The shortage of procurement and commercial candidates in the construction sector has been driving up salaries since COVID. Our salary survey guides show that each of the last three years, employees have enjoyed pay rises of on average between 4.5% and 6.2%. However, few companies can afford to pay the top rates at each salary band needed to attract the finished article for the role they are filling.
Instead, many employers are looking for the rough diamonds, either ambitious young talent who are light on experience, or more experienced individuals who have somehow dropped through the gap.
So, how do you find these individuals? and what are the risks?
Ambitious Young Talent
Looking for ambitious but inexperienced talent is the easier route. There are more of these individuals and they are often open to an approach. Generally, they will be good self-publicists and active networkers, involved in industry body groups. Their LinkedIn profiles will be regularly updated, and they will have plenty of connections. They will also be known to their peers in the organisation.
There are two principle risks when targeting these sorts of candidates. The first is that they have typically climbed fast and in some cases when they come across challenges, that exposes their lack of experience they hit a ceiling and can even lose confidence. The second challenge is identifying the balance between style and substance, those who are better at self-promotion, tend to get promoted, not necessarily those who deliver.
While there may be some risks, with robust vetting and interviewing many of these ambitious youngsters continue on their accelerated trajectories.
Undervalued experience
Finding individuals who have experience but are undervalued is more challenging. A long period since an individual’s last promotion can be a good indicator that they are being overlooked but a lot of employers will have searches set up on LinkedIn targeting those individuals.
Asking contacts about which of their (former) colleagues fly under the radar can be more productive, however the most effective technique tends to hunt out pockets of talents – for example: some companies consistently pay under market rate without employees realising; salaries in some niches and geographies are consistently lower than others; and some employers consistently have more talent than they can promote creating bottlenecks. The more you hunt out these pockets and individuals, the more of an instinct you get for who to approach.
But again, there are risks. Some of these individuals don’t want more responsibility or have reached their professional plateau. Others are flawed in some aspect of the way they work or more commonly the way they interact with others. Many are loyal to a fault.
Whether you are looking for undervalued experience or ambitious young talent looking where other hiring managers aren’t looking reduces competition. Many hiring managers default to looking for talent from their nearest competitors and for the largest / most high profile companies.
As a result, competition to attract staff from those companies is intense. Try instead employers who are a little left field. Similarly, employers using LinkedIn to find new hires default to searching on the same terms. If you set your search parameters a little differently you can often identify individuals who are frustrated at the fact they are falling through the gap.
In the same way that it pays to set your search parameter differently to other employers, try to take a different approach to CVs. Instead of looking for reasons to rule candidates out, look for triggers to include them. Some candidates simply don’t know how to lay out a CV, which information they should be trying to highlight or how to make the most relevant information pop. Others don’t make the time to tailor their CV for each application. Eitherway, as a result they are more likely to be overlooked by most hiring managers.
Sorting potential
Having identified prospects, sorting the wheat from the chaff is critical. For these candidates, career path to date and job titles are less important than repeated evidence of strong performance. At interview keep probing for examples of what they achieved and how they achieved it. The key is repeatability.
Don’t be afraid to deviate from your standard interview techniques and questions. Experienced candidates who have not progressed may have been overlooked because they get intimidated by, or simply don’t perform well in, standard formal interviews, while ambitious young candidates can be more polished at interview than they are at their desk.
Undertaking the interview over lunch, a coffee or even a beer may help bring out their true potential. While a less formal setting may be advantageous, that doesn’t mean the process should be less rigorous. You are looking to identify in candidates things that other people haven’t seen, but also need to make sure you are aware of candidates’ flaws.
Offering candidates
With salary typically constrained to some degree (otherwise why would you be searching for rough diamonds?!) it can be a challenge to motivate candidates to move. Ambitious candidates will typically be looking for opportunities for further growth and development. Similarly, previously undervalued candidates may find being listened to about what it is they want from their career interesting, but they are also likely to be more interested in loyalty, security and the environment they are joining.
Conclusion
Finding high potential, undervalued employees is challenging but possible – we manage it time and again for our clients. Before you start looking externally however, make sure you look at your own company the way you plan to look at your competitors’ employees. Who is good but simply quiet? Who has the potential to be fast tracked? If you don’t give them a chance then someone else will.
The rapid advances in artificial intelligence (AI) over the past two years have been nothing short of revolutionary, and there is no indication that its transformative impact is slowing. As procurement and commercial recruitment specialists in the construction sector, how AI is reshaping our industry is now a constant consideration. What opportunities does it bring? What challenges does it pose?
The Opportunity: AI’s role in sourcing and shortlisting for high volume recruitment
AI models excel at processing vast amounts of information and learning from outcomes to deliver ever more targeted results. For example, in the medical field, AI-driven cancer detection systems are achieving accuracy comparable to radiologists by analysing massive datasets and continuously refining their models based on the real-life outcomes.
The same principles apply to recruitment. AI can rapidly source and scan vast numbers of candidate profiles and assess their likely suitability for a role. Then by identifying which profiles successfully progress through interviews and job placements it can refine its performance. When applied to high-volume roles—such as call centres or entry-level accountancy roles - this process can make commercial sense.
NB. There is of course the caveat that any AI’s effectiveness is dependent on the quality of both the algorithm and the data used to train it.
AI for niches such as Procurement & Commercial Recruitment for Construction
In a specialised niche, like procurement and commercial recruitment within UK construction, AI’s application presents both advantages and challenges:
However, AI’s ability to source vast quantities of data quickly, coupled with advanced language models, should enable niches such as ours to:
Automation & enhanced targeting in high volume recruitment
For transactional, high-volume recruitment, further to improving efficiency for the sourcing and screening of candidates, AI can play a significant role in automating:
The Human Factor: How AI falls short for Procurement and Commercial Recruitment
While AI offers efficiencies, it currently struggles in areas requiring human intuition and relationship-building which are critical factors when recruiting mid-to-senior level roles. Areas where recruiters will outperform AI include:
With the speed at which AI is progressing, how long recruiters will outperform AI is up for debate. However, our brains are hard wired to seek out human-to-human contact and that instinctive preference for flexible interpersonal relationships over opaque algorithmic consistency is likely to persist for mid and senior level roles.
The Future of AI in Recruitment… We haven’t thought of many of the benefits yet
While AI is already transforming many business sectors, how it will evolve is unknown as are the positive and negative ramifications. A colleague recently mentioned a new (to us at any rate) development they learned about at a sales conference that hadn’t even crossed our minds.
Apparently (and I can well believe this!) 25 years ago, 1 in 3 cold calls resulted in a meaningful conversation; today, that figure is just 1 in 29. So, innovators are looking at how AI can help reduce that 1 in 29, by mining multiple data sources to understand which individuals are more likely to engage with an approach. I imagine they’re also mining data to determine which marketing channels to use, what content to use in any approach; and even what time of day to make an approach to maximise chances of success...
Our Vision for the Future
AI is undeniably transforming recruitment. Fortunately for us, the specialised world of procurement and commercial roles within UK construction, means its role for the foreseeable future will be to improve the service we offer, not to replace us.
It is already making candidate sourcing more efficient and, in the future, may bring an interesting perspective as to which candidates are most likely to perform well in a role, assisting in predictive hiring. However, especially for mid to senior level roles, the human elements of recruitment remain irreplaceable. Building relationships and trust, evaluating soft skills, nuanced negotiations around offers… there is plenty that AI is, for the moment, unable to do.
The world of procurement and commercial management in the UK construction sector can be fast-paced, high-pressure, and demand long hours. Factor in economic fluctuations, regulatory changes, and emerging technologies, and it’s easy to see why, at some point in their careers, many professionals feel stuck, disillusioned, or burned out.
When you’re in a career rut, the solution will depend on the cause. In some cases a quick change of job may be the solution, however more often than not, it is often worth making time to reflect honestly on your current situation, to reassess your goals, and develop a structured plan.
Here is a process that can help re-energise both you and your career:
1. Identify what’s wrong and what you really want
Start by brainstorming how you feel. Are you frustrated? bored? overwhelmed? Then take a step back to assess the root cause(s) of your dissatisfaction.
Having brainstormed your feelings, ask yourself:
While self-reflection is valuable, exploring your thoughts with a trusted industry recruiter or mentor who knows your sector can provide a fresh perspective and help you uncover insights you might have overlooked.
A quick note here… There has been a rise in candidates making lateral external moves frustrated at being overlooked for development. Many of these candidates are also pushing for more remote work than is typical for their role in the industry. Five years after COVID (yes, five years!), employers are increasingly expecting employees to be primarily office- or site-based and not towing the line can be career-limiting and cause ongoing frustration.
2. Recognise the barriers and plan to overcome them
Once you’ve identified your desired direction, evaluate the obstacles standing in your way. These could include:
3. Is it really your career that’s the problem?
Sometimes, job dissatisfaction may have its roots in other aspects of our lives. Personal responsibilities, financial strain, relationships or work-life balance issues can all impact your perception of your job.
The construction industry is notorious for demanding long hours, making it easy to feel overwhelmed. Ask yourself whether adjusting your workload, exploring flexible working arrangements, or setting clearer boundaries could improve your situation before making drastic career decisions.
4. Can you afford to make a change? Can you afford not to?
Dramatic career transitions often come with financial implications, so consider:
Beyond financial considerations, think about the emotional and mental costs both of staying in a job that no longer serves you and the upheaval of making a move. Many people underestimate how much their self-esteem is tied to their careers. If work is negatively impacting your well-being, the true cost of inaction could be higher than making a bold move.
5. Seek guidance from industry professionals
Although you know yourself better than anyone, it can be difficult to get out of a career rut alone. If it were easy, you’d have done it already.
An experienced, specialist recruitment consultant or a mentor can both provide an alternative perspective and connect you with relevant opportunities. They can also help you identify strengths and weaknesses you may not have recognised yourself.
6. Take action – small steps matter
Once you’ve decided on a direction, the next step is action. Step changes rarely happen overnight, so start with small, achievable goals:
Taking even minor steps can increase confidence and energy, creating a ripple effect, leading to bigger opportunities down the road.
7. Stay Resilient
Reinvigorating your career takes time, especially in niche roles like procurement and commercial management. Competition is fierce—on average, 12 people apply for each role, half won’t even get an interview and 11 will ultimately face rejection. Patience, resilience, and adaptability are key.
Conclusion
You can’t allow the feeling of being stuck in your career to become a permanent state. By taking an honest look at your situation, identifying barriers, and taking action, you can regain control and reignite your passion for work. Procurement and commercial careers in construction may be niche, but they offer abundant opportunities for those willing to adapt, grow, and persevere. With patience, resilience, and the right strategy, you can build a career that excites and motivates you once again.
This is the third year that we have run our survey of procurement and supply chain professionals working in the construction, infrastructure, house building and building services sectors. This year an impressive 410 respondents currently working for contractors, subcontractors, suppliers and cost consultants completed the survey but before I explore the changes and trends in the blog below I’d like to share our observations from the coalface.
The Recruitment Consultant’s Perspective of the Sector
While a burst of hires resulted from the recruitment merry-go-round restarting post COVID, since midway through 2023 business confidence has remained suppressed by global economic and political uncertainty as well as a particularly tumultuous period in British politics. Consequently, many companies in the construction sector have delayed committing to major decisions and the associated hires.
This continued into 2024 and is reflected in respondents’ average salaries and pay rises. That said the second half of 2024 was the first time since 2022 that there was a noticeable increase in Head of / Director level hires and that activity has continued into the start of this year. We hope that it will continue beyond that.
So, how does this all tally with the story told by the salary survey? And what is the general narrative around salaries, broader remuneration packages, motivations, holidays and activity levels?
Salaries
69% of respondents enjoyed a pay rise in the last 12 months. And the average pay rise was 4.5%. Given the average pay rises were 5.3% in 2023 and 6.0% in 2022, it would be natural to assume average salaries for a given job title had risen as well. However, that isn’t necessarily the case.
While this could reflect changing respondent samples, another explanation is that employers are hiring for potential i.e. rather than replacing an experienced (median to upper quartile salary) senior procurement / supply chain manager like for like, the employer promotes an upper quartile procurement or supply chain manager but offers a lower quartile salary for the senior procurement / supply chain manager role reflecting the candidate’s comparatively limited experience.
The result statistically is that the average salary in both the manager and senior manager categories slightly reduces. This explanation reflects the conversations we are having with hiring managers who are under cost pressures but recognise there are few “bargains” out here and so are taking a slight risk on ambitious candidates with potential.
Performance bonuses
While fewer buyers and senior buyers have been entitled to performance bonuses this year compared with 2023, the percentage of employees receiving bonuses in all other job titles has increased. The maximum potential bonus has also increased in all categories apart from procurement manager and supply chain manager.
The increased adoption of bonuses may reflect companies trying to contain salary inflation, to incentivise performance or as a retention strategy.
Company Cars and Car Allowances
The slight decrease in both the number and value of pay rises may reflect that employers are less concerned about competition for staff than they were 18 months ago, however the car allowance data provides further indications of a caution around cost bases.
Compared with December 2023 (i.e. 12 months ago) fewer staff are benefitting from either a company car or a car allowance. Irrespective of seniority. Furthermore, the average value of the car allowance for those who do benefit (excepting Head of Supply Chain and Buyer) has also decreased, often considerably.
Irrespective of the drivers of this shift, it will have a noticeable impact on the overall remuneration packages of employees.
Home and Flexible Working
While employers in the construction sector are making it clear that they want employees back in the office more, the impact of this desire has been limited over the last twelve months. The most noticeable difference is that, compared with our survey in December 2022, the percentage of staff who have to be in the office either four or five days a week has increased by 16%, while those who benefit from 3 or more days’ flexible working per week has reduced to 32% from 40%.
However, it is clear that commutes, flexible working and home working are a major factor in employees choice of employer with 82% considering it one of their top 3 decision making criteria.
Annual Leave
The range of annual leave companies offer is significant. 8% of staff receive 22 days (or fewer per year), while the same number benefit from 30 days or more. 26% of employees now enjoy at least 28 days’ holiday a year compared with 14% who enjoy 24 days or less. 77% receive 25-28 days holiday per year.
It will be interesting to see whether this polarisation of days’ holiday continues and, if so, how employers build it into their employee value proposition.
Moving Roles
The percentage of candidates planning to (27%) or open to (40%) a move in 2025 is very similar to 2024. The top 3 factors that candidates prioritise when thinking about a move have also stayed broadly the same. “Basic salary” and “Commute, travel & flexible working” both make the top 3 factors with 82% of candidates. Job security remains in third place with 43% of respondents citing it (up from 40% in December 2023).
Interestingly, and tying back to the bonus section above, the percentage of candidates citing performance bonus has increased 10% in two years and is now up to 16%. It may be that candidates recognise the cost pressure on employers but are also feeling inflation on their own budgets so view performance related bonuses as a fair compromise.
Conclusion
The overall impression from the survey is that a mild, pervasive anxiety potentially remains about the performance of the construction sector amongst both candidates and clients. Companies are looking to keep costs in cheque while employees are often focussed on stability over risk.
However, the conversations we are having with clients, our pipeline of vacancies and the latest growth predictions from the Construction Products Association (total construction output is expected to grow by 2.1% in 2025 and 4.0% in 2026) all suggest a cautiously optimistic story.
We are anticipating plenty of interesting and rewarding opportunities for candidates who want to make a move in the next 12 months. The difference compared with the couple of years after COVID will likely be that:
From the recruitment consultants’ perspective, the most significant legacy of COVID-19 is an invigorated and ongoing tension between employers and employees over remote and flexible working.
A significant proportion of employees who were able to work from home during the pandemic found a work-life that they enjoyed and, often, in their opinion also benefited their employer. Our salary surveys of procurement and commercial professionals show that the construction industry is no exception with the numbers of respondents rating flexible working as a top three factor when choosing a move about the same as those prioritising salary. Nothing else comes close.
Nonetheless, many companies are trying to reduce the amount of flexible working they allow, or even mandating employees return to the office full time. So, what are the challenges of flexible and remote working patterns for employers? And are there also opportunities?
The challenges of flexible and remote working – how it can damage businesses
The most obvious challenge of remote and flexible working is its impact on communication, resulting in lost productivity and innovation. Practically, people not being in the office five days a week makes engineering face to face meetings (which are often more productive than online meetings) more challenging, however there are less obvious downsides to remote working too.
The zoom revolution is highlighting that the move to open plan offices over recent decades was as much about improved communications as it was about cost savings. Employers are finding that the reduced frequency of “watercooler chats” undermines business performance as it is often these impromptu conversations that drive innovation, lead to efficiencies and, from a recruitment and retention point of view, consolidate the friendships that underpin employee loyalty.
Developing and maintaining brand values and organisational culture is also more challenging remotely. As a species most of us feel a need to conform to the norms and expectations of those around us. The less time we are immersed in an environment, the less influence that environment exerts on our behaviour and values. As a result, organisational cultures become more dilute and less able to influence the group or individuals within it. In extremis, an organisation becomes an association of individuals and the lack of shared or collective purpose undermines performance.
Employers are also increasingly experiencing two-tier cultures. Employees who were “indoctrinated” with the organisational culture before flexible working patterns became the norm often have a different relationship with the employer and a different sense of the employee value proposition than more recent joiners who, for example, may have stipulations about flexible working (or the lack of it) as part of their contract. These different expectations can create a sense of tension. Often that tension can be exacerbated by perceived unfairness that not all teams or employees are subject to the same rules around flexible or remote working.
Many employers are also noticing that young employees working remotely are not developing as fast or in the same way as their predecessors who were embedded among their peers and more experienced heads in the office. It is clear that significant amounts of knowledge transfer results simply from being immersed in the office. A further challenge is that many young employees are missing out on the networking and face-to-face time that is critical for developing effective personal networks that help both with their own careers and day-to-day delivery for the employer.
So, with so many significant pitfalls and complications, why would all employers not follow Laing O’Rourke’s example and order employees back into the office five days a week?
The opportunities of flexible and remote working
As alluded to in the introduction, many employees really value flexible working patterns or the ability to work remotely and are willing to make sacrifices elsewhere (including to salary) to get a work-life balance that suits for them.
Consequently, employers who previously lacked the employee value proposition or employer brand to compete with industry leading companies for upper quartile candidates can improve the calibre of their employees by offering different flexible working patterns to their competitors. Another trend we are noticing, is employees who have a working pattern that suits them being reluctant to move companies if they cannot guarantee that the new employer will be able to match their current work-life balance.
The benefits are not simply around attraction and retention either. Some employers also find that employees who benefit from flexible working patterns are among their most loyal and their most productive.
And there can be other cost benefits too. A minority of companies are engineering flexible and remote working strategies that achieve cost savings through downsizing or eliminating the cost of permanent office space, offsetting any efficiency and innovation losses that might result from remote working.
Conclusion
There is no single right approach to flexible and remote working and every company needs to weigh the pros and cons of different strategies. Some employees appreciate being in the office full time and some of those would rather their colleagues operate to the same pattern. Others simply won’t go back to a restrictive regime.
All things being equal having employees in the office 9am to 5pm five days a week is probably, on balance, the most efficient set up for companies. However, things are not equal. Companies have different employee value propositions, employer brands, cultures, office locations etc and if a business can improve performance by attracting a higher calibre of employee or improving staff retention by offering more flexible working options, then why wouldn’t they take advantage?
As our salary surveys have shown, salary is no longer the overwhelming driver and flexible working means employee value propositions are more varied than ever before. That choice is great news for employees who want choice; and an opportunity for employers who can make it work for them.
As is true of so much of our civilisation, construction is evolving at an unprecedented rate. We are embracing the possibilities emerging from innovations around technology, materials and techniques. And we are reacting to challenges including climate change; pressure on space; shortages of resources including construction materials, food, water and fossil fuels; etc.
The roles of procurement and commercial professionals in the construction industry are unsurprisingly also evolving rapidly to keep pace. Here is my take on the experience and skills that procurers and commercial professionals in the construction sector will find grow in particular importance over the next 1-5 years…
1) Digital and Technological Proficiency (including Building Information Modelling (BIM), construction management software, and other technology solutions) – the scale of modern construction together with often tight margins; the potential for enormous fluctuations in cost; and complex, global supply chains mean that maximising efficiency is critical to successful construction. Used well the right technologies can reduce risk, enhance collaboration and communication among stakeholders, drive faster decision-making and reduce delays. Each of these outcomes can help minimise costs.
2) Sustainability and Green Building Skills – even if recent economic challenges have pushed sustainability lower down the industry agenda, a combination of regulation, consumer demand and a sense of responsibility from the construction industry itself are driving the adoption of more sustainable construction. The pressures on resources and the growing evidence that the natural world is under ever-increasing stress, mean sustainability skills will continue to grow in importance.
3) Offsite Construction and Modern Methods such as modular construction – offsite construction methods offer numerous advantages: time efficiencies; cost savings; quality control; flexibility and scalability; reduced site disruption; sustainability; labor shortages; enhanced safety; innovative design opportunities; etc. With pressures on timely delivery, costs and health and safety, as well as scrutiny from local communities and those with environmental concerns, demand is only going to increase for procurement and commercial candidates who are on top of the multitude of offsite construction options and able to successfully integrate them into projects.
4) Project Management and Collaboration – the variety, complexity and specificity of materials and techniques used in construction projects is ever-increasing and requires a corresponding range of specialist suppliers involved, with procurement and commercial professionals needing to work across multiple cultures, regulatory environments and languages. Managing these complex supply chains requires real skill and employers will increasingly value candidates with a track record of delivering materials and components on time and on budget.
5) Data analytics and predictive analytics – every sector of the economy I can think of is exploring how artificial intelligence can improve performance. The data available to modern supply chain and commercial teams is almost limitless, however it is a real skill to understand where data analytics and predictive analytics can add value as well as which data to use and how to use it. With long timelines for construction projects and exposure to global macro-economic forces, there is the potential for companies who adopt the technology and techniques well to achieve real competitive advantage.
6) Regulatory awareness – for supply chain and commercial professionals operating increasingly internationalised supply chains, the conflicting currents of globalisation and protectionism, together with rapid evolutions in technology make regulatory compliance a constantly evolving minefield. Professionals who cannot stay on top or even ahead of ever shifting legislation will quickly find themselves obsolete.
In my experience of more than two decades of recruitment, across the industry up to 20% of candidates may renege on an offer they’ve accepted or abandon their new job within three months.
The good news is that implementing a few of quick, easy and cheap onboarding actions can significantly reduce that figure.
What is onboarding?
Onboarding is a structured process designed to improve the integration of new employees into the company. A robust onboarding programme ensures regular contact between the successful candidate and their new employer starting the moment they accept the offer, through until they have fully integrated into the company (typically 3-12 months).
Why do candidates wobble?
Transitioning to a new job is stressful. Candidates are leaving behind a familiar environment, colleagues/friends and a comfortable role for an unfamiliar environment and potentially more challenging job. Meanwhile, their current employer may go on a ‘charm offensive’ flattering them, playing up any uncertainties and offering (or promising) them pay rises or promotions in an attempt to get them to stay.
Regular contact from their new employer can bolster the candidate’s confidence they have made the right decision and have a profoundly positive impact on their commitment.
What does a good onboarding process look like?
Every onboarding process varies but here is a template that covers the main steps:
Handover
Whether or not a handover in person is possible, ensure that the outgoing employee documents key aspects of the role including current projects, login details, and contact information for essential colleagues.
A comprehensive handover document can significantly expedite onboarding. If possible, allow the new hire to meet the outgoing employee to facilitate introductions and clarify any queries from the document.
Beyond the first week
Remember it takes weeks, if not months, for new employees to feel settled. Schedule formal or social catch-ups at two weeks, one month, three months and six months to assess progress against targets, gauge overall satisfaction, and provide a platform for discussing any concerns.
Using us, your recruiter
We are here to support you throughout the acceptance and onboarding process. While it’s crucial for the new hire to build a relationship with you, we can also serve as a neutral third party. This allows candidates to express any lingering concerns or questions while keeping their motivations for change in focus.
And, of course, if you need assistance designing or refining your onboarding processes, our experience and expertise make us an exceptional partner.
The job market in the construction sector is inherently cyclical, and right now, we find ourselves in an employer-led market. This means fewer job openings, more applicants for each role, and employers holding a stronger hand in negotiations. So, how can you improve your chances of landing a job in such a competitive environment? Here are some key strategies to help you stand out and succeed.
Tip: Tie your qualifications directly to the job you’re applying for by explaining how your skills can benefit the employer and make a tangible impact in the role.
Tip: If your company has a PR or marketing team, let them know that you’d like to build your profile and see whether they can help.
Tip: During negotiations, be clear about your priorities but also show a willingness to compromise. Employers appreciate candidates who are adaptable and able to find mutual ground.
Tip: Don’t get discouraged by rejection. Use each experience as an opportunity to refine your approach and improve your chances in future applications.
Tip: Use the job description as a guide to prioritise the skills and experiences you showcase. Mirror the language used to demonstrate that you understand the role and its demands.
Tip: Consider using a spreadsheet to track deadlines, follow-ups, and responses. This will help you stay on top of your applications and plan your next steps effectively.
Final Thought
Navigating a flat job market requires strategy, resilience, and a proactive approach. By investing in your development, building a strong professional profile, demonstrating flexibility, and staying organised, you can improve your chances of securing a job, even in a challenging environment. Remember, persistence pays—keep refining your approach, and success will follow.
When thinking about hiring costs, many HR teams and hiring managers think of the advertising cost, recruiter fees and on boarding. Some even think about the savings resulting from leaving a position vacant for a period.
However, when we consider the recruitment process as a whole and the implications of drawn out, failed or aborted processes, the elements listed above are the tip of the iceberg.
Here are some of the hidden costs that companies should keep in mind when thinking about recruitment:
Of course, irrespective of how good your recruitment may be, some processes will inevitably be less smooth than you would like. However, my observations over the last twenty years leave me in no doubt that companies that recognise the hidden costs of recruitment are more likely to:
The result is they secure their preferred hires more regularly and often for less money than their competitors. They also enjoy lower staff further churn reducing their costs and given their teams are more stable, the innate knowledge that builds up then makes them more efficient.
So, my advice if you want to reduce your recruitment costs:
A note on our ‘Industry Moves Trends Reports’ and ‘Salary Surveys’. These two pieces of market intelligence are designed to be used together.
The salary survey provides detailed information about lower, average and upper quartile salaries for a range of procurement and supply chain roles in the construction industries along with detail into other elements of financial and non-financial packages.
The Industry Moves Trends Reports focus on the uplift in salary achieved by candidates (in the same roles as the Salary Survey) who have successfully moved company in the last six months.
Combining the uplifts achieved in the Industry Moves Trends Report with the Salary Survey salary bands will provide hiring managers with a good indication of the salary they will need to offer to attract their preferred candidates.
Industry Moves Trends Summary – April 2024
According to our recently published Industry Moves Trends Report, employers are continuing to offer very healthy (double digit) increases on basic salary to tempt upper quartile employees to risk moving to a new role. This is hardly surprising given our Salary Survey at the start of the year highlighted that across the construction industries 73% of procurement and buying employees benefitted from a pay rise last year (averaging 5.3%). Exactly how much of an uplift employers need to offer depends on location and on the role - for example, procurement and supply chain managers and senior managers are no longer enjoying quite the same uplifts in salary as buyers and senior buyers. So, what percentage uplift do you need to offer to secure your preferred candidate? And what are the main forces determining these uplifts?
While it was widely anticipated that recruitment was going to slow significantly during Q1 2024, the volume of roles that need backfilling (i.e. an employee has moved on and needs replacing) has resulted in the market remaining pleasantly busy. In part this is because activity levels in northern England have matched the traditionally high activity levels of recruitment in the southeast. That said, the average salary uplift we’ve seen from candidates moving roles in the south-eastern England has been noticeably higher than those in the north east and north west (average uplift of 20% in the south east compared with an average of 12% across the north).
Demand for mid level procurement and supply chain management skills (relative to candidate availability) has reduced compared with twelve months ago as we would expect in a contracting market and this is noticeable in the uplift on basic salary needed to attract upper quartile candidates. Employers have been able to secure their preferred candidate with an average uplift on basic of 13%. That compares with 16% only nine months ago and 21% 18 months ago. In other words, salaries are continuing to rise but at their lowest rate since pre-COVID.
In contrast the demand for buyers and senior buyers remains consistently high and that is reflected in the continued premium employers are having to offer to secure better candidates. Our most recent survey highlights the need to offer in increase on basic salary of 17%, compared with 16% six months ago and 17% a year and a half earlier.
So what does all this mean for hiring managers?
If the market continues to cool then the uplift needed to attract procurement and supply chain managers may drop further. With UK elections in July followed by US elections in November, and indications that interest rates may start to drop in the coming months, it is quite possible the market will start to pick up again.
Irrespective of the macro forces driving the industry, demand for good buyers and senior buyers shows no sign of slowing as operational procurement for live projects remains so important. However, most companies’ salary bands can’t match the inflated salaries proven senior buyers are demanding to persuade them to move.
While a few hiring managers are successfully attracting proven senior buyers by focusing on the softer elements of their hiring packages such as flexible working, career development and bonuses, many companies are taking a punt fast tracking competent and ambitious buyers, giving them opportunities to accelerate their careers.
To view the full results, please click here: https://arresourcing.com/wp-content/uploads/2024/04/Industry-Move-Trends-Q2-24.pdf
If you’ve never previously engaged a (good) recruitment consultancy to help you find a job then you will likely have a myriad of questions. Some are easy to answer, such as “How much will a recruiter cost me?” (they won’t – it’s illegal in the UK for recruitment agencies to charge a candidate a fee to find a job); while others like “How often should I speak with my recruiter?” aren’t so black and white. In this blog I’ll try to answer some of the most common and most interesting questions as well as the most important ones...
Why use a recruitment consultant? I can search the jobs boards myself…
If you choose a reputable recruiter who specialises in your niche e.g. procurement and supply chain roles in the construction sector, then a) they will probably be aware of more opportunities than you would be able to find yourself without considerable effort; and b) they will have more detail about those opportunities than you would get from the job descriptions. As a result they will be able to help you understand the pros and cons of each opportunity and so reduce not only the time you spend identifying potential roles but also the time you spend applying for unsuitable ones.
How does a recruiter get paid?
The first thing to note is that it is always the client who pays the recruiter and it is illegal for a recruiter to charge a candidate to find them a job. The terms between recruiter and client vary, the most common fee structures are:
1. Contingent recruitment: where the client only pays the recruiter if a candidate they find is appointed to a role. This means that if several recruitment companies are working on the same role only one of them will get paid;
2. Executive Search recruitment: where the client retains a sole agency, further payments are due when specific targets in a process are achieved.
In either case, the recruiter will only get to keep the fee if the candidate stays in place past their probation and long term relationships with clients are necessary to run a successful business so recruiters will only put forward candidates who they feel could succeed in the role.
Will a recruiter put me forward for a role without asking?
No reputable recruiter will put you forward for a role without your permission, in fact it is against the law. However, when you sign up to jobs boards or register on recruitment company websites read what you are agreeing to in the T&Cs.
What makes a candidate attractive to a recruiter?
A couple of things. The better the chance the recruiter has of placing a candidate the harder they will work for that candidate as the recruiter has a greater chance of gaining a fee. If you offer to work with one recruiter exclusively for a period of time then they will likely make finding you a role a priority. A second big factor is how easy a candidate is to work with and in particular trust and responsiveness. Trust in the recruiter-candidate relationship is critical and recruiters go the extra yard for people who are straightforward, realistic, polite and recognise the value a recruiter can add to their job hunt. The third thing is candidates with a scarce or in demand skillset and a proven record of achievement.
Will a recruiter push me towards a certain role?
A recruiter’s most valuable asset is their reputation. If they misrepresent a role to a candidate or misrepresent a candidate to a recruiter there is every chance that they will be found out and word will get around. As a result, good recruiters will always look to accurately represent a role and your suitability for it. The best recruiters will however help a candidate understand opportunities from various angles – listen with an open mind but make your own decision.
Are recruiters career counsellors?
Choose an experienced recruiter who specialises in your sector/role and they will likely want to ensure you have a good understanding of your career goals and how you might best achieve them. Every good recruitment consultant will also be attuned to cultural fit i.e. ensuring that your personality is what is required for the role the client is recruiting for and so will be able to give you a feel for whether you will fit in.
Will a recruiter put me forward for every role I am suitable for?
A recruiter will consider you for every role you are suitable for, however should they have twenty candidates for a role and the client only wants to consider four, the recruiter will select the strongest four candidates to put forward – hopefully including you. Would you have done better going direct if the hiring company is accepting direct applications? Probably not because the recruiter will likely be right about some of those four candidates being better suited for that particular role than you are.
Why do clients use recruitment consultants?
There are a number of reasons including:
1. The client doesn’t have the expertise or network to recruit candidates with the specific experience or skillset required for this role and so it wouldn’t be efficient for them to do so. This is the most common reason clients choose us – we are niche recruiters for procurement and commercial related roles within the construction sector;
2. The company doesn’t have the capacity internally to run the recruitment process;
3. The client wants to challenge themselves to understand whether they are finding the best candidates.
What aspects of the recruitment process will the recruitment agency fulfil?
Typically the recruitment agency may:
How often should I call my recruiter?
The answer to this is situation dependent and largely a case of common sense. If you have applied speculatively for a job then follow up a few days later or around the deadline date indicated if you’ve heard nothing. If you have registered with a recruitment consultancy discuss with your recruiter how often you should be in touch. If a recruiter asks to put you forward for a role then ask when you should expect to hear more and follow up after that. If you are in a process and want to speak with the recruiter as a priority then leave a message for them and send them an email (but say you are doing both otherwise it can appear impatient) highlighting why you need to speak with them and when you are available. If you’ve not heard about any opportunities in a few weeks then email to ask for a catch up about the market and what candidates like you should be doing.
Why does a recruiter keep chasing me?
There are two reasons a recruiter is likely chasing you.
1. There is a time pressure, either because applicants need to be put forward by a certain time or because the client is working with multiple recruiters and the first person to get your CV (assuming you get the role) will be the recruiter who gets the success fee.
2. The client is pressuring the recruiter for information from you.
Why does my recruiter not get back to me?
Sometimes the recruiter will be waiting for more information from the client before speaking with you. However more often than not, the reason will be that they are out of the office, for example visiting clients, or that they have a pile of priorities they are working through systematically. Depending on the briefs, for junior to mid-level roles a recruiter will be working on between 12 and 30 roles at any one time, with clients expecting to see between 3 and 6 CVs per role… That’s a lot of juggling research, calls, interview arranging etc.
Will my employer find out I am looking for a job?
The answer is the same whether you apply direct or use a recruitment consultant: they shouldn’t do but exercise caution if the idea worries you. By caution I mean don’t use your current work email or your work phone as your contact details for applications and be careful what you leave up on screen at work. Also, putting “Jane Smith – Recruiter” as the contact name in your personal phone could lead to raised eyebrows if you use that phone around colleagues. At some stage the recruiter or hiring manager will need to check references and do some background qualification which can leave a trail. It does no harm to think at each stage of a process what you would say if a colleague found out and asked you about it.
Throughout your career the 1-2 sheets of paper that constitute your CV will form the spine of any job application you make.
They will be used to determine whether you are worth considering for a role, to help companies to vet you and as the framework for interview questions. As such your CV needs to be accurate, informative, easy to understand and concise if it is to be effective.
As recruitment consultants we look at dozens of resumés and LinkedIn profiles every day so I thought it would be useful to highlight the most common shortcomings as well as making some suggestions about how to make your CV stand out in the right way…
From Assistant Buyer to Supply Chain Director the basics matter!
The fastest way to get your CV (or LinkedIn profile) dropped to the bottom of the pile is by simple carelessness and/or laziness. You would be amazed by the number of CVs we look at (from all levels of applicant!) that have typos, poor grammar and/or inconsistent formatting. To the author, who is often sick of looking at and tinkering with their CV, typos may seem a trivial thing, but they do make a CV harder to read and more importantly they scream “I don’t really care about this job application.” If you’ve become blind to the page as a result of reading and rereading your CV then ask a friend or colleague to look at it with fresh eyes.
Part of making information easy to absorb is about layout and structure. For example, using bullets and bold font but trying to avoid underlining makes CVs easy to digest. Similarly employing a formula for presenting achievements (such as “objective” or “challenge” followed by “impact”) for each role or task on the CV makes it very easy for the reader to understand what you did and the impact you made.
A third-party review can also be helpful to identify sections of the CV that could be improved. For example, what may appear clear to us as authors of our own CVs, may lack context or make little sense to the reader. Similarly, an independent review can help finesse the amount of detail to share for various achievements.
Less is more – tailor your CV to make relevant achievements stand out:
It is always tempting to include all the achievements you can think of on your CV, however the more information there is on the page, the harder it is for the reader to identify achievements or sections that are particularly relevant to the role you are applying for.
For more experienced candidates this may mean omitting achievements from the CV altogether but irrespective you want to tailor your CV for each application so that the experience that is most closely linked to the job description stands out. This means that keeping a master CV with all your achievements that you can tailor for each new application is often the most efficient way of applying for roles as it is then easy to remove sections that are less relevant and potentially move others towards the top of the page while remaining confident that nothing has been left out.
Getting flagged by automated applicant tracking systems (ATS):
The recruitment industry (both in-house and consultancies) is increasingly sophisticated in its use of technology. One development that many candidates are unaware of is automated applicant tracking systems (ATS). This software searches through candidates resumés (or online profiles) to identify and prioritise CVs that most closely match the job description. In other words, it is more important than ever to include key industry terminology, relevant acronyms and the language used in the job description to maximise the chances that the ATS will shortlist your CV for the recruiter or hiring manager to review.
What you should include:
A significant proportion of candidates conflate responsibilities, experience and achievements. Being able to articulate the impact that you made in a role, or ideally to quantify your achievements, will give the person reviewing the CV something to focus on. The leadership aspect of more senior roles means that candidates at this level can credibly take ownership of their teams’ achievements, at a more junior level mentioning the overall success of a project can be good but focus on spelling out your personal contribution.
Achievements need not be exclusively cost savings, efficiencies and growth. Evidence of effective interpersonal, communication and other soft skills, especially in managerial and leadership roles is critical. Similarly, membership of trade bodies and a commitment to training and professional development will further reinforce the candidate’s commitment to their chosen discipline.
Don’t forget your online presence:
Having invested the time and effort necessary to get your CV onto the shortlist, remember to also review your online presence. Not only are an increasing number of prospective candidates identified online but recruiters, hiring managers and reviewers are increasingly conscious that the discrepancies between social media accounts, a public LinkedIn profile and a confidential CV can provide telling insights.
