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Top 5 challenges faced by semi-conductor candidates when searching for career progression opportunities

Top 5 challenges faced by semiconductor candidates when searching for career progression opportunities

Here are our top 5 challenges faced by semiconductor candidates when searching for career progression opportunities…

1. What is the role?

As a senior recruiter in the semiconductor industry, I know first-hand just how little even a well-written job description represents the role. A key battle for me at the beginning of a search is to engage with hiring managers, HR, and team members to fully understand what the role is, what it means to the business and why it’s even there in the first place; day-to-day and long-term.

2. What’s the culture of the business?

Impossible to know unless you already know people in the business. The semiconductor industry is a small world but it’s still rare that a candidate will have a clear view. Most recruiting processes fail because of cultural mismatches – pre AND post hire. That is why we always get to know the people in the business before launching a search and the foundations of our Delve screening and interviews are built on cultural-fit, matching motivations and aligning on aspirations.

3. What are the businesses expectations, goals and projections?

I’m yet to work with a business that publishes their internal strategies, investments, growth plans etc on a job description and it makes perfect sense. Trust is a key pillar of our values at Delve, this means clients will share valuable insights about their business for us to relay to candidates who we believe could be a great fit. Candidates who will buy in to their goals and ultimately, have a positive impact on them.

4. Why would I leave when the going is so good?

I rarely come across candidates who are unhappy with their current employer or assignment. We work in a fascinating industry with ongoing innovation, exciting problems to solve and end products which have a beneficial impact on our societies and environment. The ‘going’ is often very good and even more so now, than ever. What I will say is that under these circumstances, businesses must adapt and be more flexible in their recruitment because far fewer candidates are actively looking. This means, the going has also never been as good when it comes to landing an opportunity that you may not have been accepted for in the past.

5. What if I feel bad about moving on or burn bridges?

I always empathise with candidates here. Signing an offer with a new business can be hard and we should never overlook any emotional or sentimental associations with your current employer. Often, they will have played a very important part in a candidate’s career and created a great place to grow. I personally believe it’s right to feel some sadness when making a change rather than being happy to get out.

I recently placed a candidate who had spent eight years with a leading semiconductor IDM and had similar concerns. The candidate eventually took the opportunity, is very happy, and I met them for the first time face-to-face at an exhibition – alongside his ex-employers stand. My point being, if you’ve worked hard, given your notice and continue to work hard until the end of that period – you won’t burn bridges. Plus, it’s highly likely your superiors or colleagues have or will have been through the same experience as you – empathy full circle.

Written by Nathan Falconer, Senior Search Consultant at Delve Search GmbH, Munich.

 

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Top tips for retaining today’s semiconductor employees

Top tips for retaining today’s semiconductor employees

As companies expand and become more successful, so does the need to recruit and retain great people to build their teams.  Working in the semiconductor market, we have seen phenomenal growth over the past few years across many of our clients. This has resulted in a hugely competitive candidate marketplace and more emphasis on the conversations around how to find and retain the best people. 

Delve is here to help customers find the right candidates for their business but also to support and advise on the equally important subject of retention. We speak to people all day, every day, who are looking to leave their role and one of the first questions we ask is ‘why?’, giving us a great insight into how best to retain your team.

Here are our top tips on how managers can stay ahead when it comes to retention and in turn drive more engagement in their teams…

Effective onboarding and communication – From the day they sign their contract make sure the communication is open and regular. Great onboarding is essential and sets the tone for a working relationship. The probation period is crucial and although it’s a time where employees need to shine and show their worth, managers also need to realise that it’s a two-way street and they also need to show that their company is the place to be! Beyond this, having regular and open communication with team members enables managers to ensure they are aware of any threats, challenges, or demotivating factors early.

Training and development – Whether it’s a new hire, or someone who’s been in the company for years, training and development should be a regular talking point. In our experience, employees who feel like they are being invested in are more likely to stay in their roles. 

Recognition and feedback – A lot of managers find recognition difficult, and it can take practice to get it right. Everyone, no matter what level, wants to feel valued and if you’re a manager your team probably crave that recognition from you. Managers, particularly in technical environments, need to be successful at praising and rewarding success and having processes/systems for doing this in the workplace. Feedback is also a key part of this, not everything your employees do will be worthy of recognition. In fact, sometimes you will have a deep feeling of despair around their abilities. It’s important though that managers give constructive criticism and create a positive environment to improve. Remember, people want to feel challenged but not attacked.

Say/do ratio – A very simple and effective concept. If you say you’re going to do something, do it! I can’t tell you how many candidates I’ve spoken to, who say “my manager promised me ‘X’ but it never happened”. This is a huge demotivator for employees and it is a major factor in them losing confidence in their managers.

Make sure they have the tools – If employees feel like they’re doing their job with their hands tied, this is a huge problem. I’m not saying you need to cave to every demand (my manager keeps refusing the pool table and €2k coffee machine I requested) but ensure you listen to requests and their equipment is fit for purpose. 

Flexibility – Prior to COVID, employees having so much flexibility and the ability to work from home was less common. Now it’s a topic on most of our calls with candidates. It’s an expectation that companies have flexibility and in this competitive market, your competition will be offering it. There are obvious limits to this, and it can make management, training new employees and idea sharing difficult. Achieving a balance here is key to ensuring employees are happy and results are maintained.

Company culture – As finding new people in the semiconductor market becomes more competitive, many companies are looking for employees who are relocating both nationally and internationally to satisfy this need.  This can present challenges when integrating people into the existing company culture and making sure they feel part of the team.  If they haven’t already, companies must be aware of these challenges and put plans in place to actively help relocators integrate into the business both professionally and socially.

For more information on our experienced Semiconductor consultants and how we can support your recruitment needs visit.www.delvesemiconductor.com

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What is the impact of COVID-19 on recruitment in the semiconductor market

What is the impact of COVID-19 on recruitment in the semiconductor market?

What hasn’t Covid-19 impacted? The way we work and or our own personal lives have changed in some way, shape or form. Recruitment in the semiconductor market is no different.

The pre-covid traditional ways of working on site 100% of the time are no longer appealing to candidates and we have seen that a lot of candidates won’t hesitate to discount a role if this is the expectation. The vast majority are now looking for hybrid roles to allow for a better work-life balance.

Hybrid working itself has revolutionised many areas of work, a key factor to this is increasing the efficiency of the recruitment process. Being able to have virtual interviews means hiring managers or HR teams based in different areas can collaborate on a quicker timescale.

Over recent years there have been multiple announcements from some of the big players (the likes of Intel, Texas Instrument and TSMC) in the semiconductor industry to build, or consider, facilities that have traditionally been in areas such as Asia. This could be down to the impact of COVID-19 lockdowns in affected areas, so new facilities would allow for tensions to be eased.

From a recruitment perspective, this will lead to talent being in even more demand. Candidates who are actively searching for work are likely to have multiple offers of employment meaning more detailed analysis of company reviews and packages is required.

Delve’s bespoke approach to understanding your business allows us to provide realistic and achievable solutions to your recruitment needs. We work with you to devise a recruitment strategy that overcomes any hurdles and ensures that the candidate experience is clear and positive.

Get in touch to see how we can support your business.

Tel: +44 (0)1606 212020

Email: ​[email protected]

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Recruiting women into STEM roles

Recruiting women into STEM roles

The STEM industry has become a much more inclusive and diverse market, with individuals from a variety of backgrounds and cultures studying and working in the industry. However, there is still more to be done to make STEM more appealing for women.

Early exposure – As with most things, early exposure is crucial to sparking interest. One step to attracting more women to STEM is creating environments in schools that invite young women into STEM subjects. Schools and colleges need to advertise STEM to boys and girls equally, creating a balanced environment for all to start their STEM journey.

Positive role models – As well as this, ensuring that young women have positive role models from within the STEM community will showcase the future opportunities and help them to visualise a career in the industry. Having positive female role models and mentors who are working in STEM is a great way for prospective STEM employees to learn, explore and develop through advice and inspiration.

Gender pay gap – The industry needs to do more once women are in employment. Closing the gender pay gap is still an important topic in most industries and although STEM is one of the leading industries for equal pay, there is still a gap that needs bridging between male and female colleagues’ pay. There also needs to be a more balanced representation of women at the top – companies don’t just need to pay their employees equal wages; they also need to open opportunities for women to take higher positions at the top of businesses. By showcasing routes to the top, women can enter the industry with the confidence that they can progress and have equal opportunities to their male counter parts.

Our team would be happy to hear your challenges in recruiting women into STEM roles and support you with potential solutions. For further information call us on +44 (0) 1606 212020 or email [email protected].

 

 

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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.

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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].

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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.

Process

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.

Opportunity

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.

Network

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]

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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.

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Five things we learnt from SemiConEuropa 2021

Five Things We Learnt From SemiConEuropa 2021

After a year in which most in-person industry events were cancelled, we feel very lucky that we were able to attend this year’s SemiconEuropa in Munich. It was a great opportunity for us to meet face-to-face (or mask-to-mask) with clients who work across different areas of the semiconductor industry. Here are our reflections from the event:

1)    The biggest challenge facing the industry is managing the supply chain. Almost all of the companies we spoke to reported having problems sourcing the components they need.

2)    Demand across the industry is at an all-time high. We knew that our clients were busy, but we found out that many are processing purchase orders approximately 12 months in advance. This level of demand is completely unprecedented, and things aren’t set to change any time soon.

3)    Now is the time to think about your hiring needs. As demand for semiconductor products soars, many companies will need to scale up, so competition for good candidates will be fierce. Get ahead of the curve and start outlining your hiring strategies now in order to avoid scrambling over qualified applicants at the beginning of next year.

4)    It’s easier to source graduates, but difficult to find candidates with three to five years of industry experience, so think ahead and make contacts with local universities. Remember that today’s graduates are tomorrow’s skilled engineers and technicians.

5)    Emerging technologies mean new skillset gaps. The recent increase in applications for Gallium nitride (GaN), for example, means that there is a dearth of experienced engineers who are familiar with the material. Again, those in the industry need to take a long-term view when planning their hiring strategies.

 

If you’d like to find out how we could help with your current hiring plans, please feel free to get in touch.

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Reviewing candidate profiles: why every minute counts

Reviewing Candidate Profiles: Why Every Minute Counts

We recently talked to Client Manager Louise Shorrock about how important it is to offer feedback on candidate profiles in a timely manner when working with a recruiter. Here are her thoughts on the time-sensitive nature of recruitment and how hiring managers can make this work to their advantage.

How can time become an issue in the recruitment process?

As recruiters we often find ourselves in a catch-22 situation: the hiring manager is overwhelmed with work and desperately needs to hire another team member in order to be able to focus on their own role, but because they are so busy, they are unable to invest the time needed to play their part in the recruitment process. 

What kind of difficulties can this lead to?

Candidates can become frustrated with a slow hiring process to the extent that they disengage completely. Conversely, the faster you are able to provide feedback on candidate profiles, the more likely it is that you will hire a top candidate, as those candidates know their worth and will simultaneously be looking for roles in different companies. The most sought-after candidates are more likely to be snapped up quickly, so time is of the essence.

Are there any other consequences that hiring managers should be aware of? 

Yes. Any delays in the early stages of a search can and do multiply: waiting several days after the agreed timeframe to send feedback on an initial presentation of candidate profiles could easily lead to a delay of weeks or more, as some or all of the candidates presented may no longer be available, which means your recruiter will have to begin their search again and find new candidates.

It’s also important to note that delays in the review process have an impact on candidates’ perceptions of both the hiring company and the recruiter involved. As your recruiter will be communicating regularly with candidates and keeping them informed of their progress, when a delay occurs, their correspondence with candidates effectively becomes a series of ‘no-update updates’. This creates a bad impression for both parties and ultimately this could cause a candidate to question whether they would want to work for you as an employer.

Can all of this be avoided? How?

The key is in the communication between the recruiter and the hiring manager. I personally will discuss and agree on expectations at the beginning of a search campaign, including an agreed-upon time limit for profile reviews. Once that time has elapsed, I then know to follow up with the hiring manager to remind them to give feedback. This works as a kind of unofficial Service Level Agreement between both parties to make sure the process keeps moving forward. I would also always make sure that I have the contact details of more than one person who is involved in the hiring process in case delays occur as a result of unexpected absences.

Is there any other advice you would offer to hiring managers?

From our perspective, any feedback on potential candidates is good feedback. Even if the feedback is negative, this can help your recruiter home in on what’s important to you, and it can shape discussions on whether the salary offered is going to match the skillset needed, for example. I will always aim to find and present one or two candidates relatively early in the search process, as the feedback helps me to gauge the parameters and allows me to find better suited candidates.

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