Why you shouldn’t wait until January to make your next hire

Why you shouldn’t wait until January to make your next hire

As we approach the end of 2022, the winding down for the festive period begins and businesses have started the planning and preparation for the new year.  

However, before the year draws to a close, there is still a great opportunity to make one final push and secure your candidates now. Here are for 3 key reasons to start ahead of the festive period.

1. Get ahead of your competition

Since your competitors will likely start interviewing in January, hiring in advance gives you an opportunity to attract a pool of talent that isn’t being engaged. They’re open to new employment, available to be picked up for their array of skills – and you’re the only one looking for them. You can capitalise on the delayed approach of your competitors by being active now, be the early bird that gets the best worm. 

Companies hiring in January must also be extra-competitive with job offers and move very quickly to even get a shot at securing their preferred candidates. Come January, you’ll be calmly conducting inductions while they’re frantically finding time to interview. You also won’t be competing with newly released budgets in Q1!

2. Budgets – use it before you lose it

Something to bear in mind, companies keep their budget close to their chest throughout the year, they predominately do not like spending it until they must, due to this you likely haven’t hired as aggressively in Q1, Q2 and Q3, which could mean you have some budget left. 

If that’s the case, then even more reason to make the most of remaining budget and use it now before you lose it and the year ends – make your hires by the end of December and start 2023 with a fresh budget intact.

3. Time – now is the best time to act

As the end of the year approaches and businesses begin to wind down, you can make use of the time as a great opportunity to complete your hiring objectives, interviewing and hitting that target you’ve been eager to reach, finally over the line. 

With a new year comes new responsibility, new targets, and new tasks to add to our list. Why not focus your attention on hiring now, instead of leaving it for the new year rush when you have new priorities to tackle after the Christmas break.  

Speak to our team to see how we can support you with your recruitment needs, whether it’s an immediate hire or to get the ball rolling for 2023, we are here to help.

Call us on +44 (0)1606 212020 or email [email protected].

Candidates Clients Uncategorized

News from Munich

News from Munich!

Office in Munich
Our office in the heart of Munich is running well with our colleague Nathan Falconer leading Delve Search GmbH’s growth in the DACH region. Nathan has been busy meeting clients new and old, and we are now looking to expand and hire two highly qualified recruiters to join our team in Munich.

If you know someone that might be interested in joining our team, that speaks fluent German & wants to work for a business who value independence and autonomous working, they should contact [email protected] and he would be happy to share more information.

Team Delve recently visited Munich to see the sights, sample the local cuisine, and get a feel for the local culture. We had a fabulous time and can’t wait to be back again soon.

Delve life science visit
The Delve life science team has extensive experience of providing support to life science companies looking to raise their profile and increase their hiring ability. We have vast experience of working with a variety of businesses in the sector, from start-ups to established manufacturers and distributors of essential technologies.

This week Gareth Foden and Jamie Rafferty are visiting Munich to connect with clients new and old. If you would like to arrange a meeting contact:

Gareth Foden – [email protected]

Jamie Rafferty – [email protected]

SemiCon Europa
Nathan Falconer and David Evans will be attending SemiCon Europa from 15-17 Nov 2022, it looks like it’s going to be a great event this year and they are really looking forward to getting the chance to meet up with people. Please reach out to arrange a meeting:

David Evans – [email protected]

Nathan Falconer – [email protected]



Where is the young talent?

Where Is The Young Talent?

The BBC have reported what I believe most of us suspected and that is that manufacturing is growing at a fast rate. Activity in the manufacturing sector has actually grown at its fastest pace for three years according to the Purchasing Managers’ Index (PMI).

This is great news for all of us who operate in the sector, but it’s also not without its problems. There is still an important question to be asked: will there be enough skills to allow the growth to continue? Trade skills, specifically electrical and controls engineering are at a real premium, with companies fighting over experienced talent. With many people leaving the sector through retirement or progression into other, more lucrative areas, maintenance engineering has struggled to attract the right amount of talent. Data suggests there is a current shortage of 69,000 engineers and technicians entering the sector. I’d argue that there are not many better learning opportunities for a young engineer than working in the manufacturing sector – the degree can come later, should you so wish.

Apprenticeships are on the rise – but is enough being done to ensure we have the talent? With so many different degrees available costing thousands of pounds and with little vocational experience gained at the end of the four years, isn’t it now up to the government to convince more companies and young people with the relevant abilities to consider starting their careers with manufacturing apprenticeships?

Employers and recruiters have a responsibility. We need to ensure the proposition is attractive and is sold to the right people. If all we do is continually search and move the experienced candidates in the industry around, we will not create the environment needed for young people to succeed. We must actively work together to provide young people the opportunity to learn.

There are no quick fixes. However, we as stakeholders in the industry can make a difference if we stop chasing the short-term wins.

Delve work with candidates and clients to create realistic expectations and improve succession planning with our clients. To find out more, feel free to contact a member of our team.

Share This Blog


Spam recruitment – are employers to blame?

Spam Recruitment - Are Employers To Blame?

As a recruitment business owner, you might think this is a dangerous topic to bring up. However, as a recruitment “puritan”, it’s a subject close to my heart and one that needs to be addressed.

Recruitment has changed immeasurably over the last 12 years. The whole scope of finding candidates, especially in the engineering and technical worlds, has taken a 180° turn. Whereas originally recruiters had to be skilled in assessing applicants who respond to adverts, they must now be far more proactive in finding the candidates (networking) to fill client opportunities. The interview part has since become more limited with telephone screening becoming increasingly common. Quite simply the time spent and skills deployed are now focused on finding, rather than assessing and shortlisting the right candidates.

Why has this happened? Is this a good thing?

Without doubt a lack of technical talent has impacted on this. My theory is that during and immediately post-recession, clients who were recruiting needed quick results to justify the investment in new talent. This led to a poaching culture, and along with the emergence of LinkedIn and portal-led recruitment, recruiters were now focused on finding experience rather than the “right person”. This can lead to unrealistic goals which aren’t met and ultimately slow and poor hiring decisions.

If companies were to focus on hiring the right person with the skills to do the job (and there are some great examples out there), time to hire and quality of recruitment would improve as a result. Poor recruiters would be found out. Recruiters should have the skills and confidence to consult with a client, but the reality is that most just focus on making placements as it’s easier not to challenge a client on their brief than to challenge them. Unfortunately, this costs recruiters and clients time and money in the long run.

At Delve we use unique client qualification and candidate assessment models to give our clients the confidence of getting recruitment right without compromising on speed. We don’t just follow wish lists and hope to find the golden ticket – we work in partnership with our clients to ensure objectives are met on both sides of the table.


Candidate onboarding – where to start?

Candidate Onboarding - Where To Start?

It’s reported that one in three people experience poor onboarding when they are joining a new business. One in three. Wow. As someone who is hiring, just think about all the pain that goes with finding that person. All of the time, money, and blood, sweat and tears. Then they start, and due to bad onboarding you have already given them reasons to think that this isn’t right for them.

As a recruiter, I hear great onboarding stories and hear horrendous onboarding stories. I hear vanilla ones as well, the ones that people forget the moment they leave the room. So, how can we combat this and put our best foot forward, I hear you say? Well, say no more…

It all starts with the interview. This will sound crazy, and you may think this is so obvious that it’s pointless to even write it. But here goes… Don’t lie. If you lie to get someone through the door, you are setting yourself up for failure. Simple. Now, understand this: I’m not saying be critical of your business to the point that they think it’s the worst place they have ever seen and would never step foot in the door again. But do tell them about the opportunity to address challenges within their role. “Yes, our business isn’t perfect and we are aware of some of the challenges. We see this role solving some of those challenges by implementing X, Y and Z”. No lies. Just honest, transparent opportunity. 

Right. You operate with transparency and honesty and the candidate accepts your challenge. This is where your induction starts. As a recruiter, I will tell you first-hand that time kills deals. Resigning from a job can be the most daunting thing many people will do. So please, please, please try to be there for your new employee. Give them a call and ask them how they are doing. Ask if they would like to pop in and meet the team? Tell them you’re having a couple of drinks on Friday and it would be great if they could come along. Do anything that would suit you and your company, but keep in contact. The chances are that after a resignation, your chosen candidate will be asking themselves if they have done the right thing – show them that they have.

Next, get your tech and merch ordered ASAP. Laptop, phone, keyboard, pens, papers, phone list, brochures, merchandise, employee profiles, chocolates, mug, business card holder – you name it, get it ordered. There’s nothing worse than turning up on day one and nothing being ready. Then, send diary requests to the people you want your new employee to meet on day one. Plan it in, and make sure you talk to people face-to-face to check that they know what you need from them and that they understand the plan.

Once everything is set, sit back, grab a brew and phone your future employee to check they are okay (again), and then confirm the start time with them. It’s also worth pointing out dress code and what people typically wear. It may sound silly, but people worry about these things.

Day 1, 10.00am, they arrive (always ask them to arrive later than you). Their desk is set, laptop waiting, phone plugged in, and there’s merchandise everywhere. Show them to their desk. Introduce them to people. Walk them around and make them known to everyone who is available. The more the merrier. Remember your first day in a job? You will forget 99% of the names but the face is at least familiar. Show them where the tea and coffee is, how to work the annoying vending machine and the best sandwich shop in town. Make them feel like you actually want them there.

Execute your well-planned induction covering the history of the business, future growth plans, and in what way their role and team is crucial to your success. 

The small details count. If you’re a line manager, give them your mobile number, take them for regular one-to-ones and set an appraisal date three months from now. Engage your new super hire. Create the environment where they will motivate themselves.

The detail behind the actual onboarding is a different blog all together, but hopefully this highlights that you have the power to make that candidate journey brilliant from the second they sit in that first interview, or even beforehand.

If you’re keen to ensure your onboarding runs like clockwork then I’d be delighted to hear from you[email protected].


International recruitment

International Recruitment

I am often asked by my candidates and clients why I am based in the UK but support the European and American market. It always brings a smile to my face and being honest, there are a couple of reasons why we have this offering.

Beyond the Paper

It’s our mantra. It drives us to do what we do every single day. We constantly ask one another, “have you got the detail?” Or in other words, do we understand what we can’t see on a job profile or CV? This process doesn’t change for roles that are based in the UK, Europe, USA or even on the moon! We have a strict way of operating that enhances our success rates for candidates and clients alike. Taking this process to other countries and utilising technology platforms means that we can be successful wherever we recruit.


Our clients love to work with us and after doing so, they love our process and best practice. It helps them to organise diary availability and have assurances that once we have taken a brief, we have a deadline for delivery. In essence, once you have spoken with us, you can remove the role from your radar for the coming days. Similar to our work in the UK, these processes don’t change wherever you are based.


We found that lots of our UK clients were asking us for European support on their requirements. The growth and next step seemed logical and like something we could do to offer a wider selection of services to our growing customer portfolio.


Sourcing top talent is just as tough wherever you go within the engineering and technical community. In this quest to find great people, we were searching globally for talent, thus building up a unique and desirable network of contacts. It made sense for us to engage with like-minded people and organisations worldwide, with the goal being to support their needs.

Overall, we have found that blending our uniquely designed and proven recruitment processes with our well-defined and established network allows us to have a global offering without compromise.

To learn more, contact Gareth directly at [email protected]


Is your recruitment partner working for your business?

Is Your Recruitment Partner Working For Your Business?

Sometimes, relationships can break down and one party starts to provide more than the other. This is true in all aspects of life but in business it can be particularly damaging to your bottom line. When you are trying to scale your business and move forward, hiring the right people is often the most critical aspect, but it can often be time-consuming and
effort- and resource-intensive to secure the right person. Ask yourself the questions below in order to work out whether your recruitment partner is the right person to meet your business needs.

1 – Are they attentive? Ultimately this is a partnership and you don’t want to create a master – slave relationship. However, the recruitment company you engage with are providing a service, and they should therefore be prompt, clear and open about what they will do by when. If you feel like you are getting five-star service, that really is a great starting point.

2 – Do they actively listen? This is really important. Sales is a tough gig and I often hear examples of recruiters wanting to sell to customers rather than listen. The key to success with your recruitment partner is for them to listen and understand your problems and then challenge you to create solutions.

3 – Are they timely? Look, a thorough recruitment process takes time. A no-stone-unturned approach is not a quick fix. However, your chosen recruitment partner should outline timescales for delivery or at least provide a review on how they are progressing. This gives you peace of mind that the process is working towards a deadline but also allows for any issues to be captured and dealt with in a timely manner.

4 – Do you like dealing with them? This is purely down to individual preference but you have to like who you work with. If you are finding it a slog and see the recruiter you are working with as a necessary evil, then it should be time to consider your options.

5 – Do they deliver? Ultimately it all boils down to delivery. Do they solve your problems by delivering great people who fit the brief on time and in a professional way? And if not, do they add value by telling you what to do to solve your problems? In a candidate-short market, it may not be down to the recruiter you are using, but the proposition you are asking them to take to the market. If this is the case, you need to know so that this can be addressed.

There are numerous things to consider when choosing your recruitment partner or reflecting on the one you are working with at the moment. My advice would be start with the above and if you are still in a position of questioning the results, then perhaps it’s time to consider a new option. For an open discussion call Gareth Foden on +44 1606 212 020.


Soft skills when interviewing

Soft Skills When Interviewing

Recently, I supported a global business in their search for a Business Development Director. It was great. I helped them define the brief, met every single candidate face-to-face, provided feedback and helped them define a shortlist. I was then involved with the final face-to-face meetings as a HR presence. I realised quite quickly that whilst the people conducting the interviews were seasoned experts in their field, they were missing some of the ‘recruitment basics’ I would want to be crystal clear on.

After the first interview, the advice I gave them was pretty straightforward, and I felt like it really helped to shape the rest of the interviews:

Firstly, set your stall out and explain to the interviewee what is actually happening. Rather than diving straight into the questions, introduce the people in the room, and let the interviewee know their roles and why they are present. Try to make the candidate feel at ease in the room before jumping in to ask ‘explain to us the complexities of the technology you are involved with?’.

The next tip I gave them was to focus on understanding the motivations of the candidates. Yes, you can ask all the technical questions under the sun, and the market and product match might be fantastic, but for a long-term hire, motivations and aspirations are key, so don’t let them leave the room without finding out what these are. Find out what makes the candidate tick, what really gets them out of bed in the morning and importantly what their short-term and long-term career goals are. Secondly, ask yourself whether these goals link in with your business objectives and whether you can then use this as leverage to sell your company to the candidates.

Next, box off the candidate’s reason for leaving their current job. I explained that this seems really simple but doing so maintains good practice. Yes, your recruiter will ask this when they interview candidates, but make sure you are happy with the reasoning. Ask yourself does it make sense, do you understand it, and above all else, is it consistent with the reasons I received?

My final pointer was to leave a great impression to all the candidates who took the time to meet with them. Explain the next steps in the process, ask them to contact the recruiter with any follow up questions they may think of and thank them for their time. Again, it seems really simple but it’s powerful to leave candidates feeling like they have had a great experience with your company.

So there you have it: whilst your focus may rightly be on typical questions surrounding experience and expertise, to create a fully rounded interview process, you need to start with a great introduction, conclude with a clear next steps for all candidates and focus on understanding motivations and aspirations during the interview. With these tips in mind you should make candidates feel at ease and as a result feel more comfortable giving honest answers to your questions.


Working from home and flexible working

Working From Home and Flexible Working

​Flexible working and working from home is a real hot topic at the moment. It seems like with millennials and Gen Z entering the workplace, and with an array of images of employees using a Macbook by the sea on social media sites such as Instagram, there is a real drive and desire for flexible working.

Companies often wrestle with this, especially those who are more mature in their processes and those who want visible presence from their employees. I get why this is this case, but, as a recruitment consultant, I often find brilliant candidates who don’t or can’t meet the location requirements of the role. It really got me thinking about what employers should consider before they allow or reject flexible working requests. Here are some of my ideas:

1 – Do I trust my employees enough to allow it? Ultimately, it boils down to trust. Sure, the odd person will always be the exception to the rule, but trusting your employees to complete their tasks within times and locations to suit them is where this often falls down. So as a business leader, ask yourself, do you trust your team?

2 – Do employees need to be present, visible or both? Recently, I spoke to a candidate who rejected a role with a lower salary but greater responsibility purely because it required “visibility”. He explained that he was able to work all sorts of hours to meet the needs of the role, but ultimately his family life was important and the obligation to be in the office 8.00 – 18.30 every day made accepting this role impossible. It wasn’t due to the money, it was a decision which was purely based on this required “visibility”. The business wanted him to be present (i.e. available for calls and meetings), but also visible (i.e. they wanted to see him in the office doing his job).

3 – Will it suit my business? Ultimately, flexible working won’t suit every single business. As an employer it’s critical to consider if allowing flexible working will impact on your customer service and above anything else, on your bottom line. If it will, maybe it’s not the route for you.

4 – Will I be comfortable with the perceived lack of control? As mentioned above, it is all about control. Will you, as a leader, be comfortable with your employees working from home whilst not being able to physically see the contributions they are making each day.

5 – How will I measure success? If you go for it, and decide to implement a flexible working or work from home policy, it is worth considering how you will measure success. Will it be day-to-day wins, weekly productivity reports, or monthly project completions for example? Each role may be different, but to really be in tune with how well your work from home strategy is doing, it is worth being on top of what success looks like.

You could literally write pages and pages of considerations before implementing or removing a flexible working policy. It is really worth sitting back to consider the positive impact this could have on your company as well. Yes, there is a risk, but in equal measure there is reward. Could this type of policy reduce childcare costs, save commuting time and money, allow people to be back home before 7pm, and ultimately, could it result in immeasurable benefits that boost your staff retention in return?

If you would like to discuss how to implement something like this, or discuss examples of businesses who have implemented or removed flexible working policies, then I would be glad to discuss[email protected]


Covid-19 culture shift

Covid-19 Culture Shift

​How could more people working from home (WFH) during the COVID-19 pandemic affect the culture and value proposition of your business?

First of all, let’s look at what WFH means for your employees and business.

–      Working from home is already a fast-growing trend, with 44% growth over the last year and 91% over the last decade.

–      Remote work attracts and retains more talent, with 75% of respondents citing flexible schedules and remote work as the most effective non-monetary employee retention driver.

–      Remote and flexible work is good for business, with 90% of employees saying it would increase morale and 80% saying they are less stressed.

–      Fewer distractions, less disruption, zero commute, minimal office politics and a more personalised work environment lead to 65% of people stating they are more productive when working from home.

Could the COVID-19 outbreak act as a catalyst for a digitised culture shift in your industry?

With research showing that WFH is a growing trend due to improved employee satisfaction, increased productivity and morale, the question is, will your company be outdated and less attractive once COVID-19 restrictions are lifted if you mandate a return to the office?  

It’s reasonable to suggest that once employees get a taste for the benefits of WFH and your business becomes more profitable as a result, the culture of your business moving forward ought to adopt a more flexible working schedule to compete, as there’s a clear competitive advantage to be had here.  

The reality is that if you do not adapt, your workforce could be more inclined to explore opportunities with your competitors who do promote a flexible working culture and can provide the best technology. Those at the forefront of a new, exciting and rewarding culture will naturally be more attractive the most talented people in your industry.

How is COVID-19 WFH affecting your ability to access the passive candidate market?

Whilst we’re in the early stages of the COVID-19 outbreak, it’s understandable that businesses are having to improvise to keep things running. Supply chains have been affected and markets are suffering which can lead to uncertainty and caution with your hiring plans for 2020.

42% of all hiring managers in our network have stated that being able to engage with the most talented people for their business is the biggest barrier to success with their hiring strategies. The figure is even higher for small- to medium-sized companies who have more niche or expansive role requirements. The second biggest barrier is not being able to compete with salaries offered by larger companies; however, this is where cultural, or non-monetary, benefits are being offered to offset a monetary disadvantage.

With more people in sales and commercial roles being forced to WFH than ever before, there are now more opportunities to market your brand and business. Typically, the most talented people are only available to talk about job opportunities in a confidential environment.

There’s scope to gain a competitive advantage in a number of ways. Here’s how we could help:

–      Gain more clarity than ever on your desired local and international passive candidate pools.

–      Keep the wheels turning with your hiring plans by staying active in passive candidate pools.

–      Champion your company’s value proposition in a time of uncertainty.

–      Market yourselves as a strong organisation with a flexible working culture.

Essentially, if you remain proactive with your hiring strategy for 2020 and beyond, you will be in the strongest position to attract the very best people to your business.

(Sources – https://www.merchantsavvy.co.uk/remote-working-statistics/ , https://www.smallbizgenius.net/by-the-numbers/remote-work-statistics/#grefhttps://www.flexjobs.com/blog/post/remote-work-statistics/).