edge technology: The cornerstone of Dresden’s appeal to job candidates lies in the promise of high-tech job opportunities. The TSMC semiconductor factory is poised to bring a wave of employment opportunities in fields such as semiconductor manufacturing, research and development, engineering, and more. As the demand for skilled professionals in these areas increases, Dresden is likely to witness a surge in the number of job openings, attracting talent from both within Germany and around the world.

Economic growth and stability: The establishment of a TSMC semiconductor factory signifies not only job creation but also economic growth and stability. The semiconductor industry is a key driver of technological advancements and economic prosperity. The influx of investment and the creation of a high-tech manufacturing hub in Dresden will likely have a positive ripple effect on the city’s overall economic health. This economic stability is an attractive factor for job candidates seeking long-term career prospects and a secure living environment.

International collaboration and networking: TSMC’s global presence and reputation bring with them the potential for increased international collaboration and networking opportunities. Professionals working in the semiconductor industry in Dresden may find themselves at the centre of a global network, fostering connections with experts, researchers, and businesses from around the world. This not only enhances career prospects but also contributes to a diverse and dynamic work environment, appealing to candidates with a global mindset.

Skill development and training opportunities: The semiconductor industry is known for its rapid technological advancements, and professionals working in this sector often need to stay ahead of the curve. The presence of a TSMC semiconductor factory in Dresden could lead to collaborations with local educational institutions, creating opportunities for ongoing skill development and training programmes. This is likely to attract candidates who value continuous learning and professional growth.

Quality of life and cultural appeal: Beyond professional considerations, the impact on Dresden’s attractiveness also extends to quality of life. The city’s cultural richness, historical significance, and well-developed infrastructure already make it an appealing place to live. With the economic boost from the TSMC semiconductor factory, Dresden is likely to see further improvements in amenities, cultural offerings, and overall quality of life, making it an even more enticing destination for job seekers.

Conclusion:

In conclusion, the planned TSMC semiconductor factory in Dresden has the potential to transform the city into a global hub for semiconductor technology, with far-reaching consequences for the job market. The influx of high-tech job opportunities, economic growth, international collaboration, skill development initiatives, and an enhanced quality of life are all factors that contribute to Dresden’s increasing attractiveness for job candidates. As the city evolves into a prominent player in the semiconductor industry, professionals looking for exciting career prospects may find Dresden to be an appealing destination with a bright future.

Nathan is a Managing Consultant at Delve Search, based out of our Munich office. To discuss this further or hear how he can support you, get in touch…

LinkedIn: Nathan Falconer

Email: [email protected]

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Benefits of attending Advanced Engineering trade shows.

trade shows

Benefits of attending Advanced Engineering trade shows

By Louise Shorrock, Client Manager

Our team recently attended JEC World in Paris which was a great success. 

To get the most out of trade shows, a lot of time and planning goes into the organisation of meetings with clients. It involves strong communication within the team to coordinate who is going to do what, consideration of logistics of various locations across the multiple halls, and using a streamlined format to collate all the information that is obtained.

The more shows you attend, the more you learn about how to maximise the opportunity for future visits.

Being organised in your approach definitely comes with it’s benefits, we have included below our 9 key advantages of attending trade shows:

Stay updated – discover the latest trends and innovations

Networking – connect with industry leaders, researchers, clients and potential collaborators

Hands-on experience – interact with cutting-edge technologies through demos and exhibits

Discover new technologies – explore products and solutions that can address specific challenges

Ongoing Learning – gain insights from educational sessions and keynote speakers

Market research – conduct competitive analysis and gather market insights

Develop partnerships – enhancing existing or developing new client collaborations

Professional development – enhance skills and expertise through learning and engagement

Inspiration – Get inspired by visionary ideas and innovative solutions

In summary, attending these shows is an important way to strengthen your stance in the market and to build lasting relationships with clients who face hiring challenges.

Get in touch with Louise to see how she can support you with your recruitment strategy:

Call: +44 1606 212020

Email: [email protected]

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Navigating the skills shortage in the European semiconductor industry

Semiconductor chips
Semiconductor chips

Navigating the skills shortage in the European semiconductor industry: Harnessing the power of headhunters for sustainable growth

In today’s tech-driven world, semiconductors play a pivotal role in powering our everyday devices. Europe is steadfastly working to fortify its position in this critical industry through the ambitious European Chips Act. This legislative effort aims to bolster the semiconductor supply chain and enhance Europe’s global competitiveness. However, as Europe charts an ambitious course and commits significant resources, a fundamental question arises: Does the continent possess the requisite skilled workforce to propel its semiconductor industry to new heights?

The European semiconductor industry

Europe’s semiconductor sector has set its sights on doubling its market share from less than 10% to 20% by 2030, a goal that demands robust efforts given the capital-intensive nature of the industry. The European Chips Act, channeling over $45 billion in public and private funding, allocates $11.7 billion for innovation hubs, pilot production lines, and advanced research and development. Moreover, the Act seeks to attract substantial investments from major industry players, streamlining permitting processes for new European fabs and allowing EU member states to subsidise projects.

Major industry players such as TMSC and Intel are already heavily investing in new chip facilities in Germany, and 14 EU countries are collaboratively committing over €8 billion to chip research and infrastructure.

Talent competition

The success of the semiconductor industry hinges on the recruitment and retention of specialised professionals, from engineers and technicians to roles in senior management and commercial positions. Fierce competition for skilled individuals necessitates substantial investments and a strategic approach to address the current talent shortage while proactively planning for future needs through education initiatives. Furthermore, shifts in immigration policies are underway to attract qualified individuals from distant regions.

Strategic role of headhunters

In this intricate talent landscape, the expertise of specialised headhunters becomes indispensable. They play a pivotal role in addressing the industry’s challenges in several ways:

Identification of niche talent: Headhunters specialise in identifying and reaching out to highly specialised professionals, ensuring access to a talent pool that aligns with the semiconductor industry’s specific needs.

Global talent acquisition: Leveraging extensive networks, headhunters facilitate the recruitment of skilled professionals globally, overcoming geographical barriers and broadening the talent search.

Building engagement: Beyond pinpointing talent, headhunters excel in engaging candidates effectively with your talent brand. They ensure that top candidates, often too occupied to respond to advertisements, are approached professionally, presenting the job opportunity effectively.

Competitive advantage: Recruiters provide valuable insights into the personality and motivational alignment of potential candidates. By focusing on these areas, they enable clients to gain a competitive edge, skilfully matching motivations and goals with the candidate’s experience for a cohesive fit that goes beyond qualifications.

Negotiation and retention: Headhunters excel in negotiation and can assist in securing top talent by supporting the entire recruitment and onboarding process. Their involvement can extend to retention strategies, ensuring that acquired talent remains with the organisation.

While Europe propels forward in the semiconductor domain with substantial investments and strategic initiatives, addressing the talent competition through the adept use of headhunters is essential for the successful execution of these ambitious plans. As the industry surges ahead, these skilled professionals serve as the linchpin, bridging the gap between vision and realisation in the dynamic landscape of semiconductor innovation.

By David Evans, Business Unit Manager – Semiconductor

Reach out to see how Dave can support you in your search for talent:

LinkedIn: David Evans

Email: [email protected]

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