Tag: Candidate

Why Advanced Manufacturing in the US Is Facing a Workforce Bottleneck

Post author By Michelle Bediores
Post date July 20, 2026

Why Advanced Manufacturing in the US is Facing a Workforce Bottleneck

Investment across advanced manufacturing continues to accelerate

Investment into advanced manufacturing capability across the United States continues to grow at pace. Semiconductors, aerospace, defence technologies, energy infrastructure, and advanced materials manufacturing are all experiencing increased strategic focus as organisations strengthen domestic capability and seek greater resilience across critical supply chains.

However, while funding and infrastructure expansion remain essential components of industrial growth, capacity development increasingly depends upon a different constraint.

Workforce capability.

Multiple industries are competing for similar specialist expertise

One of the less visible challenges affecting advanced manufacturing expansion is the convergence of workforce demand across multiple sectors.

Process engineers, manufacturing specialists, automation experts, quality leaders, and reliability professionals are now required simultaneously across numerous strategically important industries.

The result is not simply a recruitment challenge, it is an ecosystem challenge. Organisations are no longer competing solely against direct competitors within their sector. Increasingly, they are competing against entirely different industries seeking access to similar technical capability.

Traditional recruitment approaches are struggling to keep pace

Many organisations continue to approach hiring strategies using methods developed for a significantly different labour market environment but highly specialised technical markets increasingly require proactive talent strategies that extend beyond traditional recruitment models.

Narrow geographic focus, dependence on active applicants, and reactive hiring approaches may no longer align with the realities of advanced manufacturing workforce demand. As specialist talent becomes increasingly constrained, hiring strategy itself becomes a competitive differentiator.

Workforce development cannot be accelerated overnight

Infrastructure investment can move quickly but capability development cannot. Building expertise across highly technical disciplines requires sustained investment, workforce planning, and long-term capability development strategies.

The organisations that recognise this dynamic early may place themselves in a stronger position as competition for specialist expertise continues to intensify.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

Start a confidential conversation →

LinkedIn: Delve Search

Email: info@delverec.com

Phone: +1 610 598 6606

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Different Industries, Same Problem: The Global Talent Constraint

Post author By Michelle Bediores
Post date July 6, 2026

Different Industries, Same Problem: The Global Talent Constraint

Different markets are increasingly facing similar challenges

Semiconductors, aerospace, advanced materials, and manufacturing sectors often appear to face distinct operational challenges.

However, beneath differences in technology, production methods, and strategic priorities, many industries are encountering remarkably similar structural constraints. Increasingly, growth is becoming dependent upon access to highly specialised expertise.

Semiconductor expansion highlighted the challenge early

Recent semiconductor investment cycles have demonstrated how workforce limitations can influence broader industrial strategy. Significant investment into manufacturing capability created demand for specialist engineering expertise that proved increasingly difficult to secure. As manufacturing growth accelerated, workforce constraints became increasingly visible, however, semiconductors are not unique.

Aerospace and advanced manufacturing are experiencing similar pressures

Aerospace organisations expanding advanced materials capability are encountering comparable challenges. Manufacturers investing in composites, carbon fibre production, and advanced engineering capability are increasingly competing for scarce specialist expertise.

The challenge extends beyond individual industries, it increasingly exists across the entire advanced manufacturing ecosystem.

Workforce strategy is becoming strategic infrastructure

Historically, hiring has often been viewed as an operational support function but that perspective is changing. Access to expertise now directly influences execution capability, programme delivery, and long-term competitiveness.

Organisations that treat workforce planning as strategic infrastructure rather than administrative process may ultimately place themselves in a stronger position to scale.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

Start a confidential conversation →

LinkedIn: Delve Search

Email: info@delverec.com

Phone: +1 610 598 6606

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Carbon Fibre in Aerospace: Scaling Innovation vs Scaling Talent

Post author By Michelle Bediores
Post date June 18, 2026

Carbon Fibre in Aerospace: Scaling Innovation vs Scaling Talent

Carbon Fibre Is Becoming Increasingly Critical to Aerospace Performance

Carbon fibre has become one of the aerospace industry’s most strategically important materials. Across commercial aviation, defence programmes, and emerging space technologies, manufacturers are continuing to prioritise lighter, stronger, and more efficient structures that improve both operational performance and long-term sustainability objectives.

As aircraft design evolves and pressure increases to improve fuel efficiency while maintaining structural integrity, carbon fibre is no longer viewed as a specialist material reserved for niche applications. It is increasingly becoming central to how modern aerospace systems are designed, developed, and manufactured.

However, while investment into advanced materials capability continues to accelerate across the United States, scaling production introduces challenges that extend beyond technology or manufacturing infrastructure alone.

Increasingly, organisations are encountering workforce limitations that threaten to slow progress.

Scaling Carbon Fibre Manufacturing Requires Specialist Expertise

Unlike conventional manufacturing methods, carbon fibre production introduces layers of technical complexity that require highly specialised expertise throughout the manufacturing lifecycle.

Composite layup techniques, curing processes, quality assurance protocols, environmental controls, and certification requirements all demand a level of technical capability that is difficult to build rapidly.

Expanding manufacturing capacity is therefore not simply a matter of increasing investment or adding additional production lines. The capability required to scale advanced materials manufacturing develops over years of experience and knowledge accumulation.

As demand continues to grow, that capability is becoming increasingly difficult to secure.

Aerospace Companies Are Competing for an Increasingly Limited Talent Pool

The challenge extends beyond aerospace alone.

Engineers with experience in advanced composites, materials science, process engineering, and precision manufacturing are now being sought across multiple high-growth industries simultaneously.

Defence organisations, semiconductor manufacturers, advanced materials businesses, and aerospace companies are increasingly competing for overlapping specialist expertise.

As competition intensifies, organisations relying on traditional hiring approaches may find themselves operating at a disadvantage.

Investment Alone Does Not Solve Capability Constraints

Significant capital investment is being directed towards strengthening US manufacturing capability and expanding domestic industrial capacity. However, investment does not automatically create expertise. Whislt facilities can be expanded relatively quickly, specialist capability development takes considerably longer.

The organisations that successfully scale advanced materials capability over the coming years are unlikely to be defined solely by capital deployment or technology investment. Increasingly, competitive advantage will depend upon securing and retaining the expertise required to execute long-term growth strategies.

Final Thought

Carbon fibre innovation will continue to reshape aerospace manufacturing over the coming decade. However, as demand accelerates, organisations may discover that material access is only part of the equation.

The more significant challenge increasingly lies in securing the expertise required to support innovation at scale because capability growth does not occur automatically, it has to be built deliberately.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

Start a confidential conversation →

LinkedIn: Delve Search

Email: gareth.foden@delverec.com

Phone: +1 610 598 6606

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The Composites Boom in US Aerospace — And the Talent Challenge Behind It

Post author By Michelle Bediores
Post date May 19, 2026

The Composites Boom in US Aerospace and the Talent Challenge Behind It

A Sector Scaling at Speed

The US aerospace industry is entering a new phase of expansion.

Rising defence budgets, increased commercial aircraft demand, and continued investment in space programmes are driving growth across the sector.

At the centre of this momentum is a shift in materials.

Composites are no longer a specialist capability.
They are becoming fundamental to how modern aircraft are designed and built.

Why Composites Are Now Critical

Advanced composite materials offer clear advantages over traditional metals.

They reduce weight, improve fuel efficiency, and enable more complex aerodynamic designs.

For manufacturers such as Boeing and Lockheed Martin, their adoption is not just about performance.

It is about maintaining competitiveness in an increasingly demanding market.

As a result, composites are now embedded across major programmes, from commercial aircraft structures to next-generation defence platforms.

A Different Kind of Manufacturing Challenge

However, the shift to composites introduces a level of complexity that is often underestimated.

Unlike traditional metal fabrication, composite manufacturing requires:

highly controlled production environments
specialised materials handling
precise curing and layering processes
deep understanding of material behaviour

This is not a simple transition. It is a fundamental change in how aerospace manufacturing operates.

The Talent Constraint Behind the Growth

As demand for composites accelerates, a familiar issue is emerging.

The availability of experienced talent is not keeping pace with industry needs.

Engineers and technicians with expertise in composite materials, process engineering, and advanced manufacturing are in short supply across the US.

This is not a short-term gap. It is a structural constraint.

Competing for the Same Skillsets

The challenge is further intensified by competition across adjacent industries.

Many of the same skillsets required in aerospace are also in demand in:

semiconductors
defence manufacturing
advanced materials development

Companies are no longer just competing within aerospace, they are competing across the entire advanced manufacturing landscape.

Investment Alone Is Not Enough

Significant capital is being deployed to expand US manufacturing capacity.

Facilities are being built.
Programmes are being scaled.
Supply chains are being reshaped.

Investment alone does not solve the problem, without the right people to design, implement, and operate these systems, growth will remain constrained.

Where Traditional Hiring Falls Short

Many organisations are still relying on conventional recruitment approaches.

In a market where talent is both scarce and highly specialised, this creates friction.

Roles remain open for extended periods.
Projects are delayed.
Opportunities are missed.

What worked five years ago is no longer effective in today’s market.

A Structural Shift in How Talent Is Secured

The companies that are successfully scaling are taking a different approach.

They are:

looking beyond traditional talent pools
engaging with passive and international candidates
aligning hiring strategy with long-term programme goals

This is no longer just recruitment. It is a strategic capability.

The Real Bottleneck

The growth of composites in US aerospace is not in question.

The demand is there.
The investment is there.
The technology is advancing.

However, the limiting factor is increasingly clear. It is not what can be built, it is who is available to build it.

Final Thought

As the aerospace sector continues to evolve, the organisations that succeed will not simply be those with the strongest programmes or the largest budgets.

They will be the ones that recognise talent as a core constraint and act accordingly, because in advanced industries, capability does not scale automatically, it has to be built.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

Start a confidential conversation →

LinkedIn: Delve Search

Email: gareth.foden@delverec.com

Phone: +1 610 598 6606

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The Iran Conflict and Its Impact on the Semiconductor Market

Post author By Michelle Bediores
Post date April 23, 2026

The Iran Conflict and Its Impact on the Semiconductor Market

The conflict involving Iran is first and foremost a humanitarian and geopolitical situation. At the same time, it is beginning to affect global supply chains, including the semiconductor industry, which sits at the centre of modern technology.

A Global Industry by Nature

The semiconductor industry has always been global. Design may take place in the United States or Europe, fabrication in Asia, and materials sourced from multiple regions. Every part of the process depends on stable trade, energy supply and logistics.

That interconnectedness is also a vulnerability. When instability appears in a region as strategically important as the Middle East, the impact rarely remains local.

Energy Still Matters

One of the most immediate effects of the Iran conflict is through energy markets. Semiconductor manufacturing is highly energy intensive. Advanced fabrication facilities require large amounts of electricity, along with reliable access to industrial gases and chemicals.

The Strait of Hormuz remains one of the most important energy routes in the world. Any disruption affects oil and gas flows globally. This matters because many semiconductor producing regions rely on imported energy, higher energy costs feed directly into production costs, and volatility makes long term planning more difficult.

Materials Risk: The Helium Factor

Beyond energy, the situation highlights less visible dependencies within semiconductor manufacturing. Helium is a good example.

It plays a key role in cooling and maintaining the ultra clean environments required in chip production. A significant portion of global supply comes from the Middle East. If supply tightens, the impact can be felt quickly, particularly given how dependent production is on a steady flow of specialist gases.

Supply Chains Under Pressure

Shipping and logistics are another area to watch. The Gulf region is a critical route for both energy and wider trade. Disruption in this region can lead to delays, increased transport costs and less predictable delivery timelines.

For an industry that relies on precision and timing, even relatively small disruptions can have wider consequences.

Cost Pressure and Uncertainty

When energy, materials and logistics are considered together, the result is rising costs and greater uncertainty. Manufacturers are facing higher input costs, increased market volatility and more cautious decision making around expansion.

At the same time, the broader economic backdrop is becoming less predictable, adding further complexity to demand forecasting.

Demand Remains Strong

It is not all negative. Demand for semiconductors remains strong, particularly in areas such as artificial intelligence, cloud computing and advanced systems.

This creates an unusual situation. There are clear supply side challenges, but underlying demand has not weakened. For many companies, the issue is not demand itself, but the ability to meet it reliably.

What This Means in Practice

Situations like this tend to accelerate trends that were already underway. Supply chains are likely to continue diversifying, reducing reliance on any single region. Energy security is becoming a more prominent strategic consideration. Risk management is becoming more proactive, with greater focus on planning for disruption and securing critical materials.

There is also increasing emphasis on regional ecosystems. Building semiconductor capability across multiple regions, including Europe, is becoming more important.

The Talent Dimension

Geopolitical instability also influences where companies choose to invest and hire. Stable and established ecosystems become more attractive in uncertain conditions.

Europe already has strong pools of semiconductor talent across a range of specialised areas. In the current environment, that becomes even more relevant.

Looking Ahead

It is still early, and the situation continues to evolve. The long term impact will depend on how the conflict develops, how energy markets respond and how effectively supply chains adapt.

What is clear is that semiconductors do not operate in isolation. They sit within a wider system that includes energy, materials, logistics and geopolitics.

Final Thought

The Iran conflict is a reminder of how interconnected everything has become. Behind every chip is a complex network that depends on stability across multiple regions.

For businesses in the semiconductor space, understanding that broader picture is becoming an essential part of staying competitive.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

Start a confidential conversation →

LinkedIn: Delve Search

Email: gareth.foden@delverec.com

Phone: +1 610 598 6606

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The Global Semiconductor Talent Map: Why Europe Matters More Than Ever

Post author By Emma Doyle
Post date April 16, 2026

The Global Semiconductor Talent Map: Why Europe Matters More Than Ever

The semiconductor talent shortage has become one of the defining challenges facing the global chip industry.

Over the past few years we have seen significant investment in semiconductor manufacturing, design and research and development. In the United States in particular, government initiatives and private funding are accelerating the construction of new fabs, design centres and technology hubs.

Much of the conversation around hiring challenges has focused on the US market. However, semiconductor talent has always been global.

For companies trying to solve their hiring challenges, Europe is becoming an increasingly important part of the picture.

Europe’s Established Semiconductor Ecosystem

Europe has long been home to some of the world’s most advanced semiconductor companies, research institutes and engineering communities.

While the region may not always attract the same attention as Silicon Valley or major Asian manufacturing hubs, it has quietly developed several highly specialised semiconductor clusters.

Some of the most notable include:

Eindhoven, Netherlands – A globally recognised hub for semiconductor equipment and advanced chip technologies
Dresden, Germany – Often referred to as Silicon Saxony and one of Europe’s largest semiconductor clusters
Grenoble, France – A centre for microelectronics research and semiconductor innovation
Leuven, Belgium – Known for its globally influential semiconductor research ecosystem
Cambridge, UK – A long standing hub for semiconductor design and deep tech companies

These ecosystems have developed over decades, supported by strong universities, research institutions and established semiconductor companies.

As a result, Europe has built deep pools of experienced semiconductor engineers across a wide range of specialisms. This includes expertise in device physics, process engineering, chip design, advanced packaging and semiconductor equipment development.

For companies involved in semiconductor recruitment, these clusters represent some of the most important talent pools in the industry.

Why US Companies Are Looking to Europe

As semiconductor investment in the US continues to grow, competition for experienced engineers is intensifying.

New fabs, expanding design teams and increased research activity are all driving demand for talent faster than the domestic pipeline can realistically supply.

For many organisations this has created a need to look beyond traditional hiring markets.

Europe is increasingly attractive for several reasons.

Firstly, the region offers highly experienced engineers with deep semiconductor knowledge, often built through decades of industry work.

Secondly, many European engineers have experience working within global semiconductor organisations. This means they are already used to collaborating across international teams and complex supply chains.

Finally, the maturity of Europe’s semiconductor ecosystem means there is strong expertise in specialised areas that can be difficult to source elsewhere.

For companies involved in semiconductor hiring, understanding where these talent pools exist can make a significant difference.

Why Talent Mapping Is Becoming Essential

One of the biggest challenges in semiconductor recruitment is visibility.

Unlike larger industries where talent is widely distributed, semiconductor expertise tends to be concentrated within specific regions, companies and research institutes.

This is where semiconductor talent mapping plays an important role.

Talent mapping allows companies to identify where specialised engineers are located geographically, organisationally and within particular technology areas. This creates a much more strategic approach to hiring.

Instead of relying purely on inbound applications or reactive recruitment, organisations can proactively identify and engage the talent they need.

Effective semiconductor talent mapping can help businesses understand:

Where the deepest semiconductor talent pools exist
Which organisations are producing the strongest engineers
How talent moves between companies and regions
Where emerging semiconductor clusters are developing

In an industry where many roles require very specific experience, this level of market insight can significantly improve hiring outcomes.

Recruitment in a Global Semiconductor Industry

The semiconductor industry has always operated on a global scale. Engineers frequently move between countries and organisations during their careers, building experience across different technologies and markets.

As a result, semiconductor recruitment strategies are becoming increasingly international.

Companies that limit their hiring to local markets often find themselves competing for the same small group of candidates. Organisations that take a broader global approach are often able to access a much wider semiconductor talent pool.

However, international hiring does bring challenges.

Relocation considerations, visa requirements, cultural factors and compensation expectations all influence whether global hires are successful.

This is where specialist semiconductor recruiters can provide real value. Combining industry knowledge, geographic insight and talent mapping expertise allows companies to navigate the complexities of global hiring more effectively.

Looking Ahead

As semiconductor investment continues to grow across the US, Europe and Asia, competition for experienced talent is unlikely to ease any time soon.

What is changing is how companies approach the challenge.

Many organisations are starting to recognise that solving the semiconductor talent shortage requires a broader view of the global talent landscape.

With its established semiconductor clusters and highly specialised engineering communities, Europe will continue to play an important role in the global semiconductor talent map.

For companies willing to look beyond traditional hiring markets, the opportunity is significant.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

Start a confidential conversation →

LinkedIn: Delve Search

Email: gareth.foden@delverec.com

Phone: +1 610 598 6606

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Using behavioral assessments to match candidates with job success

Post author By Emma Doyle
Post date September 5, 2024

Using behavioural assessments to match candidates with job success

By Dave Wood

As part of our commitment to going “Beyond the Paper” when representing candidates to our client base, we often use behavioural assessments to ensure we’re matching people with an environment in which they’re likely to be successful.

At the beginning of the process, the hiring manager(s) complete a survey to assess the behavioural patterns and cultures required for this person to be successful. Candidates then complete a counterpart survey, which shows how their behavioural tendencies match with the requirements.

The system we use is McQuaig, developed by Jack H. McQuaig who pioneered what he called the “Three Levels of Assessment” that underpins the McQuaig Psychometric System. McQuaig believed that companies hire based on what people “appear to do” and “can do” but that it is much more difficult to judge what someone “will do”. The three levels of assessment are designed to do that.

By asking our clients to complete the McQuaig Job Survey at the beginning of the process, we can then compare and contrast the results of the candidates’ McQuaig Word Surveys”, which provides an assessment of behaviour and temperament. Using the two in combination should allow our clients to make an accurate assessment of what somebody “will do” when appointed to a position, as opposed to what they appear to or are able to do.

This, when combined with a thorough assessment of skillset and aptitude, ensures that our clients are able to hire the right individuals for their teams, as opposed to the right CVs.

Get in touch with Dave to find out more about how he can support you in finding the right candidate for your business.

Call: +44 1606 212020

Email: dave.wood@delverec.com

LinkedIn: Dave Wood

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Attracting Top Talent in Life Sciences

Post author By Emma Doyle
Post date August 20, 2024

Attracting top talent in Life Sciences: 6 ways to stand out in a competitive market

By Gareth Foden

Like most other industries, the Life Sciences sector is witnessing an unprecedented surge in demand for top-tier talent. Whether it’s biotechnology, pharmaceuticals or medical devices, the industry is exploding with opportunities, making the competition for skilled professionals fiercer than ever. Thus, how can you ensure that your organisation stands out and attracts the crème de la crème of the Life Sciences talent pool? Here are some strategic insights to help you navigate this competitive terrain.

Understand the talent landscape

The first step in competing for life science talent is a thorough understanding of the current market dynamics. The life sciences field is diverse, encompassing various specialisations such as molecular biology, bioinformatics, clinical research, and regulatory affairs. Each subfield has its unique set of skills and qualifications, and staying updated with the latest industry trends and technological advancements is crucial. Engage with industry reports, attend relevant conferences, and participate in professional networks to gain insights into what top talent is looking for and where they are most likely to be found.

Craft a compelling employer brand and offer competitive compensation and benefits
For me personally, this is the most important: In a competitive market, your employer brand is your most potent tool. Life science professionals are often driven by more than just salary; they seek purpose, innovation, and a positive impact on society. Therefore, it’s essential to clearly communicate your organisation’s mission, values, and culture. Highlight your commitment to scientific excellence, cutting-edge research, and societal contributions. Showcase testimonials from current employees, emphasising career development opportunities, a collaborative work environment, and the support provided for ongoing professional growth. While passion and purpose are significant motivators, competitive compensation cannot be overlooked. Conduct thorough market research to ensure your salary packages are on par with or exceed industry standards. Beyond financial remuneration, consider offering comprehensive benefits packages that include health insurance, retirement plans, and wellness programmes. Flexible working arrangements, opportunities for remote work, and support for continuing education are increasingly attractive to life science professionals.

Ask yourselves, what’s your organisation’s hook? Why would someone that is happy at their current company want to work for you?

Leverage technology and social media
From my experience, the biggest challenge small to medium-sized business, that do not have a complex recruitment division, face, is advertising and marketing their company and brand. In the digital age, leveraging technology and social media platforms is non-negotiable. Utilise LinkedIn to post job openings, share industry insights, and connect with potential candidates. Participate in online forums and groups related to life sciences to build relationships and establish your presence. This point is also were we as a recruitment company can be a huge benefit for your company. We are in contact with the relevant talent landscape and able to actively approach and engage the talent pool.

Ask yourself the question, how does your company become visible to the talent landscape? Do you maybe need help from recruitment specialists?

Build strong academic and industry partnerships
Collaborations with academic institutions and industry bodies can be a goldmine for recruitment. Partner with universities to create internship programmes, sponsor research projects, and participate in career fairs. Engaging with professional organisations and attending industry conferences can also provide direct access to a pool of highly skilled candidates. These partnerships not only help in identifying potential hires but also enhance your organisation’s visibility and reputation within the life sciences community.

Think about the cultural fit
The candidate experience of course is crucial – it can make or break your recruitment efforts. However, do not forget that a motivated employee with the right mindset can be trained in everything. In contrast, you will never change their personality. Think about the best employee in your team and what makes them outstanding? I’m pretty sure it’s not just their experience but also their mindset. Thus, think about what skills and experience are absolutely crucial and focus on them to be fulfilled by the candidates rather than demanding the whole package.

Keep the timelines of the interview process reasonable
Keep in mind that candidates are involved in other application processes, some candidates are under high pressure and the industry is highly competititve. Try to provide direct feedback and don’t make them wait for to long. They won’t always wait for your decision.

Conclusion
Competing for talent in the life sciences sector requires a strategic, multifaceted approach. By understanding the market, crafting a compelling employer brand, leveraging technology, offering competitive compensation, fostering a culture of innovation and inclusion, building strong partnerships, and prioritising candidate experience, you can position your organisation as an employer of choice. The key lies in staying agile, proactive, and continuously evolving to meet the expectations of top-tier talent in this dynamic field.

If you need any help or advice, do not hesitate to contact us. We are happy to help with our experience and network.

Reach out to Gareth;

Call: +44 (0)1606 212020

Email: gareth.foden@delverec.com

LinkedIn: Gareth Foden

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How do search firms find and engage the right people

Post author By Emma Doyle
Post date August 20, 2024

How search firms find and engage the right people

By Rob Bemment

In the competitive field of advanced materials, attracting top-tier leadership talent demands best practices that align with global standards. This blog highlights proven strategies from leading search firms to help you secure the best executive talent.

Global insights and local expertise – Top search firms blend global insights with local expertise. They understand the international landscape of the advanced materials industry while tailoring their approach to regional nuances.

Comprehensive market mapping – Leading firms invest in comprehensive market mapping to identify potential candidates. This involves researching competitors, understanding industry trends, and pinpointing key players. Market mapping ensures a broad view of available talent and helps identify candidates who may not be actively seeking new opportunities.

Emphasising cultural fit – Cultural fit is critical for long-term success. Top firms prioritise understanding both the client’s corporate culture and the candidate’s values and working style. This alignment is essential for ensuring that new leaders integrate seamlessly and drive organisational success.

Utilising advanced technology – Leveraging advanced technology tools, such as AI and data analytics, enhances the recruitment process. These tools can streamline candidate identification, improve assessment accuracy, and provide deeper insights into candidate potential.

Adopting best practices from top global search firms can significantly enhance your executive recruiting efforts. By focusing on comprehensive market mapping, emphasising cultural fit, and utilising advanced technology, you can attract and secure the best leadership talent in the advanced materials industry.

Get in touch with Rob to see how he can support you in your search for top talent:

Call: +44 1606 212020

Email: rob.bemment@delverec.com

LinkedIn: Rob Bemment

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Diversity in Engineering

Post author By Emma Doyle
Post date June 18, 2024

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: rob.bemment@delverec.com

LinkedIn: Rob Bemment

Why Advanced Manufacturing in the US is Facing a Workforce Bottleneck

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Why Advanced Manufacturing in the US Is Facing a Workforce Bottleneck

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