bms-recruitment

How to run competency-based sales interviews in 2026

Wed, 08 Jul 2026 08:53:44 GMT

Hiring a great salesperson is a significant investment, and by the time a strong candidate is sitting in front of you, it can be tempting to trust your instincts and move quickly. With AI-assisted CVs, polished interview preparation, and hybrid hiring processes becoming more common, it can be harder to separate presentation from proven capability.

Feeling like the right fit is a good start, but it’s not enough on its own. Competency-based interviews for commercial roles gives hiring teams a more structured way to assess what candidates can genuinely do rather than relying on chemistry alone.

Here’s how competency-based interviews work and how you can build them into your sales hiring process.

What is a competency-based interview?

A competency-based interview is built around specific behaviours and skills that are known to predict success in a role. Rather than asking candidates what they would do in a hypothetical situation, you ask them to walk you through something they have actually done.

So instead of asking: “What would you do if a prospect challenged your pricing?”

You ask: “Tell me about a time you managed a pricing objection during a live deal.”

The goal is to assess proven behaviour rather than polished interview answers. Research consistently shows that structured interviews are more predictive of job performance than unstructured conversations, and for sales roles where the stakes of a bad hire are high, that difference really matters.

The competencies that matter most in sales

One of the most common mistakes in commercial hiring is trying to assess everything at once. The strongest interview processes focus on the handful of competencies that matter most for success in the role.

Most sales competencies fall into two groups:

Universal sales competencies

These tend to matter across most sales roles:

Resilience and handling rejection

Communication and listening

Drive and self-motivation

Coachability

Organisation and consistency

Role-specific competencies

These become increasingly important in more senior or specialised sales roles:

Negotiation and closing

Pipeline management and discipline

Stakeholder influence and relationship building

Consultative selling

Strategic account management

The key isn’t to assess every competency equally. Focus on the handful that are most critical for success in the role and build your interview process around those priorities.

A simple step-by-step interview process

This is where many commercial hiring processes can fall down. Without a clear structure, interviews can quickly become inconsistent, especially when multiple people are involved.

Here is a simple process that works well for most commercial roles.

Step 1: Build your scorecard before you start

Before you speak to a single candidate, it’s important to decide which competencies you are hiring for, how they will be assessed, and how responses will be scored.

For most sales roles, four to six competencies is usually enough to create focus without overcomplicating the process. It sounds obvious, but it’s one of the most commonly overlooked steps in commercial hiring.

Step 2: Keep the process focused

In most cases, a two stage interview process is enough. A first stage to assess core competencies, communication style, and motivation, and a second stage to go deeper on role-specific skills, perhaps including a practical task or short presentation.

Long, drawn-out processes regularly cost businesses strong candidates. Research suggests around 62% of candidates lose interest when hiring processes drag on, which is a significant risk in competitive sales markets where strong talent is often interviewing elsewhere.

Step 3: Brief your interview panel

If more than one person is involved, make sure everyone understands the competencies being assessed, who is asking which questions, and how scoring works before the first interview takes place.

Step 4: Use STAR-format questions

STAR stands for Situation, Task, Action, Result.

Ask candidates to walk you through a real example using this structure and listen carefully for the Action and Result. What did they specifically do, and what outcome did they achieve?

If an answer feels vague, probe with follow-up questions like “Can you give me a specific example?” or “What was your personal contribution?”

Step 5: Score independently, then debrief

Once the interview is finished, every interviewer should complete their scorecard individually before the group debrief takes place. This helps reduce groupthink and encourages more objective discussion.

Step 6: Decide against the scorecard

Use the scores as your starting point in the debrief. If someone scores well across the board but the team didn’t warm to them personally, that is worth a conversation. If someone charmed the room but scored poorly against your criteria, that is worth noting too.

The scorecard doesn’t make the decision for you, but it keeps things honest.

Competency interview questions worth using

Good competency questions are specific, behaviour-focused, and open-ended. Here are some strong examples grouped by competency:

Resilience

“Tell me about a deal you lost that you expected to win. How did you respond afterwards?”

Pipeline management

“Walk me through how you manage your sales pipeline week to week. What does your routine look like?”

Stakeholder influence

“Describe a situation where you had to bring a sceptical decision-maker round to your point of view. What was your approach and how did it land?”

Coachability

“Can you give me an example of a piece of feedback that genuinely changed the way you work? What did you do differently as a result?”

Drive and self-motivation

“Describe a target or goal you set yourself that went beyond what was expected of you. What drove you to do that?”

Negotiation

“Tell me about a time commercial terms became difficult during a deal process. How did you handle it?”

Consultative selling

“Can you give an example of a sales conversation where your discovery process changed your entire approach?”

Whatever questions you choose, it’s important to make sure they map directly back to the competencies on your scorecard so you can assess candidates consistently.

How to score competency interview answers fairly

A simple 1-4 scale works well for most commercial hiring teams:

Encourage interviewers to record short evidence notes alongside their scores and to complete evaluations immediately after each interview while the conversation is still fresh. Consistent scoring gives hiring teams a clearer basis for comparing candidates and making objective hiring decisions.

Final thoughts

Competency-based interviewing isn’t about making hiring rigid or turning every conversation into a box-ticking exercise. It’s about giving yourself and your team a better, fairer way to assess commercial talent and reduce hiring risk.

A clear scorecard, a consistent set of questions, and a structured debrief can genuinely make a significant difference to the quality of your hiring decisions.

If you’re currently building or scaling a commercial team and want support putting a stronger hiring process in place, we can help. Get in touch today to find out how our team can support your recruitment goals.

5 Ways to Make Your Sales Infrastructure Attractive to Employees

Tue, 07 Jul 2026 11:01:56 GMT

Attracting and retaining talented employees is no easy feat, which is why it’s so important to ensure your company infrastructure is attractive. This is especially true of sales due to the candidate-driven nature of the industry. Your employees are the bread and butter of your sales department, meaning you need to attract the right candidates from the get-go.

In order to achieve this, you need to find creative ways to attract employees to your sales infrastructure. Detailed below are some of the top tips for making your sales infrastructure attractive to employees.

Ensure buyers are more informed than ever before.

Firstly, employee attraction and retention from a sales perspective stem from buyers being well-informed. The top salespeople will appreciate a company that champions transparency, as this makes their job a whole lot easier.

Today, it’s essential that buyers are more informed than they ever have been before. This is especially true when considering that many transactions are now done online. As a result, the buyer needs to be able to trust the company, and this trust can be earnt via the provision of accurate and honest information. To that avail, trusting customers result in more successful salespeople.

Focus on the happiness of your sales team.

If you want to know how to attract employees to your company, you need to keep your existing ones happy. The way your current sales team feels about the company will be blatantly obvious to any onlookers, so it’s important to prioritise your employees’ happiness.

What attracts employees to a company is a healthy culture, which is conveyed by your current sales team’s attitudes towards the company. Considering just how much time we spend at work, happiness in our professional lives is paramount. As a result, promising a positive working experience to potential candidates is essential.

Use data and analytics to drive revenue.

In order to attract and retain employees, data and analytics need to be used effectively. Technological advancements have allowed the sales industry to come on leaps and bounds, and a lot of this is down to data and analytics access. The sales sector is all about increasing revenue, and having access to analytics and data, making this a whole lot easier.

Therefore, in order to attract, retain, and motivate employees, you need to implement strategies that alleviate the struggles of the team. After all, the fewer hurdles that your sales team have to overcome, the more enthused they’ll be about the position.

Embrace technology and digital sales.

As previously mentioned, attracting and retaining employees in a competitive world means making their lives easier. This can be achieved by embracing technology and making use of digital sales.

The beauty of technology is that it allows you to reach a limited number of clients without being restricted by location. As a result, the number of available opportunities will make your sales infrastructure attractive to potential candidates.

The sales industry is all about progression and prospective candidates will see this as possible when the right technology is being offered.

Use a strong CRM.

Last but not least, to make your sales infrastructure attractive to employees, you need a strong Customer Relationship Management system. When it comes to being successful in sales, customer relationships are essential. After all, the company’s revenue stems from the customer purchasing a product or paying for a service. To earn this trust, salespeople must nurture customer relationships and this is made much easier with a strong CRM onside.

Ultimately, if your sales infrastructure is able to streamline and improve a salesperson’s productivity, it will be instantly more attractive.

Upload your vacancy today to see how we can help.

Face-to-face sales: Why in-person meetings still drive results

Sun, 05 Jul 2026 09:11:41 GMT

In today’s digital-first sales environment, virtual communication has become the norm. However, face-to-face sales, defined as direct, in-person interaction between a salesperson and a client, continues to play a critical role in driving commercial outcomes.

While digital tools offer speed and convenience, in-person meetings remain one of the most effective ways to build trust, influence complex decisions, and progress high-value deals. For sales leaders, the challenge is no longer choosing between virtual and face-to-face, but understanding when each approach delivers the greatest impact.

The benefits of face-to-face meetings in sales

Building trust and rapport faster

Trust is central to any successful sales relationship, particularly in high-value or complex deals. Face-to-face meetings accelerate trust-building by creating a more personal and authentic interaction.

For sales teams, this often translates into shorter sales cycles and stronger long-term relationships. When stakeholders feel confident in both the individual and the organisation they represent, they’re more likely to move forward with greater certainty.

Reading body language and non-verbal cues

In-person meetings provide access to non-verbal signals that can often get lost in virtual environments. Facial expressions, posture, and subtle reactions can offer valuable insight into how a message is being received.

For experienced sales professionals, this allows for real-time adjustment of approach, helping them address concerns earlier and position solutions more effectively. In contrast, virtual meetings can limit visibility, making it harder to fully understand a stakeholder’s reaction.

Creating more impactful client interactions

Face-to-face meetings create an environment where salespeople can fully shape the experience. From the setting to the flow of conversation, every element can be tailored to the client.

This often leads to more memorable interactions, which can be a key differentiator in competitive sales processes. When multiple suppliers are being considered, the quality of the interaction itself can influence the final decision.

Virtual meetings in the sales process

Virtual platforms such as Zoom and Microsoft Teams have become an essential part of modern sales. They enable faster communication, reduce travel time, and make it easier to engage with stakeholders across multiple locations.

For early-stage conversations, regular check-ins, and geographically dispersed teams, virtual meetings offer clear advantages in efficiency and accessibility.

Where virtual meetings fall short

Despite these benefits, virtual meetings can limit a salesperson’s ability to build deeper relationships and fully engage stakeholders. The lack of physical presence can make interactions feel more transactional, particularly in high-stakes or complex discussions.

Technical challenges, reduced visibility of non-verbal cues, and limited opportunities for natural conversation can all impact the effectiveness of a meeting. For sales leaders, this highlights an important distinction: while virtual communication supports efficiency, it doesn’t always replace the impact of in-person engagement when it matters most.

What top-performing salespeople do differently in face-to-face meetings

High-performing sales professionals approach face-to-face meetings as more than just conversations. They use them as opportunities to influence, challenge, and move deals forward.

They focus on:

Controlling the direction of the meeting, rather than simply presenting information.

Asking commercially focused questions to uncover real business challenges.

Adapting in real time based on stakeholder reactions and engagement levels.

Creating structured but flexible discussions that encourage meaningful dialogue.

The ability to read the room and adjust accordingly is far more difficult to replicate in a virtual setting, which is why in-person capability remains a key differentiator in top sales talent.

Building stronger, long-term client relationships

Face-to-face meetings allow relationships to develop beyond purely transactional interactions. Informal conversations, shared experiences, and deeper discussions all contribute to stronger, more resilient partnerships.

Clients who feel understood and valued are more likely to maintain long-term relationships, increase their investment over time, and recommend services to others. For many organisations, these outcomes are directly linked to the quality of in-person engagement.

Sales strategies are increasingly built around a hybrid approach, combining the efficiency of virtual communication with the impact of in-person interaction.

Hybrid selling models that blend digital engagement with targeted face-to-face meetings are increasingly associated with stronger commercial performance, with research indicating up to 50% higher revenue compared to single-channel approaches. This reflects a broader shift in how sales teams operate, where digital tools are used to improve efficiency, while in-person meetings are reserved for the most commercially important moments in the sales cycle.

For sales leaders, this reinforces the importance of not viewing virtual and face-to-face as competing methods, but as complementary approaches that, when used effectively together, can significantly enhance overall performance.

Why this matters when building a sales team

As sales environments continue to evolve, the ability to operate effectively in both virtual and face-to-face settings is becoming increasingly important. However, not all sales professionals are equally strong in-person.

Assessing a candidate’s ability to build trust, influence stakeholders, and manage in-person interactions is not always straightforward, but it can have a significant impact on performance. For organisations looking to improve sales outcomes, hiring professionals with strong face-to-face capability remains a key consideration.

Looking to build a high-performing sales team? We help businesses identify and hire sales professionals who excel in both virtual and face-to-face selling environments. Get in touch with our team today to discuss your hiring needs.

Getting it right: Why alignment matters in your sales recruitment process

Fri, 03 Jul 2026 10:47:48 GMT

What if your next top sales hire slipped through your fingers simply because of a scheduling delay? It happens more often than you might think. Research shows that 55% of candidates expect a hiring process to take just one to two weeks, but the average time to hire in the UK is around 32 days . That gap isn’t just inconvenient, it can cost you your strongest candidates. In a market where top sales talent has multiple opportunities, a slow or disorganised process can mean losing your next top performer before they even reach the offer stage. Aligning your recruitment process isn’t just a nice-to-have, it’s a business-critical step that directly impacts your team’s results.

The cost of misalignment

Picture this: Two excellent candidates make it through first-stage interviews. They’re both experienced, enthusiastic and a have a great cultural fit. Then scheduling the second stage begins. The most senior stakeholder insists on attending but isn’t available for weeks. Emails go back and forth, dates proposed and rejected, and the candidates, who were initially excited, start to lose interest. The result? Both accept offers elsewhere. The role remains unfilled, putting additional pressure on an already stretched team and directly impacting the sales pipeline.

This scenario is all too common. Nearly half of candidates have walked away due to delays in interview scheduling, and more than half of hiring managers say it’s getting harder to fill roles than it was last year. When your process lacks alignment, it’s not just candidates you lose, you risk revenue, team morale, and your competitive edge. Recognising the cost of misalignment is the first step toward fixing it.

The opportunity: What aligned recruitment achieves

The good news is that it's fixable. Companies that invest in a strong candidate experience see a 70% improvement in hiring quality. That’s transformational for any sales team.

An aligned recruitment process creates multiple wins. You move faster than competitors, securing talent while others are still coordinating diaries. You signal professionalism that strengthens your employer brand. You protect your existing team’s performance by filling roles efficiently. And you demonstrate the decisiveness and efficiency that top sales professionals respect, because they’re evaluating your sales process even as you evaluate theirs.

Alignment doesn’t mean adding bureaucracy or rigidity. It’s about creating a framework where everyone knows their role, timelines are realistic, and candidates experience a smooth, professional journey from first contact to offer. When done right, recruitment becomes a competitive advantage rather than a constant source of frustration.

Building your aligned process

Start with commitment, not just consensus. Before posting the role, gather key stakeholders to agree on responsibilities, process steps, and timelines. Most importantly, have senior decision-makers block out interview availability in their diaries upfront. If a role is important enough to hire for, it’s important enough to protect time for. A 30-minute planning session now, can prevent weeks of coordination chaos later.

Design for clarity and speed. Keep the number of interview stages manageable, two or three focused interviews usually strike the right balance. Each stage should have a clear purpose, whether that’s assessing selling capability, cultural and team fit, or confirming mutual interest. Define decision-making authority upfront so everyone knows who signs off, who provides input, and when decisions are made.

Build in flexibility. Identify backup interviewers for each stage so that one person’s unavailability doesn’t derail the entire process. If your VP of Sales can’t make the scheduled slot, can someone else step in? Contingency options maintain momentum and show candidates that you respect their time.

Communicate proactively. Set clear expectations from the outset and deliver on them. Let candidates know they’ll hear back within a specific timeframe after each stage, and set internal deadlines for feedback so no one is left wondering where they stand. This isn’t just courtesy, it’s competitive advantage.

Lastly, review and refine. After every hire, spend 15 minutes as a team discussing what worked and what didn’t. Small tweaks compound quickly, and within a few hires, you’ll have a process that genuinely works.

Conclusion

Recruitment for sales roles is about maintaining your team’s momentum and protecting your businesses’ performance. Misalignment can cost you the best candidates, while a streamlined, aligned process transforms hiring from a struggle into a strategic strength. By focusing on upfront planning, clear timelines, stakeholder commitment, flexibility, and proactive communication, you turn your hiring process into something that attracts top talent rather than driving them away.

If you’re looking to hire top sales talent for your team, we can support you in refining your process and connecting you with the right professionals. Contact us today to discuss your hiring needs. Let’s ensure your next hire is a smooth, successful experience for both your team and your candidates.

Why Failing to Consider Graduates Could Be a Costly Mistake

Fri, 03 Jul 2026 10:41:03 GMT

When advertising a n entry-level job role at your business, you’ll almost definitely receive applications from recent university graduates looking to take their first step into an exciting new career. However, a lot of employers are surprisingly hesitant about hiring graduates, often put off by their lack of experience.

In reality, graduates have plenty to bring to the table. Here, we’ll take a look at why you should think twice before you dismiss applications from graduates – and why failing to consider graduates for your next job vacancy could even be a costly mistake.

What are the benefits of hiring graduates?

Graduates have untapped potential

Having just completed their degrees, university graduates haven’t had their chance to shine. As a hiring manager, you’re in the unique position of being able to offer a university graduate the chance to realise their potential. A graduate will have spent years developing their knowledge and skills at university, such as sales techniques, communications skills and more – knowledge and skills that they can demonstrate within a role at your company.

Given the right onboarding, support and training, a graduate could thrive within your business , which will benefit your business in turn whether your business operates within the world of marketing, sales or in a more industrial sector, a graduate hire could be just the person your team is missing. Helping them to release their untapped potential could breathe new life into your business, helping to secure sales, achieve targets and drive success.

Graduates are a cost-effective hire

Hiring graduates can be a very cost-effective move, especially in a challenging economy , since there’s a general understanding that graduate jobs pay lower salaries due to lack of experience.

This is mutually beneficial for the business and for the graduate. After all, you’ll give a graduate the chance to start their new career while reaping the benefits of the graduate’s talent, as well as using less of your recruitment budget. Graduates can be a particularly cost-effective hire within the world of sales, where – following their training - your new hire could be directly generating revenue right away.

Graduates can offer new perspectives

One of the biggest benefits of hiring graduates is that they can offer a unique outlook on your business because they can look at it with fresh eyes contributing innovative and new idea s . Try as they might, this is something that a more experienced employee just can’t do.

There are lots of situations where this can be particularly beneficial to your business. For example, your business can gain a brand new perspective on problem areas or challenges, which could eventually help you to reach a solution. Perhaps a graduate’s perspective could even help you to improve and develop the sales strategies used within your business.

Graduates’ knowledge is current

Recent graduates have received up-to-date training and knowledge, meaning they are well-versed in current industry knowledge. You might need to work hard to refresh the knowledge, skills or training of a more experienced professional, especially if they’ve switched careers or have worked in a different sector for a while. A more accomplished professional may have more experience but they might also have to unlearn habits and processes they have relied on in previous job roles. A graduate is like a blank canvas, ready to develop new skills and hone their expertise, as well as share fresh knowledge that they acquired during their studies.

Graduates are enthusiastic

Keen to take their first step onto the career ladder, graduates generally demonstrate great enthusiasm in the workplace. This means they’ll be keen to impress and will probably be more receptive to training, as well as keen to take on new challenges that may help them further their career within your business.

Of course, the enthusiasm that graduates bring to their roles will also show in their overall performance at work. Graduates tend to perform particularly well in sales roles, where their natural excitement and enthusiasm allow them to deliver persuasive pitches to clients and customers. They’ll also be more prepared to rise to new challenges and will be open to opportunities to work with a range of different businesses.

Graduates come with a high ROI

Hiring graduates is cost-effective and can offer a great return on investment (ROI). When you hire a graduate, you have the opportunity to mould your new hire into your ideal employee through training – with the right instruction, a graduate could become a real asset to your team.

Having only just graduated from higher education, your graduate hire will likely be very receptive to training and development initiatives, having learned to hone their knowledge and skills quickly and effectively during their studies. Graduate hires, with proper guidance and mentorship, will quickly acquire the specific skillset needed to thrive within your workplace, allowing you to achieve fantastic ROI with your new hire.

Open vacancy? Hire a graduate.

The idea of hiring a graduate is one that lots of employers shy away from, concerned that they’ll need to sink much more time, money and effort into resources and training to bring their performance up to scratch. However, this is very rarely the case – more often than not, companies hiring graduates secure a fantastic new addition to the team, give a promising individual a chance to realise their potential and get a new perspective on their business. Graduates can also help companies reach their diversity benchmarks and build a more varied, dynamic team.

If you’re looking to add some fresh talent to your sales team, we can help. Our dedicated teams have years of experience and specialist industry knowledge, allowing us to bring top talent to the spotlight within your business when you recruit with us , learn more today.

10 Questions To Ask Yourself Before Submitting A Job Application

Thu, 02 Jul 2026 20:30:57 GMT

Are you looking to advance your career and make a change? Submitting a job application can be an exciting process - but there's also the potential for it to be a huge waste of time.

You want to take every precautionary step possible before submitting your application, ensuring that this opportunity is right for you. Thankfully, by asking yourself the right questions, you can gain insight into the true value that this role holds - and potentially save yourself countless hours in pursing something that won't be of benefit to you in the long-term.

Here are 10 questions you should ask yourself before applying!

Why am I applying for this job?

It's vital to know why you are looking to change your career or expand your professional endeavours to make an informed decision. After all, early mornings, late nights and hours at a desk are commitments that should not be taken lightly! Reflect on what gets your heart racing, and what would provide the best opportunities and overall satisfaction in the long run. Doing so will ensure you have taken an important first step in finding a role you can truly love.

Do I have the skills and experience required for this position?

Before applying for a position, it is important to ask yourself if you possess the skills and experience necessary to fill that position effectively. Take the time to compare your qualifications with the specific requirements listed in the job description and assess whether or not your background and experience are a match. If something is unclear or missing from the listing, see if you can research or contact someone who can provide further details so you can make an informed decision about whether this position would be right for you and your career goals.

Do I have a CV that is typo-free and up-to-date?

Having an updated CV with no typos is essential when applying for any job. Typos on your CV can give off the impression of carelessness, which can very quickly lead to you being overlooked during the selection process. It is not easy to identify all typos, so utilise CV editing tools or have a friend review and provide feedback on your CV to make sure it's 100% accurate before submitting your application. Other tools can check your document for typos such as Grammarly and QuillBot. Having a CV that is typo-free and up-to-date will show employers that you are a professional and will increase your chances of landing your dream job.

Do I have a tailored CV to match the job opening requirements?

It’s important to take a moment to make sure your CV stands out from the competition. Have you tailored it specifically for the position? If not , now is the time to invest in yourself and emphasise why you are the most qualified candidate. Focus on quantifiable accomplishments and skills that match the job description. Treat it as an opportunity to showcase your CV and feature yourself in a professional and honest light. You may be surprised at how essential this single step can be!

Have I researched the company before submitting my application?

Researching the company you are applying to is one of the most important steps in prepping for your job search! Researching the company's mission, values, and roles can give you a better understanding of unknowns before applying. Maybe you're preparing for a virtual interview or reading through job descriptions. No matter how much skill or experience you have on paper, having comprehensive knowledge of the company before sending in your application gives you an edge against other applicants and shows potential employers that you're a go-getter. Research isn't always easy, but it's essential to complete before your next job application! To show that you have done your research on a company, be sure to include details about its mission, values, and roles in your job application or CV. Additionally, be prepared to discuss your research during the job interview; it will demonstrate to employers that you are enthusiastic and knowledgeable about the company. Take some time to look at recent news articles related to the company; this will show hiring managers that you took the extra step of researching current events associated with them.

Will this job allow me to reach my long-term career goals?

Answering this question is an important step in determining if this job is the right one for you. Ask yourself how this job will help you reach those long-term goals that you set for yourself. Evaluate if the position will provide you with the necessary experience or knowledge to advance your career trajectory towards your dreams. Consider factors such as what professional development opportunities are available, whether you will have a chance to take on leadership roles, and if there could be any avenues of growth within the organisation. Answering this question thoroughly can give you insight into whether or not you should be taking that next step by applying for the role.

Have I included relevant awards or certifications in your CV?

Including relevant awards and certifica tions on your CV is an important step in showing employers that you are the right fit for their company. Awards and certifications demonstrate to potential employers that you have achieved excellence in a certain area, which can give them confidence in your abilities. This also shows employers that you have taken the initiative to invest in yourself by pursuing additional training or education, which will make you a more competitive candidate. Furthermore, having awards or certifications listed on your CV will help to set you apart from other candidates who may not have gone above and beyond when it comes to their professional development.

Do I want to work for this company long-term?

When considering a company to apply to, it's important to ask yourself if you could envision yourself investing your time and energy in the company long-term. This is critical, as part of a successful job application journey is finding a company whose long-term values and goals align with yours. Don't just apply for any company that offers an exciting role - make sure it's a company that you can trust, respect and are eager to be part of for an extended period. It may take you some extra time vetting companies before you decide which one best fits your career plans and ambitions, Glassdoor is a great place to start, but this assessment will be invaluable in the long run!

How does this position compare to others that I am interested in pursuing?

Choosing a position to pursue is an important decision; not just in terms of ensuring that the position meets your needs, but also so you can make sure it is the right fit. Before applying for any position, it is important to consider how it compares to other positions that have caught your interest. Analysing this comparison can help you gain insight into what position best aligns with your skill sets and long-term career goals. Consider each position carefully, take note of its differentiating elements, and once you are satisfied – apply!

Do I fit into their company culture?

When it comes to applying for a job, culture fit should be one of your top priorities. Asking yourself how you would fit into their company culture can help you determine if the position is right for you. A company’s culture is a reflection of its values, so take some time to learn more about its culture to get a better sense of what the organisation represents. Researching core values, organisational mission statements and stories about the culture can all provide invaluable information about the company. Once you’ve identified this information, consider how well you line up with said culture - whether it's a strong collaboration or constant innovation, these attributes will ensure that your work experience at this organisation matches up with your behaviours and preferences.

Taking the time to ask yourself these questions before hitting the 'submit' button on your job application can save you a lot of time, energy, and disappointment down the road. If you're still on the hunt for your dream job, we've got you covered. Check out our live jobs and take the first step towards landing your perfect position.

10 Killer Sales Recruitment Tactics

Thu, 02 Jul 2026 20:20:25 GMT

Regardless of industry, knowing quality recruitment tips for hiring managers isn’t always straightforward. From sourcing the right candidates to conducting numerous interviews, the process is lengthy and time-consuming. For an employer, this time is better spent elsewhere, which is why it’s important to streamline your recruitment as much as possible.

Start hiring now, don’t wait until you need someone.

When it comes to sales recruitment, you need to get started as soon as possible. You don’t want the rest of your team to suffer from a missing role, so make sure you minimise the gaps to the greatest extent. This will help ensure your sales processes can continue to run smoothly.

Know whom you’re looking for.

Another one of the many recruitment tips for employers is to have an ideal candidate in mind. The sales industry requires a specific set of skills and you should prioritise these skills when sifting through CVs. This will help you eliminate time wasting from the recruitment process by only considering the best-suited clients.

Tell it like it is.

All recruitment tips in the UK will encourage you to be transparent with candidates. The last thing you want to do is sell them the dream by promising things you can’t deliver. This tactic might speed up the process of sealing the deal, but it won’t do anything for your employee retention figures.

Know where to look.

Thanks to the latest remote recruiting tips, knowing where to look for sales candidates than it has ever been. From sales-specific recruitment sites to social media channels of salespeople, the internet is a hub of sales candidate databases. Looking in the right places is half the battle when it comes to sales recruitment.

Seek out passive candidates.

Unfortunately, the perfect person for the job might not be actively searching for a position. Therefore, as an employer, you can’t be afraid to reach out to those passive candidates. The worst-case scenario is that they reject your offer. The best-case scenario is that you source and hire the ideal person to fulfil the role.

Look for the right skills and passion for the job.

As previously mentioned, the sales industry requires a very specific set of skills; however, it goes beyond this. In addition to these skills, you need your candidate to have a passion for the job. This is particularly important in sales, as it’s this passion that drives the individual to keep finding leads and closing deals.

Evaluate your candidates.

The world of sales can be tough, and you need to know that your candidates are up to the challenge. As a result, it’s a good idea to test your candidates as soon as possible. This might include presenting them with a scenario in the interview stages and assessing how they handle it.

Advertise the right way.

It’s not just about looking for the right candidates in the right place; it’s also about presenting your opportunity to them in the right way. The best sales candidates will have the pick of the bunch when it comes to employment opportunities, so make sure yours stands out from the crowd.

Pay attention to diversity.

Having a diverse mix of people in your sales team will enable you to appeal to a wider range of clients and hit a higher number of targets. Similarly, it allows you to be inclusive, which is a very important feature of successful businesses. The importance of diversity in recruitment can’t be underestimated.

We can help you implement killer sales recruitment tactics to expand and optimise your team. Upload your vacancy to see what we can do for you.

How to Conduct a Technical Interview in 2026

Wed, 01 Jul 2026 11:57:29 GMT

The technical hiring landscape has transformed dramatically in recent years. With remote and hybrid work now the norm and competition for top engineering talent fiercer than ever, interview processes must evolve to remain effective. Traditional, in-person-heavy methods are not only outdated, they’re often unnecessary.

Today’s hiring managers need to think beyond the basics. Conducting a successful technical interview in 2026 means embracing digital-first tools, streamlining the candidate experience, and ensuring that assessments are both rigorous and fair.

So, what does an effective technical interview look like in today’s landscape, and how can you make yours stand out?

Set clear expectations from the start

Engineers are logical thinkers who value clarity and efficiency. From the outset, ensure candidates are fully informed about the interviewing process: time, date, format (video, phone, or in-person), and who they’ll be speaking with. This not only helps candidates feel confident and focused, but also gives interviewers a strong framework to build a focused and productive conversation.

Equally important, is communicating clear expectations about the role itself. Outline key responsibilities, success metrics, and required skills early on. This transparency helps both parties determine alignment and avoid missteps later in the hiring process.

Offer flexible interview formats

While face-to-face interviews can offer valuable insights that are sometimes harder to capture remotely, they’re not always feasible. Remote candidates, those with accessibility needs, or those working to tight schedules benefit from flexible options like video calls or phone interviews.

Embracing a hybrid interview model allows you to meet candidates where they are while maintaining a fair, comprehensive evaluation process. Whether virtual or in-person, the key is consistency in structure and standards across formats.

Prepare, don’t improvise

Interview preparation is just as important for hiring managers as it is for candidates. An interview is often a candidate’s first real impression of your company, so make it count. A well-prepared interviewer signals professionalism and gives candidates confidence in your organisation.

This preparation should extend to your questioning. Avoid improvising, especially in technical interviews. It’s noticeable and can undermine the candidate’s perception of your process. Instead, develop a structured set of questions that balance general insight with role-specific, technical challenges.

Focus on technical proficiency

Effective technical interviews go beyond surface-level questioning, they’re an opportunity to explore how candidates think, solve problems, and approach the kinds of challenges specific to your environment. Well-crafted, role-relevant tasks not only help you evaluate technical capability, but also give candidates a clearer understanding of what the role entails. Incorporating practical scenarios or hands-on assessments can offer deeper insight into a candidate’s experience and alignment with your team’s way of working, without making the process overly complicated.

Key takeaways for hiring managers

In 2026, a strong technical interview does more than assess skills, it reflects your company’s professionalism and adaptability. By being clear, prepared, and focused on role-specific questions, you not only attract top engineering talent but also stand out in a competitive market. A well-run interview process is an investment that pays off with better hires and a stronger team.

Partner with BMS Recruitment

At BMS, we specialise in helping organisations like yours find and assess top-tier engineering talent. From role scoping to candidate shortlisting, we’ve got the tools and expertise to connect you with the right people, quickly and effectively. If you’re looking to refine your technical hiring strategy, get in touch today and let us help you build a high-performing, future-ready team.

How to retain your top sales performers

Tue, 16 Jun 2026 10:10:13 GMT

It’s every sales manager’s worst nightmare: You invest m onths (and sometimes years) into moulding, training and nurturing a sales person into becoming your star performer - and then they leave.

Not only is this frustrating for you as a manager, but it can also have a significant impact on your business’s bottom line. On top of this, your team’s overall motivation and productivity may wane, as reported in a report on Personnel Turnover and Team Performance released by the US Army Research Institute. The report discusses the change in team composition that occurs when members leave, which requires the redistribution of knowledge and social networks within the business.

In order to avoid all these pitfalls, you need a strategy in place to ensure you’re doing all you can to keep your sales stars happy in the first place. The following should help you hold on to your top performers and therefore keep your sales targets on track.

Offer a competitive salary and benefits

Let’s face it: Money is a major factor when it comes to attracting and retaining sales people. If you want the best people to stick with your business, you need to be prepared to match - if not better - the financial incentives they could be offered elsewhere. 60% of candidates revealed salary is a top priority in 2026, making it the biggest reason for not securing the best candidate, and there’s no doubt that failing to pay your top performers an appropriate market rate will result in them looking elsewhere.

So how do you know what you should be paying your stars? Start by taking a look at salary comparison sites, salary surveys and what your competitors are offering in their job ads. While you may not always be able to offer the most on the market, you need to be competitive. If you can’t match the industry standard, think about your benefits package and what else you can offer sales people that will make your business more attractive. This could include a bonus package, company car, pension scheme, health benefits, employee perks and even a healthy social scene within the organisation. However, be careful about relying too heavily on your bonus, as a large annual sum could lead to people collecting and walking. Instead, consider a quarterly bonus with an accruing pot for over-achievement paid out annually.

Invest in them

Your top sales people will likely share similar attributes. They’ll naturally be ambitious and driven, with a desire to grow and develop in order to learn new skills and gain more responsibility. Harness this enthusiasm and potential by constantly investing in your sales staff and ensuring they feel challenged and motivated to hit new targets.

Research suggests the number one trait exemplified by top performers is, according to employers, problem solving. This is particularly relevant in sales, where the inherent competitiveness of the industry motivates top performers to achieve more and new goals. If your star performers aren’t getting the opportunity to take over larger or more challenging territories, take on bigger accounts or manage teams of their own, they might look elsewhere for a company that allows them to do so.

We know that 3 1% of employers do not offer a structured approach to career progression, despite this being the number one reason sales staff leave a company. Team members want to know what they need to do to hit the next level in their career, and what their projected path with your company might look like. Set clear, written objectives and review these regularly with your sales team, and provide coaching and training to further develop their skills and show you’re committed to their future development.

Create a culture in which they can thrive

Company culture is an increasingly important element of the modern work dynamic, particularly for millenials who want to identify with the values of their company and enjoy the environment they work in. Nurture these sales people by ensuring your culture is inspiring, positive and motivating, whether that’s by organising more social events in the office or entering a team into a sports league. Sales can be a hard job, so your team needs to like what they do and where they work in order to hit their targets. Tap into your teams’ competitive streak by incorporating a ‘Sales person of the month’ prize, and the same for top performing teams. . Whatever you can do to make your office a more fun and friendly place to work will help you hold on to your top performers, so get creative!

Get help

If you do all of the above and still find yourself losing star sales people, take the time to conduct thorough exit interviews to help identify the root causes of departure. It might be something you haven’t even thought of. Contact us to find out more.

6 Ways to Build a High-Performing Sales Team

Mon, 15 Jun 2026 08:54:20 GMT

A high-performing sales team relies on a variety of factors, and each of these is important in making the most successful sales team possible.

If you don’t put enough time into your sales team, this won’t only affect company morale but will also impact how much your business can thrive. For example, you may struggle to meet your business’s overarching goals.

According to a McKinsey sales team report , they state that the general sales experience is one of the crucial factors in a customer's purchasing. So, making a high-performing sales team is pivotal to success.

Within our blog, we’ll look at the 6 ways you can build a high-performing sales team:

What makes a high-performing sales team

You can achieve a high-performing sales team by cultivating these characteristics in the workplace:

Goal-oriented: Have a goal-orientated team who constantly strive to better their KPIs. KPIs are a great metric for success because they provide valuable insights into how a business is performing holistically.
Self-motivated: Cultivate a team that wants to take pride in producing their achievements for themselves and the wider team.
Customer-focused: Ensure your team knows how to create strong customer relationships as this creates a trustworthy brand that is equipped to promote sales.
Team motivated: Make sure that your team know how to support other members of the team, helping them to leverage other member’s skills and strengths.
Flexibility: The selling environment can quickly change course, so being flexible in approach is necessary.
Resilience: Your team constantly being able to better themselves in a pressured environment means that they will be able to produce the most focused and determined version of themself.
Strongly led: Having clear set goals means that your team will be able to progress with the help of guidance, support, feedback, and accountability.

Clear definition of roles and goals

When managing a sales team, it’s vastly important that you define your sales team structure so each member of the team understands their role and can perform to their highest capabilities.

By setting clear definitions and goals, everyone will understand the sales department's responsibilities and individual roles, so no one is left wondering, what does the sales department do?

When planning how to manage a sales team, the first step is to ensure that your team know and understands their roles to the fullest extent.

This can be done by outlining these responsibilities to each team member. For example, some responsibilities you may outline to your employees is that they are specifically in charge of retainer management.

After setting these responsibilities in stone, your employees will be able to find their feet and pave their way to success in their role.

Targeted recruitment strategies

Targeted recruitment is a great way to help you find applicants who will be a real asset to your high-performing sales team. Recruiting this way will enable you to find candidates with specific skills or characteristics.

Targeted recruitment strategies must also be focused on where the applicants or general candidates live, work, and search online. By doing this you can create the most tailored candidate search as possible.

Incentive and recognition

Having incentives and recognition is a great way to boost company morale and this can be done by promoting a high-reward commission-based sales programme.

All in all, this can lead to a meaningful culture which is driven by outstanding results. Not only this but incentives and recognition can help to nurture a productive work environment.

Make note that these incentives don’t become too competitive and that these incentives still align with the sales culture and the company values, so a sense of community still exists.

Data-driven decision-making

Sales shouldn’t be based on gut feeling; they should be based on data so the choices you make are informed.

When planning the best strategies for your sales team, you should track all levels of your team regardless of whether they produce high or low sales. Having a cohesive team will be the best way to build the highest-performing sales team.

To identify where your team can improve, engage with the data. Make sure you know what is causing certain issues so you can prioritise your performance correctly.

Continuous performance evaluation/feedback

Time is precious, but being able to give timely feedback is the best way to enable your sales team to progress.

Without feedback, your team won’t know if the work they’re doing is positive or not. They won’t know if they should repeat the new method they have tried out or whether they should stick to what they know.

Knowing what is exactly right or what is exactly wrong is crucial for improvement. Making the time for these conversations in your work on a day-to-day basis will mean that you’ll be able to dramatically improve your sales performance. All in all, feedback will help your team improve.

Promotions

Promotions are a great way to improve sales in your team because offering new job titles or general promotions is a tangible way to celebrate hard work. This doesn’t only offer great incentives but also provides great career development opportunities meaning you’ll be able to build sales.

Hire the best-performing sales team

From incentives and recognition to feedback, utilising these 6 tips will help you create the best-performing sales team possible.

If you’re unsure whether you have the time or the resources to recruit new salespeople, it’s not uncommon for companies to hire someone externally to recruit strategically.

We are a specialist recruitment agency for sales, marketing, and engineering. We use our expertise to source the best talent for our clients.

If you are looking to recruit the best sales people , get in touch with us today.

Authenticity in the Age of AI: How hiring managers can stay ahead

Wed, 20 May 2026 11:05:58 GMT

If you received two responses to the same interview question, could you tell which one was written by a human and which by AI?

If you’re unsure, you’re not alone. Recent university research by Milo Heard found that humans could only identify AI-written interview responses correctly 52% of the time. That’s essentially a coin flip. Even more interestingly, AI-generated answers were often rated as more professional and hireable than genuine human ones.

The benchmark for what makes a “good” interview answer is evolving. As hiring managers, this presents an opportunity to refine how we assess candidates. Here’s how you can maintain authenticity in your recruitment process whilst embracing what AI brings to the table.

The new hiring landscape

Online and asynchronous video interviews have become standard practice, with around 58% of companies now using AI-powered tools for video interview analysis. Candidates have access to more preparation resources and AI assistance than ever before. In fact, 31% of candidates now use AI to prepare for interviews, and 21% use it to research companies. This means the line between authentic performance and AI-enhanced responses is naturally becoming less distinct.

This shift creates interesting tensions. Whilst many candidates view AI as a helpful preparation tool, 24% of hiring managers feel it suggests a lack of genuine effort, and 17% find it impersonal. Rather than viewing this as candidates “cheating”, it’s worth recognising that hiring processes may increasingly favour synthetic polish over the genuine capabilities that matter most. When you’re building teams that need to perform, collaborate, and adapt in real-world situations, this shift is worth paying attention to.

Why authenticity still counts

AI excels at crafting polished sentences, but the qualities that make someone genuinely valuable in the workplace (empathy, resilience, their approach to problem-solving, how they connect with others) remain distinctly human.

There’s often a gap between highly polished interview responses and actual performance. Someone might present brilliantly in writing but find their stride differently when navigating a challenging client conversation, working through team dynamics, or adapting to changing priorities. The most successful long-term placements tend to come from relationships built on authentic communication and mutual trust from the very first interaction.

Four ways to adapt your hiring process

Rethink your interview questions

Those “Tell me about a time when…” prompts are easily prepared for with AI assistance. Situational questions that require in-the-moment reasoning work better: “You’re halfway through a project when the client completely changes the brief. Walk me through your next steps.”

These questions invite spontaneous problem-solving rather than polished storytelling, giving you better insight into how someone actually thinks.

2. Build in spontaneity

Include elements that reveal how candidates handle the unexpected. In live interviews, follow up with unplanned questions that dig deeper. In asynchronous formats, consider revealing one question only when recording begins, giving candidates an opportunity to show how they think on their feet.

3. Look beyond perfect polish

When a response sounds unusually formal or perfectly structured, it’s worth exploring further. Experienced interviewers can develop an eye for this and use follow-up questions to understand the personal experience and reasoning behind polished answers. This isn’t about catching people out, it’s about getting to know the real person.

4. Use technology thoughtfully

AI detection tools can be useful for flagging patterns, though they’re not definitive. They work best as part of a broader approach that combines smart technology with human insight. The most effective strategy is designing processes that naturally encourage genuine engagement rather than rehearsed performance.

The bigger opportunity: Embracing change

AI isn’t going anywhere, and that’s actually a positive development. Like spellcheck or grammar tools before it, AI is becoming part of how people prepare and present themselves professionally. Rather than fighting this evolution, forward-thinking organisations are using it as a catalyst to refine what they’re really assessing.

The opportunity here isn’t to restrict AI use, but to evolve recruitment practices that bring out distinctly human strengths: creativity, emotional intelligence, and adaptability. When you design interviews and assessments that reveal these qualities, you’re looking beyond what AI can produce and focusing on what actually predicts success in the role.

Moving forward

AI is reshaping recruitment in ways that create new possibilities rather than just new challenges. By refreshing your questions, building in spontaneity, looking past surface-level polish, and using technology as one tool among many, you can develop a hiring process that identifies people with genuine capability and potential.

The candidates who’ll truly thrive in your organisation are those who think critically, communicate authentically, and adapt when circumstances shift. A well designed hiring process finds these people regardless of what preparation tools they’ve used.

Ready to refine your recruitment approach for the AI age? At BMS, we specialise in helping businesses hire exceptional sales, marketing, and engineering talent who deliver real results. Get in touch today to discuss how we can support your hiring goals.

How technology is transforming the modern salesperson’s role

Wed, 20 May 2026 10:38:08 GMT

Technology has transformed almost every part of how we live and work, and sales is no exception. In recent years, the tools available to sales professionals have evolved rapidly, reshaping how they find prospects, build relationships, and close deals. From AI-powered training platforms to intelligent CRMs, technology is helping salespeople work smarter, not harder.

Today’s sales teams have access to an ever-growing range of platforms designed to make them more efficient, informed, and effective. Below, we explore how technology continues to redefine the salesperson’s role, and how companies can make the most of these innovations to drive performance.

Data-driven selling and smarter CRM platforms

CRM platforms have come a long way from being simple databases. Modern CRM platforms now combine analytics, automation, and integrations that give sales teams a complete view of their pipeline. Sales leaders can see what’s working in real time, spot coaching opportunities, and make quick adjustments to improve performance.

Data-led selling has become second nature for many teams. With AI now built into most CRMs, these platforms can automatically score leads, generate personalised outreach suggestions, and provide smart recommendations on when and how to follow up. The result? Less time spent on admin and more time building meaningful connections with prospects.

For sales leaders, this means decisions can now be based on data rather than instinct, creating a more predictable and scalable sales process.

Targeted, personalised outreach

The rise of digital and social platforms has made it easier than ever to understand who your prospects are and what matters to them. With access to insights about company activity, shared interests, and online behaviour, salespeople can now craft hyper-personalised outreach that feels relevant and timely.

Social media platforms like LinkedIn have become an essential part of this process. It allows salespeople to engage with prospects long before a sales conversation begins, sharing useful content, commenting on posts, and building credibility over time. While traditional cold outreach still plays an important role in many sales strategies, these digital touchpoints help warm up conversations, making cold calls feel more personal, relevant and better timed.

This targeted approach, supported by intent data and automation tools, helps teams focus their efforts where they’re most likely to see results.

AI-powered training and simulations

One of the most exciting developments in the sales world is the rise of AI training platforms. These tools allow salespeople to practice real-world scenarios in a safe environment, helping them refine their tone, pacing, and objection handling before a high-stakes call.

Platforms like SecondBody are leading the way. They use AI to simulate different buyer personas and objection levels, giving salespeople instant feedback on their performance. According to SecondBody.ai teams using this technology report up to three times higher conversion rates on closed-won deals, 67% faster ramp time for new hires, and 27% longer conversations during cold calls compared to traditional training methods.

The real benefit is accessibility. Instead of waiting for quarterly workshops or shadowing sessions, salespeople can practice whenever they need to. Whether that’s ahead of a key pitch or just to sharpen their skills. It’s a major step forward in how sales teams learn, adapt, and stay at the top of their game.

Automation and efficiency tools

Sales technology has taken much of the repetitive work off people’s plates. From automated emails and proposal generation software to instant meeting schedulers, these tools save hours each week.

Far from replacing salespeople, automation enhances what they do best – building relationships. By handling the background admin, these systems free up valuable time for sales teams to focus on the conversations that actually move deals forward. It’s a shift that’s paying off too, with professionals reporting a 47% boost in productivity since adopting AI-powered tools. Ultimately, it’s about working smarter and using technology to amplify human impact, not replace it.

Instant access and real-time collaboration

The modern sales process moves at the speed of technology. Salespeople can now access product information in seconds, research prospects on the fly, and collaborate with technical specialists during live calls. Video platforms and collaboration tools have erased geographical barriers, allowing teams to connect with clients anywhere in the world.

This immediacy has raised buyer expectations too. Research shows that 72% of customers now expect quick, informed responses, and technology enables salespeople to deliver just that. Whether it’s co-editing proposals, sharing screens, or looping in experts mid-meeting, today’s tools make it easier for sales teams to give buyers the answers they need, exactly when they need them.

BMS has the expertise to help your business thrive

Technology is changing the way salespeople work, but it’s still people who make the difference. At BMS, we help companies build high-performing sales teams that know how to make the most of modern tools without losing the human touch.

If you’re ready to find your next sales hire, get in touch with us today. Our consultants will connect you with talented professionals who combine traditional selling skills with the digital know-how needed to succeed now, and in the future.

10 characteristics to look for when recruiting your next engineer

Tue, 12 May 2026 09:47:37 GMT

Finding the right engineer for your business is rarely straightforward, and the stakes for getting it right have never been higher. Engineering and technology roles are expected to grow faster than almost any other sector through to 2030, but a very real skills shortage means competition for the best talent is only intensifying.

Against that backdrop, simply filling a vacancy is no longer enough. The best engineers bring far more than technical ability to the table, and knowing how to identify that broader mix of qualities during the hiring process can make a significant difference to your business in the long run.

With that in mind, here are ten characteristics worth prioritising when assessing engineering candidates.

Problem-solving ability

Engineering is fundamentally about solving problems. Look for candidates who can listen carefully to a brief, ask the right questions, and work through challenges methodically. The ability to stay calm and focused under pressure is a real asset here. As engineers increasingly work alongside AI tools and complex, data-driven systems, defining the right problem before jumping to a solution is becoming just as important as solving it.

Analytical thinking

Strong analytical thinking is what turns a good engineer into a reliable one. It’s the difference between a candidate who can follow a process and one who can genuinely evaluate a situation, weigh up their options, and commit to the most effective approach. This kind of considered thinking helps reduce costly mistakes and means they’re far less likely to apply a one-size-fits-all fix to problems that require a more tailored approach. Where problem-solving is about finding answers, analytical thinking is about making sure you’re asking the right questions in the first place.

Attention to detail

In engineering, small errors can have big consequences. Whether it’s a structural calculation or a line of code, the best engineers are meticulous. They understand that precision is not optional and that getting the details right matters every single time. This isn’t just about avoiding mistakes, it’s about having the discipline to consistently apply the same level of care and rigour across every stage of a project, not just the high-visibility parts. Engineers who take that approach tend to produce more reliable work, require less rework, and build greater trust with the teams and clients they work with.

Communication skills

Engineers regularly need to explain complex ideas to people who aren’t engineers. Whether they’re presenting to a board, briefing a contractor, or updating a client, the ability to communicate clearly and confidently at every level is genuinely valuable. This becomes even more important in hybrid teams and projects involving multiple stakeholders across different locations. Poor communication can slow projects down, create misalignment between teams, and ultimately cost businesses time and money.

A commitment to learning

Technology and industry standards move quickly, and the pace of change is only accelerating. As automation and AI take on more routine and technical tasks, the skills that set engineers apart are increasingly the human ones, such as creativity, problem-solving and adaptability. Engineers who are curious by nature and committed to keeping their knowledge current tend to stay ahead of the curve. The best candidates see learning as an ongoing part of the job, not a box to tick during onboarding.

Creativity

The most effective engineers are not just technically capable, they’re also creative thinkers. They can spot a smarter way to approach a problem or find an innovative solution where others see a dead end. Creativity has become one of the most important skills for innovation, moving from 10 ^th to 3 ^rd in recent rankings. When combined with practicality, it becomes a powerful driver of efficiency and improvement.

Logical thinking

Great engineers understand systems and how individual components interact. They can assess how changes in one area may impact another and identify potential failure points before they become issues. This structured approach is a core part of strong engineering judgement.

In interview settings, it can be useful to move beyond theoretical questions and present candidates with a real-world scenario. Asking them to talk through how they would break down the problem often reveals how they structure their thinking under pressure, rather than how they can describe it in abstract terms.

Teamwork

Very few engineering projects are delivered in isolation. Engineers regularly need to work across disciplines, coordinate with stakeholders, and adapt their communication style depending on the audience.

Strong candidates do more than simply “work well in a team”. They actively support collaboration by keeping others informed, managing differing viewpoints professionally, and helping maintain alignment across moving parts of a project. In interview situations, exploring how candidates have handled disagreement or misalignment in previous roles can be particularly revealing.

Mathematical ability

A solid grasp of maths remains central to most engineering disciplines, but the strongest candidates go beyond simply producing correct calculations. They understand what the numbers represent in a real-world context and can interpret outputs with confidence.

In practice, this means being able to recognise when a result looks incorrect, understand the limitations of a model, and apply judgement rather than relying solely on output from tools or software. This ability to validate results is often what separates competent engineers from exceptional ones.

Leadership potential

Even if you’re hiring for an individual contributor role, leadership potential is worth considering. Engineers who can inspire confidence, articulate ideas clearly, and bring others along with them often grow into your most valuable team members over time. Hiring with this in mind also supports your succession planning, giving you a natural pipeline of people who are ready to step up as your team grows or as senior engineers move on.

Balancing technical and human skills

Technical qualifications and experience will always matter, but they rarely tell the whole story on their own. Research suggests that soft skills are the most sought-after qualities in 81% of engineering roles, but they’re often the last thing many hiring managers assess. Some of the most technically accomplished candidates can struggle in roles that require collaboration, client-facing communication, or the ability to adapt quickly to change.

A more rounded approach to assessment tends to generate better long-term hires. Consider how you structure your interview process. Are you giving candidates the opportunity to demonstrate soft skills as well as technical ones? Practical exercises, situational questions, and even informal conversations can reveal a great deal about how someone actually thinks and works.

What this means for your hiring process

Knowing what you’re looking for is only part of the challenge. The next step is building a hiring process that actually surfaces these qualities. A well-written job description, structured interviews, and clear evaluation criteria all make a meaningful difference to the quality of your shortlist.

Partnering with a specialist engineering recruitment agency can also help. Specialist recruiters bring access to a wider talent pool, market insight, and the ability to identify candidates who align with both your technical requirements and your team culture.

Looking to hire engineers?

If you’re looking to strengthen your engineering team, we can help. We work with organisations like yours to identify candidates who bring the right blend of technical expertise and long-term value. Get in touch today to discuss your hiring requirements.

How to explain career breaks on your CV

Mon, 11 May 2026 14:49:10 GMT

When it comes to writing your CV, having career breaks can be a source of concern. Employers may not understand why you took the time off and may view you negatively as a result. However, with some thought and preparation, career breaks can become an asset on your CV rather than a hindrance to getting the job you want. Here are some pointers for explaining career breaks on your CV so that they work in your favour.

Firstly, it’s important to think about the language you use when describing your career break. Make sure that your description is positive and consider using terms such as ‘professional development’ or ‘refreshing my skills’ rather than ‘gap in employment’. This will give employers an understanding of how you used the time off meaningfully. Additionally, although it may be tempting to leave out information about your time away from work altogether, this won’t benefit you in the long run. If an employer finds out later on in the process that you were dishonest about your past experiences on paper, then it could mean the end of any potential job offer before it's even begun. It’s always better to be truthful and upfront about any relevant information or experiences from your past.

Taking a career break to raise children can be daunting, but it is an experience that should not be overlooked on your CV. Employers understand the importance of family life and may even view you as a more reliable employee if they see that you took time off to care for your kids. When explaining this period on your CV, use positive language such as ‘family commitments’ or ‘raising my children’ rather than simply stating that you were unemployed or taking a break from work. You can also use this section of the CV to demonstrate any parenting skills you have gained during this time, such as communication and problem solving abilities which could be relevant in the workplace.

Next, focus on what you achieved during this period away from work. Include details such as courses attended or online qualifications achieved that demonstrate your commitment to self-improvement; volunteering experience or freelance projects completed which show an ability to remain productive; or family commitments managed that highlight strong organisational skills needed for success in certain roles. All these accomplishments should be included within their section of your CV titled 'Highlights', 'Additional Activities' or something similar; this will ensure they stand out against more traditional entries such as previous jobs and qualifications held.

It’s also important to include testimonials from people who can vouch for what happened during your career break – ideally someone present at some point throughout this period. Testimonials help demonstrate further commitment to learning while also providing social proof that what happened during this time was valuable– so make sure they're included if applicable!

Finally, focus on how all these experiences have prepared you for the role at hand by outlining any relevant skills acquired throughout the career break to link them back directly to future job opportunities. Identifying transferable skills will show how well-rounded and experienced you are – which will make up for those periods when no traditional jobs were being held!

Though you may feel apprehensive about gaps in your employment history, with the right approach they can be seen as assets by potential employers. Be sure to present them properly on your CV, and remember that each of us has our own unique story - don't be afraid to tell yours. If you're looking for more guidance on this topic or any other career-related matters, our team is here to help - contact us today or check out our live jobs!

The 5 key characteristics of top salespeople

Tue, 03 Feb 2026 10:26:51 GMT

Sales success starts with the people on your team. As buyers become more discerning and sales cycles longer and more complex, hiring the right sales talent has never been more important. So, which traits should you look for to build a high-performing sales team?

While sales skills can be developed through training and experience, the most successful sales professionals tend to demonstrate certain characteristics. Understanding these traits can strengthen your hiring decisions and help you build a team that consistently delivers results.

Below are the five key characteristics that set high-performing salespeople apart.

Building genuine connections

Top salespeople don’t just sell products or services, they cultivate meaningful relationships. In a world where buyers can independently research solutions, the human element of sales has become a critical differentiator.

Exceptional performers bring authenticity to every interaction. They listen actively, ask insightful questions, and seek to understand their prospects’ challenges and priorities. Whether engaging face to face, virtually, or through digital channels, they create experiences that feel personal, relevant, and valuable.

This ability isn’t about being the loudest voice in the room, it’s about emotional intelligence, empathy, and adapting communication to different personalities and situations. These professionals turn one-off transactions into long-term partnerships.

Resilience under pressure

Rejection has always been part of sales, but today’s environment adds extra complexity. Longer decision-making processes, often involving 10 or more stakeholders, combined with economic uncertainty, make persistence more important than ever.

High performers approach setbacks with perspective and optimism. They don’t dwell on lost deals or take rejection personally, instead, they analyse what happened, learn from it, and move forward with renewed focus.

Resilience isn’t about being thick-skinned, it’s about staying motivated, managing pressure, and remaining solution-focused when results don’t come immediately. In today’s multi-channel environment, the ability to persevere across touchpoints is crucial.

When recruiting, look for candidates who can clearly articulate how they’ve navigated challenges or bounced back from disappointment. A candidate’s mindset in these moments is often a strong predictor of sustained success.

Intrinsic drive and self-direction

Top performers are self-starters who take ownership of their results without needing constant supervision.

Self-motivation manifests in many ways: proactively seeking feedback, deepening product or market knowledge, and establishing disciplined prospecting and pipeline habits. Professionals who thrive with autonomy manage their time effectively, follow up diligently, and remain accountable, whether office-based or remote.

When interviewing, it’s worth exploring what drives candidates beyond commission. High-performing salespeople are often motivated by personal growth, problem-solving, and mastering their craft.

A healthy competitive spirit

Sales is inherently competitive, but the most effective salespeople channel this drive constructively. Some thrive on public recognition and leaderboards, others are quietly motivated by personal benchmarks. The key is balance: ambition paired with collaboration, professionalism, and integrity.

Strong teams combine healthy competition with mutual support. Look for candidates who celebrate team wins as enthusiastically as their own, share insights to help colleagues succeed, and maintain composure under pressure.

Adaptability in a changing landscape

While these core traits have always mattered, today’s sales environment demands flexibility. High-performing salespeople embrace technology as an enabler rather than a barrier, leveraging CRM systems, data insights, and digital platforms to work smarter.

They are continual learners. As markets shift, products evolve, and buyer expectations change, they stay curious, seek feedback, follow industry developments, and adjust their approach across channels and stakeholders when necessary.

This adaptability drives stronger forecasting, more efficient sales processes, and long-term performance, all critical for scaling and sustaining success.

What this means for your hiring process

Identifying these characteristics isn’t always straightforward. A strong CV or confident interview doesn’t automatically indicate genuine sales potential.

Structure your hiring process to uncover behaviours, not just stated skills. Ask candidates to describe specific situations where they’ve built relationships, handled rejection or taken initiative without direction. Listen for concrete examples rather than generic claims about being ‘people-focused’ or ‘target-driven’.

Practical assessments, like role-play exercises, often reveal how candidates handle objections, structure conversations, and think on their feet, insights traditional interviews may miss.

It’s also important to recognise that different sales roles require different strengths. Consultative B2B roles often demand patience and relationship-building, while transactional environments may prioritise pace and resilience. Align the traits you seek with the realities of the role and the behaviours that drive high performance.

Building a sales team that delivers long-term value

Getting your sales recruitment right has a ripple effect across your organisation. Strong salespeople don’t just hit their targets, they enhance customer experience, strengthen your brand, and often become your future sales leaders.

The five traits outlined above provide a framework for identifying genuine sales talent. While no candidate will excel in every area, understanding these characteristics can help you make more informed hiring decisions and build teams equipped to succeed in today’s dynamic sales environment.

If you’re looking to strengthen your sales team, our recruitment consultants can help. We specialise in identifying high-performing sales professionals, stay closely connected to market trends, and partner with businesses to attract the right talent.

Get in touch today to discuss how we can support you in building a sales team that drives lasting results.

How to Support Women in the Workplace: Practical Strategies for Employers

Mon, 19 Jan 2026 07:00:17 GMT

Women have been fighting for gender equality in the work environment for decades. Despite much progress being made, women continue to face unique challenges and barriers that prevent them from reaching their full potential.

To create a more inclusive workplace culture and promote gender equality, there are some proactive steps that companies can take to support and empower female workers. In this article, we'll explore how businesses can best support women in the workplace.

Provide resources for a work-life balance

Employees are often expected to juggle multiple tasks and responsibilities outside of the workplace, making it difficult for them to focus solely on their careers. Businesses can provide a range of resources that will help staff maintain a healthy work-life balance.

One way corporations can do this is by promoting flexible working arrangements. This will allow workers to manage their capacity in a way that works best for them and allows them more time with family or other commitments outside of work without compromising their job performance. It also helps reduce stress levels, allowing employees to feel more relaxed and focused at work.

Another resource employers can offer is access to childcare services, either through discounts with local providers or by providing onsite day care facilities. Having access to reliable childcare options makes it easier for people who are juggling both parenting duties and full-time roles, enabling them to better manage both demands while still being able to perform well at the office. Supporting parents in this way will not only provide benefits for the individual but will encourage a more family-friendly work culture, which can be valuable in boosting morale and productivity.

Finally, organisations can provide access to counselling services or employee assistance programs (EAPs), which can help manage stress and maintain mental health. Giving your employees access to resources to help them manage these issues can go a long way in making the work environment more supportive.

Provide mentoring and networking opportunities

Mentoring and networking opportunities contribute to a workplace environment where employees can share experiences and support each other. Mentoring programs give workers access to experienced professionals who can offer advice on career development and growth. Networking events offer a platform for connecting with like-minded individuals, making it easier to build relationships that may lead to new job opportunities or collaborations.

For example, many large companies offer formal mentoring programs that help staff connect with senior executives or successful entrepreneurs who have experience navigating challenging environments and achieving success despite any adversity faced along the way. These programs also provide a safe space where employees feel comfortable discussing issues in the workforce.

Finally, leadership development programs can provide employees with the skills and knowledge they need to advance into management roles within their company. These programs often feature prominent female leaders as speakers, providing women with role models who can inspire and motivate them in their careers.

Create a supportive and inclusive workplace culture

Having a supportive and inclusive office culture is essential for promoting gender equality. By developing an atmosphere that is encouraging and respectful, employers can create a space where employees feel comfortable, safe and confident. This will not only help to promote gender equality but also foster a more positive work environment, leading to greater productivity and satisfaction levels.

Creating a supportive and inclusive workplace culture through education and training, should ensure that managers are trained in identifying any unconscious bias or discriminatory behaviour in the workplace. Training programs should be tailored to meet the needs of each company’s unique workforce and prioritise creating an open dialogue between management and staff.

Having a diverse team can help an organisation in numerous ways, both in terms of productivity and innovation. A diverse team brings different perspectives and backgrounds to the team, which can lead to more creative problem-solving and unique solutions to issues. Diversity of thought can be invaluable when it comes to staying ahead of the competition and developing new products or services that will be beneficial to customers.

Having a diverse team increases employee engagement levels, as workers feel more comfortable expressing themselves and their ideas when they don’t feel like they are part of a homogenous group. Increased engagement can lead to better morale, improved collaboration and higher job satisfaction, which translates into higher productivity.

Companies will also better understand their customer base, by providing insights into how different cultures or demographics think about certain products or services. This knowledge can be used to improve marketing campaigns and create targeted messaging that resonates with particular groups.

A diverse team will help companies create an inclusive environment where everyone feels accepted regardless of race, gender, age or sexual orientation. A culture of inclusion sends a positive message both internally and externally that the company values each individual’s contributions and strives for equality.

The menopause

Employers can support women going through menopause by providing them with resources and assistance to help manage their physical and emotional impacts. Menopause is a natural transition that occurs in all women but can lead to uncomfortable symptoms such as hot flushes, sleep disturbances, mood swings and vaginal dryness. This can have a negative effect on an employee's performance at work, making it important for employers to provide support during this transition.

Businesses should be mindful of any language or jokes that could make staff feel uncomfortable or embarrassed. Being aware of any potential signs of distress you can offer support if needed. It might be worth implementing flexible working policies that allow workers to adjust their hours to help manage symptoms or take breaks as needed.

Training and health education programmes specifically tailored towards the needs of women going through menopause are also an option. These programmes can cover topics such as understanding common symptoms, stress management techniques and nutrition advice and exercise tips. These training programmes not only benefit employees but also increase awareness about the transition across the wider business.

Companies can also provide staff with access to specialised providers who understand the challenges associated with menopause, as well as information about treatment options available for symptom relief. Providing on-site wellness facilities like counselling sessions or massage therapies can also help reduce stress levels and create an overall sense of well-being.

Review recruitment and hiring practices

One of the most effective ways to support women in the workplace is to ensure that the recruitment and hiring practices are inclusive and free from bias. This means taking a critical look at current processes and identifying any areas where bias may be present. For example, job descriptions should use gender-neutral language and focus on the essential skills and qualifications needed for the position, rather than imposing unnecessary requirements that may disproportionately disadvantage women.

To attract a diverse pool of candidates, employers should also consider expanding their recruitment channels beyond traditional sources, such as job boards and referrals from current employees. This could include partnering with a recruitment company (such as BMS), attending job fairs targeted towards underrepresented groups and using social media to reach a wider audience.

Another important aspect of creating an inclusive hiring process is ensuring that the selection process is objective and free from bias. This can be achieved by using structured interviews with standardised questions, blind CV reviews to remove identifying information and diverse selection panels to prevent individual biases from influencing the hiring decision.

In conclusion, promoting gender equality and creating a more inclusive workplace culture requires an intentional and sustained effort. By implementing the above strategies, employers can not only empower their female employees to reach their full potential but can also create a more diverse, equitable and productive workplace for all employees. Ultimately, this can help drive business success and contribute to a more just and impartial culture.

Would you like some help adding diversity and inclusion into your hiring process? Get started today to see how we can help.

5 ways to get sales candidates to really buy into your job opportunity

Thu, 08 Jan 2026 10:56:34 GMT

Competition for top sales talent has never been fiercer. Candidates aren’t just weighing up job offers, they’re deciding whether a role aligns with their career ambitions, lifestyle, and personal values. With sales professionals typically moving on to a new role every 18 – 20 months , employers can’t simply pitch a position. To stand out, you need to create something that genuinely resonates.

Research shows that career progression, flexibility, and transparent compensation are among the top priorities for today’s workforce. Companies that get this right, gain an advantage when it comes to attracting and retaining high performers.

Here are five practical approaches that can make a real difference.

Be Passionate

Genuine enthusiasm is contagious. When you talk about your company’s mission, the problems you solve, or the wins your team delivers, that energy comes through. But passion extends beyond the business itself, it’s about your people too. Investing in development, celebrating success, and caring about your team’s growth creates the kind of environment ambitious salespeople want to join. This passion needs to feel authentic as candidates can sense when leadership genuinely cares about both the business and the people driving its success, and the combination is what draws top performers.

Be Decisive

Action speaks louder than enthusiasm. With 59% of employers feeling pressure to fill roles quickly, lengthy recruitment processes lose great talent. While you’re “still discussing internally,” that top performer is most likely having conversations elsewhere. Moving efficiently from application to interview to offer, demonstrates professionalism and gives candidates confidence in your organisation. A decisive approach also reflects the pace and culture of your business. If you can make hiring decisions quickly and confidently, candidates trust that you’ll support them with the same decisiveness when they need resources or guidance in the role.

Be Assured

Being specific matters. Clear role expectations, performance measures, and day-to-day responsibilities help candidates understand what they’re considering. Salary transparency has become standard. With earnings up 5.9% year on year, competitive packages need to be stated upfront. This transparency builds trust and keeps quality candidates engaged. Beyond compensation, being assured means confidently discussing career progression paths, training opportunities, and the support structure they’ll have. When you can articulate these details clearly, it shows you’ve thought seriously about how to set candidates up for success.

Be Knowledgeable

Understanding the modern sales landscape matters. Candidates want to work with employers who grasp the CRM systems, AI tools, data analytics, and digital processes that shape today’s sales environment. Demonstrating this knowledge shows you can support their success and helps them visualise their potential impact. But knowledge goes deeper than just tech enablement, it’s about understanding the challenges your salespeople face, the skills that drive performance in your market, and how the role fits into broader business objectives. When you can speak knowledgeably about these aspects, candidates see you as a leader who can guide their professional development.

Be Modest

Authenticity builds lasting relationships. Presenting both opportunities and challenges allows candidates to make informed decisions about fit. This honest approach creates the foundation for genuine, long-term commitment rather than short-lived enthusiasm. Being modest means acknowledging where your organisation has room to grow, being realistic about timelines for progression, and not overselling the immediate rewards. Experienced salespeople appreciate this honesty because they understand that sustainable business success comes from realistic expectations and genuine commitment from both sides.

We’re Here to Help

Attracting top sales talent requires more than compelling job descriptions. Success comes from combining genuine passion with decisive action, clear communication, industry knowledge, and authentic representation.

At BMS, we help organisations like yours implement these strategies to connect with exceptional sales talent. Our team understands what resonates with high-performing salespeople and how to position opportunities effectively. Get in touch today to start building the sales team that drives results.

How to build an engineering talent pipeline that lasts

Sun, 28 Dec 2025 11:03:48 GMT

For many, finding top engineering talent is becoming increasingly challenging. Demand is rising, while skills gaps in AI, cybersecurity, and emerging technologies continue to widen. Experts predict a potential shortfall of 1.5 million engineers by 2030, with many experienced professionals nearing retirement and fewer graduates entering the workforce each year.

But this doesn’t have to feel like an uphill battle. The teams that thrive are the ones thinking ahead. They’re building relationships with engineers early, investing in internal growth, and putting processes in place that make hiring smoother, faster, and more strategic.

A strong engineering pipeline does more than fill open roles, it strengthens your team, boosts engagement, and positions your company as a place top talent genuinely wants to be. Here are five strategies to help you start building a pipeline that lasts.

Plan for tomorrow, not just today

The strongest engineering teams don’t just hire to fill today’s gaps, they think ahead to what skills and capabilities they’ll need next. One way to do this is by reviewing your team’s strengths, considering where gaps might appear, and reflecting on which technologies or skills will become increasingly important over the next 1-18 months.

The market is evolving quickly. Around one-third of engineering roles remain unfilled due to the skills gap, and research suggests that half of all job skills are expected to change by 2030. Keeping an eye on these trends allows you to start building connections with engineers who are developing these future-ready skills, giving your team a head start before the competition increases.

It’s not about predicting the future perfectly, it’s about staying aware, curious, and proactive. By engaging with talent early, you can create familiar and trusted connections, making it easier to bring the right people on board when opportunities arise.

Make your company a place engineers want to be

Salary remains important, but for many professionals, factors like company culture, work-life balance, and benefits are just as crucial when evaluating job opportunities. Top talent is looking for roles where they can solve meaningful problems, continue learning, grow their skills, and feel supported in the process.

Your employer brand is how you bring that to life. Share stories about your team’s projects, post technical blogs, or highlight open-source contributions. These aren’t just marketing activities, they give candidates a real sense of the work and impact they could be a part of.

Encourage your engineers to speak at conferences, mentor others, or participate in the wider community. When your team is visible, engaged, and actively contributing, it naturally attracts people who value the same things.

And the impact is clear: companies with strong employer brands are three times more likely to make quality hires, and 75% of candidates research a company’s brand before even considering pay or title.

Keep relationships warm

Hiring isn’t a one-off event, it’s an ongoing conversation. Candidates who might not be the right fit today could be exactly what you need in a year or two. Staying connected keeps your pipeline active and gives you a head start when opportunities arise.

Keeping in touch can be simple: share updates, industry insights, or invite people to webinars and events. Creating communities around your engineering team helps candidates feel connected and informed. This isn’t about sending constant communication, it’s about genuine engagement and showing that your company values long-term relationships.

This approach is becoming more important than ever. Entry-level hiring has dropped significantly since the pandemic, shrinking the pool of future engineers. By nurturing early-career talent over time, you build a reliable pipeline of skilled professionals ready when your team needs them.

Invest in the talent you already have

Often, your strongest talent pipeline is already within your organisation.

Upskilling programmes, training, and project rotations give engineers the chance to expand their skills while contributing to important projects. This not only develops your team’s capabilities but also keeps them engaged and motivated.

Investing in internal talent is also cost-effective. Developing and training existing employees reduces turnover, strengthens loyalty, and prepares your team for future challenges.

When engineers know their growth is supported, they’re more likely to see their future with your company, building a strong internal pipeline that’s just as valuable as external hiring.

Use data to guide decisions

Data can shift hiring from a reactive scramble to a proactive plan. Workforce analytics can help you spot patterns early, like upcoming retirements, potential attrition risks, or areas where business growth is likely to spark new demand.

Skills-based hiring takes this a step further. LinkedIn research shows it can expand talent pools by six times globally. By focusing on what individuals can do, rather than only their titles or qualifications, you open the door to hidden talent and build a more diverse, capable pipeline.

Bringing data together with proactive engagement and internal development turns hiring into a long-term strategy rather than a short-term fix.

Building a pipeline that lasts

A strong engineering talent pipeline isn’t built overnight, it comes from consistent, intentional action. By planning for future skills, investing in your team, nurturing relationships, and making smarter use of data, you can create a foundation that lasts.

The result is clear: hiring becomes smoother, teams grow stronger, and your company becomes a place where top engineers genuinely want to be. Instead of rushing to fill gaps, you’ll already have the right people ready to step in.

At BMS, we help engineering teams to design long-term talent strategies that deliver both today and tomorrow. If you’d like to explore how we can support your hiring plans, we’d love to start that conversation. Get in touch today to speak with one of our engineering recruitment specialists.

Is Your Employer Value Proposition (EVP) Ready for Gen Z?

Tue, 18 Nov 2025 07:14:47 GMT

As the latest entrants join the job market, it’s time to adjust your EVP (Employer Value Proposition) to attract Gen Z. In fact, as much as 30% of the global population is made up of Gen Z, with those born between 1997 and 2012 falling under this umbrella. Therefore, it won’t be long before more than 60% of the workforce is made up of Gen Z and millennial employees.

Many modern companies rely on young talent, which is why the time is now to assess your Employer Value Proposition model. To future-proof your business, you need to offer what Gen Z is looking for.

What is an Employer Value Proposition?

An Employer Value Proposition (EVP) is at the heart of a company's employer brand, reflecting what makes the organisation special as a workplace. It helps build the relationship between employers and potential team members - the company offers meaningful benefits while valuing what each person brings to the table through their unique skills and potential. When done well, an EVP helps connect organisations with talented people who share their values.

Effective Employer Value Proposition Examples

A successful EVP strikes a balance between being attractive and realistic. While it might be tempting to create an idealised proposition, candidates typically respond better to substantive offerings.

A well-structured EVP should incorporate:

The employee experience
The company's unique offerings
An understanding of competitors' offerings

Combining these elements allows you to create an effective EVP that attracts desired candidates and provides them with meaningful incentives.

Creating an Employer Value Proposition for Gen Z Employees

Employment priorities vary among individuals, but certain aspects are particularly valued by Gen Z candidates:

Financial and Lifestyle Rewards

Having experienced economic uncertainty during formative years, financial security is a priority for Gen Z. Beyond competitive salaries, consider offering additional benefits such as flexible scheduling, remote work options, and generous paid time off.

Meaningful Work

With their educational background, Gen Z employees often seek careers rather than just jobs. They value meaningful work that makes a difference, focusing on building experience, advancing their careers, and enhancing their earning potential.

Distinctive Company Culture

In a candidate-driven market, Gen Z can be selective about employers. Companies need distinctive offerings that differentiate them from competitors. Develop a company vision that resonates with Gen Z values.

Approachable Environment

Having grown up with social media, Gen Z values connection and relationship-building in the workplace. As the most diverse generation, they prioritize inclusivity and expect approachability from colleagues at all levels.

Growth Opportunities

Gen Z prioritises career development over simply having a job. Provide learning and advancement opportunities, such as front-line experience or collaboration with industry experts, to make your organisation more appealing.

Do you need help navigating your Employer Value Proposition for Gen Z? Contact us to learn more.

Thriving through change: How sales leaders can navigate teams during a restructure

Wed, 15 Oct 2025 07:45:59 GMT

Change is inevitable in business, but for sales teams, who thrive on momentum and consistency, restructuring can feel like navigating a storm. Whether driven by market shifts, strategic adjustments, or financial pressures, restructuring is currently on the rise. But while it aims to enhance performance , it often leaves sales teams feeling disconnected and uncertain.

In fact, research shows that 70% of change initiatives fail, and 65% of managers and business leaders report lacking the resources they need to manage change effectively. For sales leaders, the challenge is not just maintaining performance, but also sustaining team morale and engagement during unsettled times.

To help you lead your team though a company restructure, we’ve outlined six practical strategies, you can implement, that transform uncertainty into an opportunity for renewed success.

Recognising the emotional and operational costs of restructuring

Restructuring affects sales teams on two critical levels: emotionally and practically.

Emotional support:

Imagine, one of your high-performing account executives suddenly finds themselves managing a new territory with unfamiliar clients. Anxiety about job security, confusion over changing roles, frustrations with disrupted workflows, and even grief over departing colleagues can become daily challenges. Top performers might question their future, while other team members struggle to adapt to new reporting structures or areas.

Business impact:

Beyond emotions, restructuring can disrupt the practical side of sales. Workflows may change overnight. Carefully nurtured client relationships can be lost due to account reassignment. Compensation structures might be altered, leaving team members uncertain about their earning potential. Meanwhile, evolving product lines or service focuses can create confusion, making it harder for your team to maintain performance.

Transparent communication: Your most powerful tool

Transparency is the foundation of trust, especially during a restructure. Research shows that 42% of employees feel included by their leaders during change. For sales leaders, transparency is not just a value, it’s a strategy.

Begin with regular, consistent updates that your team can rely on. Silence breeds uncertainty, so even if the news isn’t always positive, sharing it openly is better than letting rumours fly around. Create clear communication channels , whether through Q&A sessions, team briefings, or direct on-to-one conversations, where team members can voice concerns.

Honesty and empathy are essential. Acknowledge the challenges while emphasising the path forward. If your sales reps ask difficult questions, don’t shy away. If you don’t have an immediate answer, commit to finding out and following up . This approach not only maintains trust but also empowers your team to stay focused.

Realigning sales targets and KPIs

With new structures come new expectations. This is your opportunity to revisit sales targets and ensure they align with your transformed company.

Start by assessing existing KPIs, are they still relevant in the new environment? Collaborate with your team to establish goals that are both realistic and motivating. Setting short-term milestones can be particularly useful, providing a sense of progress and maintaining momentum during transition periods.

Use data as your ally. Review past performance metrics but recognise that previous benchmarks may no longer be practical. Adjust them to reflect the new circumstances. Clear, achievable targets help maintain focus when everything else feels uncertain.

Upskilling: Turning challenge into opportunity

Restructuring often reveals skill gaps as roles evolve. But rather than seeing this as a setback, view it as an opportunity for growth. According to LinkedIn, only 36% of organisations are considered career development champions, with robust programs that deliver measurable results.

Identify which skills are critical in your new structure. Does your team need advanced product knowledge, digital sales expertise, or negotiation skills? Offer targeted training programmes that address these gaps. Mentorship can also be powerful. You can pair experienced team members with those who are adapting to new roles, creating a culture of learning and support.

Additionally, encourage cross-training. When team members can perform multiple functions, you build resilience into your team, making them adaptable to future changes.

Maintaining motivation: Small wins, big impact

Motivation is fragile during restructuring, but it doesn’t have to disappear. Research shows that employees who feel their work is regularly recognised are significantly more likely to stay with their company.

With this in mind, recognise and celebrate small wins- don’t wait for major achievements to acknowledge your team’s efforts. Regular team check-ins can maintain connections, while one-to-one conversations provide personalised support, allowing you to understand and address individual concerns.

Building resilience: The ultimate competitive advantage

A resilient team can adapt to any change. But resilience isn’t just about surviving tough times, it’s about thriving through them.

Build resilience by encouraging a growth mindset. Remind your team that challenges are opportunities for learning. Model resilience yourself, maintain a calm, optimistic approach, even when facing setbacks. Your team will take cues from your behaviour.

Establish a feedback loop by encouraging team members to share what’s working and what isn’t. This provides valuable insights but also gives your team a sense of control, making them feel involved in shaping their environment.

The path forward

Restructuring is challenging, but it can also be a catalyst for growth. By communicating clearly, realigning goals, investing in skills, nurturing motivation, and building resilience, you can guide your team through uncertainty toward renewed purpose and performance.

Your leadership during and after a restructure will be remembered long after the org chart settles. This is your chance to lead with integrity, empathy, and vision.

Contact BMS

Looking to strengthen your sales team after a restructure? Our expert consultants at BMS can help you build a team that thrives in change. Get in touch today and let’s begin finding top talent for your next chapter.

5 tactics to prevent losing candidates to counter-offers

Fri, 05 Sep 2025 14:15:53 GMT

Have you ever lost a top candidate to a counter-offer at the last minute? You’re not alone. In today’s fiercely competitive job market, counter-offers have become a common recruitment challenge for employers striving to secure top talent. With 52% of companies struggling to hire the best candidates before their competitors and 74% of CEOs worried about skill shortages, it’s clear the fight for exceptional candidates is tougher than ever.

This growing competition is reflected in the experience of 69% of professionals who have seen demand for top talent increase over the past year. As a result, counter-offers, where an existing employer tries to retain a resigning employee with improved terms, are becoming more frequent. But while counter-offers will always be a part of the recruitment landscape, they don’t have to be a barrier to your hiring success.

We’ve identified five practical strategies you can implement to minimise the impact of counter-offers on your business and ensure you secure the best talent for your team.

Understand what’s really driving candidates to leave their roles

It can be tough to get candid insights from sales professionals still in their current roles, particularly when it comes to understanding their motivations for seeking a new opportunity. Are they dissatisfied with their current compensation, frustrated by limited flexibility, or disillusioned with the company culture? Or is it a lack of core sales activities that bothers them, considering that sales reps spend 70% of their time on non-sales related tasks?

It's important to address these concerns directly during the scoping and interview process. Identify their pain points and determine which aspect of their current role they want to leave behind. This insight will help you understand how your opportunity stands apart and whether a counter-offer from their current employer could sway them.

Remember, motivations vary. A salesperson primarily unhappy with their salary may be easily tempted by a higher offer, while someone frustrated by company culture or rigid policies may be less likely to be convinced by a counter-offer. Understanding this difference is key to making your role more appealing.

Stand out with a winning compensation package

To keep candidates genuinely interested, you must present them with an attractive compensation package. For sales professionals, whose motivation and efforts are often closely tied with their earning potential , this is especially critical. Alongside a positive company culture and clear progression opportunities, financial rewards remain a top priority.

Begin with thorough market research to understand the standard base salary for the role you’re advertising, particularly in comparison to competitors. Be transparent about your offer from the outset. If your initial offer is significantly lower than expected and you later try to increase it, you risk damaging trust and losing the candidate’s interest altogether.

Paint a clear picture of your company culture

Never underestimate the power of a strong company culture in shaping your market reputation. Research shows that 61% of employees would leave their current job for a company with a better culture. This means your cultural strengths, whether they include supportive leadership, clear paths for career progression, open communication, social activities, or flexible working conditions, are not just perks; they are key differentiators.

Make sure these cultural values are consistently communicated to potential candidates. Your employer branding is your platform to showcase your culture. Highlight your company’s charitable initiatives, team-building events, and employee success stories. Use your career page, social media channels, and employee testimonials to bring your culture to life. Videos featuring your team members can offer a genuine perspective and help candidates visualise themselves as part of your organisation.

Online reputation also plays a critical role. With 75% of job seekers researching an employer’s reputation, including online reviews and ratings, before applying, maintaining a positive presence on review sites is essential. Monitor your ratings, engage with feedback, and actively work to maintain a strong employer brand that appeals to top talent.

Get ahead of counter-offers with honest conversations

As you approach the final stages of the recruitment process or reach the crucial offer stage, consider directly addressing the possibility of a counter-offer with your top candidates. Have an open conversation about whether they anticipate their current employer making a counter-offer and how they would respond if one is presented. Their answer can provide valuable insights into their true commitment to a new opportunity and reveal any lingering attachment to their current role.

While skilled sales professionals are often practiced at presenting themselves convincingly, watch for subtle signs of hesitation or conflicting emotions when you bring up the counter-offer topic. These cues can help you gauge their genuine intentions.

This conversation is most effective when saved for candidates you are seriously considering, as it can be seen as a strong buying signal. Conduct it with care, ensuring that you position it as part of your commitment to making a mutually beneficial decision.

Keep candidates engaged at every step of the process

Effective communication is the backbone of a positive candidate experience. Research shows that while 78% of candidates expect regular updates during the hiring process, only 37% actually receive them. This gap can leave sales professionals feeling overlooked, damaging your employer brand and reducing their interest in your current and future roles.

To prevent this, maintain consistent communication with candidates throughout the process. Regular updates not only keep them engaged but also allow you to gauge whether they are exploring other offers. This is especially critical once you’ve made an offer, as the period between offer acceptance and the start date is a prime window for counter-offers to emerge.

Take your engagement efforts a step further by inviting new sales hires to connect with the team or visit the office before their official start date. This helps them build early relationships, experience your company culture firsthand, and strengthens their commitment to joining your team.

Your partner in securing top sales talent

Recruiting for you next sales superstar can be challenging, especially when counter-offers come into play. Partnering with a specialist recruitment agency can make all the difference, helping you secure top sales talent with confidence.

Don’t let counter-offers derail your recruitment success. Contact us today to explore how we can support you in securing your next top-performing sales rep.

How to reinvent your hiring strategy to recruit the best salespeople

Mon, 25 Aug 2025 11:13:14 GMT

Gone are the days of having a drawn-out, overly corporate recruitment process. In today’s sales landscape, hiring top sales talent is a whole different ballgame, and requires a reinvented approach that meets the needs of both candidates and your business.

When it comes to recruiting the best salespeople, it’s important to focus on marketing your roles effectively and tailoring your hiring strategy to the talent you want to attract. As over 70% of professional talent are passive candidates, who are likely to be put off by a rigid, lengthy process, a streamlined and considerate approach benefits both sides. Research also shows that candidates who have a positive hiring experience are 38% more likely to accept a job offer.

Here are five actionable tips to help you refresh your hiring model and secure the best sales professionals on the market.

Keep your recruitment process efficient

Nothing kills candidate enthusiasm faster than radio silence. It’s reported that 63% of candidates say they’re unhappy with the lack of communication they receive from employers after applying, and over half wait three months or more for a response. A lengthy hiring process, paired with a complicated application system, is a major turn-off for talent.

You can avoid this by starting strong with quick phone or video screenings to identify the right people early on. Be honest about how many stages the process involves and stay true to it. Even during notice periods, keep candidates engaged with regular updates. Clear, consistent communication shows you value their time and interest, making them more likely to stay with you until the offer stage.

Invest in your team

Your sales team is your growth engine, so investing in their progress is a great use of company time and money. Whether it’s training programmes, mentorship, or e-learning opportunities, giving your people room to grow has a big payoff: higher morale, stronger retention, and better performance.

For candidates, the promise of development is a major draw. If they can see a clear path to progression, they’re more likely to commit to your business for the long term. Training isn’t just an internal win; it’s a powerful part of your recruitment message.

Market your roles where talent is

Recruiting on social media isn’t a nice-to-have anymore, it’s the norm. In addition to job boards, it’s a useful modern-day essential for advertising vacancies. Research shows that 91% of employers now use social media in their hiring, with LinkedIn leading the way (90%) followed by Facebook (55%). With over 1 billion LinkedIn users and 3 billion Facebook users worldwide, it’s about getting your roles in front of the people where they already spend their time. It also helps build your employer brand. And when you combine social media outreach with a strong employee referral programme, it becomes even more effective , helping you speed up hiring, improve culture fit, lower costs, and boost engagement.

Create a job spec that sells

Think of your job spec as your shop window, it needs to stand out, be easy to read, and make someone want to apply, especially with hundreds of similar roles advertised online. To recruit the best sales talent, you’ll need to go beyond the basics and highlight the benefits candidates care about today: flexible and hybrid working, comprehensive mental health support, and clear opportunities for progression.

It’s also important to be honest about what’s essential and what can be learned on the job. And don’t forget to paint a picture of the role to help candidates imagine themselves succeeding in it. The more specific and compelling you are, the better your chance you have of attracting the right fit.

Don’t be afraid to start over

Sometimes, you might find yourself in the situation where none of your shortlisted candidates are quite the right fit, whether due to a lack of enthusiasm or practical issues like relocation. When this happens, it can be tempting to hire someone ‘good enough’, but that can often cost more in the long run – both in lost performance and in having to repeat the process.

If the other shortlisted candidates aren’t the right fit, pause, revisit your process, and restart the search. The best hires are worth the wait.

Partner with the experts

At BMS Recruitment, we specialise in helping sales leaders and hiring managers cut through the noise of today’s competitive market, apply the right hiring strategies, and secure high-performing sales talent. Contact us today to find out how we can support you in making your next hire.

6 Things to Research Before Your Sales Interview: Impress Your Future Employer

Mon, 04 Aug 2025 09:24:36 GMT

Landing a sales job can be an exciting opportunity, but it also requires you to go above and beyond the usual interview preparation. As a sales professional, your potential employer will want to see that you have done your homework on their company and industry to prove that you are the right fit for the position. To help increase your chances of success, here are six things to research before attending any sales job interview. By taking the time to do this research beforehand, you’ll be able to demonstrate both knowledge and enthusiasm during your meeting, increasing your odds of making a lasting impression on recruiters and hiring managers alike.

Research the Company’s Core Values and Vision - Understand the company’s core values, mission, and overall direction to show you align with their objectives.

One of the most important things to research before an interview is the company’s core values and vision. It helps to get an idea of what motivates a company and what they are striving towards. Understanding this will demonstrate how well you will align with their objectives and how you could fit in as an employee.

To gain a comprehensive understanding, look into any company mission statements or guiding principles that may be available. You should also analyse the company's core values, which can often be derived from its mission statement and overall business goals. For example, if the company values innovation, sustainability, or customer service, it would be helpful to research further into what these mean within their context and provide some examples of how you have put them into practice in past experiences.

Overall, researching a company’s core values and vision is essential before attending a job interview. It not only shows that you are knowledgeable about their goals but also that you have taken initiative in learning more about them beforehand. Doing so can make all the difference when it comes to making a great impression at the interview stage!

2. Highlight Your Professional Achievements - Be sure to mention any professional successes or awards you have received in prior sales roles to demonstrate your success.

One of the best ways to demonstrate your professional success and make a great impression is to highlight any achievements you have earned in prior sales roles. This could include any awards or recognitions that you have received, such as Salesperson of the Year, Top Performer, or Highest Conversion Rate. Additionally, you can also mention any exceptional sales results that you were able to produce for your company or client. For example, if you achieved a higher-than-average number of leads or closed more deals than expected in a set period.

When discussing your professional successes, it's important to provide concrete details and evidence. This could be done by citing figures and percentages, such as an increase of 200% in revenue over 3 months , as well as listing any strategies you used to reach those milestones. Providing these specifics will help strengthen your case and show that you are familiar with the metrics associated with successful sales performance.

In addition to mentioning awards and accomplishments, it's also helpful to provide insight into what made them possible. For example, if the award was for top customer service performance, discuss how you were able to exceed expectations by providing personalised solutions for each customer. By going beyond just citing facts and figures alone, further demonstrate your passion for success and overall commitment to paramount customer service standards.

Highlighting your professional achievements will help demonstrate your past successes while showing potential employers that you are capable of delivering results in the fut ure!

3. Know Your Audience - Get a strong understanding of who will be interviewing you so that you can tailor your answers accordingly.

Ultimately, it’s important to have a strong understanding of who will be interviewing you and the audience that you are speaking with. While researching the company’s values and mission is key, it’s also beneficial to gain an understanding of the role you are applying for and any other information about those who will be conducting the interview. This could include looking up their LinkedIn profiles or reading any articles they may have written to gain insight into their background and interests.

Additionally, if possible, try to find out more about the interviewer's job title, department, and/or team. Doing so can help you tailor your answers more efficiently, as their experience and knowledge may be different from someone else's who has a completely different role in the organisation. For example, if you are interviewing for a sales role with someone from marketing, it would be useful to know what questions they could potentially ask from a marketing perspective that would differ from what someone in sales might ask.

Researching your audience beforehand will enable you to come prepared with thoughtful responses tailored according to their own professional experiences. Furthermore, doing this research shows that you have taken initiative in learning more about them and can demonstrate your eagerness to work within the company environment.

4. Demonstrate an Understanding of Industry Trends - Show that you are aware of current industry trends by discussing recent news items relevant to sales professionals.

This can be achieved by researching what new challenges have arisen that may not have existed when you first entered the field, as well as any new strategies or technologies that have been developed since then. For example, digital transformation has had a significant impact on the sales industry, with companies shifting away from traditional methods such as face-to-face meetings and phone calls towards more efficient and cost-effective solutions such as webinars and virtual conferences. Sales professionals need to understand how these changes will affect their roles and responsibilities so that they can adjust their approaches accordingly. This could include developing a deeper understanding of customer behaviour online, mastering data analytics tools, or connecting with customers over social media platforms.

In addition to understanding how technology is impacting the industry, staying abreast of recent news items can help keep you informed of any shifts in buyer behaviours or buying patterns. For instance, if your company has recently released new products or services, it’s important to understand who is likely to be interested in them and how best to target potential customers. Additionally, keeping up with emerging trends in your specific sector can indicate what customers are looking for and how they want to purchase those goods or services, whether it’s through a subscription service or an online marketplace. By being aware of these changes in customer preferences, you can ensure that your sales tactics are up-to-date and effectively address the needs of buyers.

Knowing current industry trends allows sales professionals to stay ahead of their competition by adapting quickly to changing market dynamics. Understanding what buyers are looking for along with which technologies are revolutionising the field allows successful sales professionals to offer timely solutions designed around customer requirements. Keeping up-to-date with news items relevant to the industry also demonstrates an awareness of evolving techniques, which helps differentiate experienced salespeople from newcomers, while showing potential employers that you are capable of staying ahead of market trends!

5. Offer Suggestions for Improvement – Prove your value by offering ideas on how the company could improve in areas such as customer service, product innovation or sales processes.

This displays your knowledge of current market trends and company operations, as well as your ability to think critically about how the organisation could better serve customers.

When making these suggestions, it is important to provide evidence and examples of why the changes should be made. For instance, if you are proposing that the company shift their customer service approach from telephone support to online chat support, explain how this would provide added value for customers by offering faster responses and a more personalised experience. Additionally, offer data such as statistics on customer preferences or research on industry best practices to back up your ideas.

In addition to providing evidence-based recommendations, it is also beneficial to demonstrate an understanding of the context in which they must be implemented. This means being aware of things like budget restrictions, existing policies or personnel changes that may affect the implementation process. If a suggestion cannot be immediately implemented due to any of these factors, suggest alternative approaches that could achieve similar goals within the same constraints. For example, if there is not enough money in the budget for a new initiative you suggest, suggest ways existing resources can be leveraged instead such as combining marketing and sales efforts or using data analytics tools effectively.

By taking into account all possible factors before making suggestions for improvement and demonstrating their value proposition through research and evidence-based recommendations, you are showing potential employers that you have an understanding of not just what needs to be done but also how it should be done. This display of knowledge and critical thinking skills goes beyond simply highlighting challenges - it shows employers that you have the expertise necessary to make meaningful contributions both now and in future roles with the organisation.

6. Prepare Questions About The Role You Want To Fill – Ask informed questions about what is expected from someone taking on this role and how it fits into the organisation's overall strategy.

This shows that you have done your research on the company and their products or services, while also displaying your interest in how this position would fit into the bigger picture.

Questions such as what challenges will I face if I take on this role? How can I best contribute to achieving the goals of the team/company? What processes are in place to help me adjust quickly to my new responsibilities? can demonstrate an understanding of industry dynamics and organisational structure, as well as a desire to start making meaningful contributions from day one.

Asking questions about the role you are applying for also gives employers insight into your overall thinking process and how you approach problem-solving , which can make all the difference when it comes time to decide who to hire.

In conclusion, when applying for a job it is important to demonstrate your knowledge and understanding of the industry as well as how you would fit into the organisation. By providing evidence-based recommendations, offering suggestions for improvement, and asking informed questions about the role you are interested in filling, you can show potential employers that not only do you have an understanding of what needs to be done but also how it should be done. This display of expertise will help ensure that your application stands out from the rest and showcases why you are the best person for this position!

If you are looking for your next sales opportunity, please check out our live jobs or get in touch today!

Why recruiting in renewable engineering is so tough right now and what you can do about it

Sun, 20 Jul 2025 11:50:45 GMT

You don’t need us to tell you that demand for renewable energy talent is booming. The UK’s drive towards net-zero is reshaping entire industries, and engineers are at the heart of it.

But while investment and opportunity are growing fast, the challenge of building the teams to deliver this vision is pro ving harder than many businesses expected.

If you’re finding it difficult to hire and retain the engineering talent your renewables projects need, you’re not alone. 81% of employers in engineering, construction and infrastructure report trouble securing suitable applicants.

This hiring environment isn’t just a challenge. It’s also an opportunity. Companies taking a more strategic approach now will deliver projects faster, innovate more effectively, and strengthen their brand in this fast-evolving market.

Here are five things to focus on if you want to attract and retain the right engineering talent and avoid falling behind.

Think bigger when building your talent pool

Demand is growing fast. The UK government has committed to quadrupling offshore wind capacity by 2030, aiming for up to 60 GW . Green roles in solar, battery storage and other sectors are also rising steadily.

That’s why smart employers are broadening their view of talent. A PwC report found that 90% of oil and gas engineers have the qualifications to transition into renewables, yet many organisations overlook this opportunity.

Rather than limiting your search to directly experienced hires, focus on core engineering capability, adaptability and motivation. With the right support, the best hires may come from places you wouldn’t expect.

Make purpose your competitive edge

Many engineers choose renewables for more than just salary. They want their work to have meaning. Yet too many job adverts focus only on compensation and job specs.

Use every stage of your hiring process to communicate what makes your organisation different. Share your sustainability goals, project outcomes and innovation stories. Involving existing team members in your employer branding can make a genuine

difference.

Younger workers are prioritising purpose-driven careers. Engineers, particularly early-career talent, want to feel like they are part of something that matters. Make sure your brand shows them why you are the right place to build their future.

Move fast, with purpose

Hiring speed is a competitive advantage. Skilled engineers are in demand across every sector, and a slow or disjointed hiring process will quickly lose them to more agile employers.

A fast process doesn’t mean cutting corners. It means planning effectively:

Align salary, role scope and timelines early
Keep communication regular and clear throughout
Involve key decision-makers at the right points to avoid delays

A well-run process builds trust and makes a strong impression in a market where candidate experience can influence your wider reputation.

The ECITB Labour Forecasting Tool predicts that the number of engineers needed in the energy sector will grow by 19% by 2030 , meaning today’s talent pipelines must look far beyond short-term needs.

Build your pipeline before you need it

Too often, engineering recruitment in renewables is reactive. A project starts, a vacancy opens, and the search begins under pressure. But in a talent-short market, this puts you at a disadvantage.

Start building a future-focused pipeline now:

Engage with universities and training providers
Build relationships with candidates before roles are open
Keep in touch with past applicants and high-potential profiles
Work with a recruitment partner who understands the renewables market and can introduce talent early

When your next vacancy arises, having these relationships in place can save you weeks of time and help you make better long-term hiring decisions.

Get the right support and the right partner

Renewables engineering is evolving quickly. Projects are complex, timelines are tight, and skills are scarce. You don’t have to manage it all alone.

A specialist recruitment partner can help you:

Access broader talent pools, including those from adjacent sectors
Understand salary benchmarks and market movements
Improve candidate engagement and retention
Strengthen your employer brand in technical communities
Plan for future growth, not just immediate gaps

Hiring engineers for renewables has never been more competitive, or more important.

The right hires today will form the foundation for future growth, innovation and delivery. The organisations that invest in smarter, more strategic hiring now will be the ones leading the energy transition.

Call the experts

Our dedicated engineering recruitment team supports businesses across renewables with long-term hiring strategies, fast project support and sector-specific expertise.

If you’re building your team, planning, or struggling to find the right engineers, we can help. Let’s build your engineering team for the future.

6 Ways to Adapt Your Workplace to Attract Gen Z

Sun, 20 Jul 2025 08:44:16 GMT

Have you ever found yourself wondering what do Gen Z want from work? If so, in this blog we’ll uncover the 6 best ways to adapt your workplace to attract Gen Z so you can equip your workforce with fresh talent.

If you’re unsure, Generation Z refers to those born between 1997 and 2012 - the first tech-native generation.

From investing in technology in the workplace to prioritising well-being and mental health, we’ll uncover all the ways you can attract Gen Z.

Consider implementing these actions to adapt your workforce to be appealing to Gen Z :

Invest in technology in the workplace

Gen Z’ers have never known a world pre-internet or a world without the digital, so a workplace offering access to the latest technologies will certainly be something attractive to Gen Z’ers looking for a job.

Dell Technologies undertook some research around this topic which concluded that 80% of Gen Z’ers aspire to work with cutting-edge technology. In addition, 91% stated that technology influences job choice.

With these stats alone, it becomes obvious as to why technology will be such an attractive perk. Not only this but as Gen Z’ers are native to the world of technology, they will be the driving force of technology in your workplace.

Diversity and inclusion

It’s clear - Gen Z’ers value diversity and inclusion. Therefore, knowing how to foster an inclusive environment is a must.

To align with the Gen Z work ethic, creating a diverse workspace can be achieved in the way you hire and how your leadership positions are formed.

This can be achieved by creating diverse societies in the workspace. By doing this, Gen Z’ers will be able to connect with fellow employees and help to create an inclusive space at work.

Specifically, Gen Z’ers view diversity in a broad sense, putting a focus on various aspects of life such as experiences, identities and opinions. Being aware of and promoting diversity in the workforce creates a true reflection of society.

Digital recruitment process

A few ways to appeal to this audience then is to change your recruitment processes, making them digital. This will reflect what this generation is used to because this is the digital native generation.

Flexible work arrangements

Many Gen Z’ers started their career trajectories in lockdown, which was when working remotely was the only option. Therefore, many Gen Z’ers will be expecting flexible working options or remote working in some cases.

Flexible working isn’t just attractive to Gen Z because it’s what they’re used to either. Flexible working also encourages employees to manage their time to balance family commitments and other interests.

As an employer, you can offer remote work options, hybrid work options and flexible hours. Also, consider offering other perks such as wellness programmes and healthcare as this will help create the perfect work-life balance.

Promotion, Development, and training opportunities

Gen Z’ers value professional growth so being able to offer training programmes as an employer will certainly cater to this culture of Gen Z talent.

In fact, studies have shown that Gen Z values development opportunities as a priority, even over salary. So, being able to provide Gen Z with these opportunities means that they will stay loyal to your organisation as far as their career development takes them.

Providing outstanding career development support for Gen Z will also help maintain high employee retention rates – a great way to avoid costly high turnover rates, whilst also making sure that the team morale isn’t impacted.

All in all, Gen Z talent is a true investment so providing promotion, development, and training opportunities is crucial.

Wellbeing and mental health

For Gen Z’ers, mental health is a huge priority so making sure your business handles mental health appropriately is crucial.

If an employee faces burnout they may take sick days, and if they feel as though no resolution has occurred, they may even quit. This highlights how vastly important it is to prioritise wellbeing and mental health – especially if you want to attract Gen Z talent.

You can support your employees’ wellbeing by offering mental health days, team days and wellness perks.

The benefits of hiring Gen Z employees

Gen Z is a true asset to the workforce, as they arrive with pre-existing skills which means that they can pick up new processes quickly due to being fluent in the world of the digital.

Furthermore, Gen Z in the workplace values a business which creates a positive impact in the world, aligning with the company’s values, meaning they will be a great choice if your brand fosters strong values already.

Finally, they offer a fresh perspective meaning that they can promote business growth in ways not considered before.

Hire the best Gen Z talent

There you have it! From diversity and inclusion to offering great training opportunities, this is how to attract Gen Z.

Unsure whether you have the resources or time to recruit for new talent? If this is the case, then get in contact with BMS Performance.

So, whether you need recruitment talent in sales, marketing, engineering or all three, we’ve got you covered.

If you’d like to start recruiting Gen Z talent, and build a top-performing team Get In Touch with us.

Are you selling into a new sector? Here’s why you need a grad!

Wed, 16 Jul 2025 10:58:23 GMT

When it comes to navigating a new sector, knowing how to recruit graduates is essential. While it’s widely believed that individuals with experience are more valuable than those without, grads offer many advantages that experienced professionals don’t. In order to build a successful team, diversity is key.

You may have looked at graduate recruitment last year, but this year is the time to optimise your processes to be better than ever before. This is especially important when it comes to the navigation of a new sector, as a fresh face may be exactly what you need to kickstart this campaign.

Detailed below are just some of the reasons a grad may be exactly what you need for selling into a new sector.

They’re mouldable.

First things first, grads are some of the most mouldable candidates. Since grads aren’t likely to have any previous employment experience in the industry, they won’t have any existing conceptions. As a result, you’re presented with the opportunity to mould them into the exact employee you want them to be. Due to this, the onboarding of grads could be a much more streamlined process than the onboarding of experienced professionals. This could save you a lot of time and money when it comes to conducting recruitment practices, making for a more efficient procedure.

Essentially, the quicker you can onboard and train employees, the sooner they’ll be able to produce results for the compan y.

They have no bad habits.

As previously mentioned, grads are new to the employment market. Therefore, they haven’t yet had the chance to pick up any bad habits. When recruiting experienced professionals, you may find that they’ve picked up habits from previous positions that aren’t suited to your company.

Recruiting graduates means you’re able to instil the right habits into them from the get-go. This is much easier than trying to change someone’s existing habits. Ultimately, grads are a blank slate, giving you the opportunity to mould them in any way you see fit.

They have no bad habits.

They’re eager to learn.

Last but not least, grads are almost always keen to learn new things and develop their career. A graduate’s eagerness to learn makes training a whole lot easier, as this excitement will evoke engagement. Similarly, they’ll absorb the information you’re feeding them more readily, further streamlining the onboarding process.

It goes without saying that it’s much easier to teach someone who’s willing to learn. This isn’t always the case for experienced professionals, as they can sometimes be reluctant to adopt new practices. After all, when you’ve been in an industry for years, it’s easy to become set in your ways. On the other hand, grads won’t have previous experience to taint how they receive the guidance you’re providing them with.

Do you require a grad to help you break into a new sector? We can help. Upload your vacancy today.

7 Tips For Managing Your Engineering Team

Tue, 08 Jul 2025 13:49:52 GMT

Leading an engineering team is both an art and a science. Your engineering team is made up of a diverse group of talented individuals, each bringing their own unique personalities, perspectives, skills, ambitions, and quirks to the table. This beautiful complexity is what makes engineering teams powerful - but it can also present unique leadership challenges.

Whether you’re a first-time engineering manager or a seasoned leader looking to refine your approach, finding the right balance between empowering creativity and maintaining productivity requires thoughtful strategy. Follow these seven proven engineering management principles, and you’ll be well on your path to building a more collaborative, innovative, and successful team.

Understand your team

Building strong relationships with your team members is fundamental to effective leadership. These are the talented professionals whose expertise and effort drive your projects to successful completion.

Consider scheduling one-on-one conversations that go beyond immediate work tasks. A casual coffee chat can create space for team members to share their professional goals, discuss challenges they’re facing, and express their ideas in a low-pressure environment. Remember that effective leadership balances professional guidance with mutual respect- you’re guiding the team while also being part of it. When people feel genuinely understood and appreciated, they typically bring their best work and ideas forward.

Know your project details

Deep project knowledge forms the foundation of effective engineering leadership. When you have a comprehensive understanding of the project’s goals, technical challenges, and specifications, you naturally earn your team’s confidence. Familiarity with both the overall vision and the granular details allows you to provide meaningful guidance, remove obstacles, and make informed decisions when issues arise.

While you don’t need to know every technical detail as thoroughly as your specialists, understanding how each team member’s contributions fit into the larger picture enables you to coordinate efforts effectively. Embracing the methodical and detail-oriented aspects of engineering project management doesn’t just improve outcomes - it demonstrates your commitment and builds trust with your team.

Do not micromanage

Effective delegation is a cornerstone of strong engineering leadership. While knowing your project thoroughly is important, trusting your team to apply their expertise independently is equally crucial.

Transitioning from hands-on work to managing processes and workflows is challenging but essential. Micromanagement creates frustration on both sides - you feel overworked while your team feels untrusted. When you delegate ownership and provide support only when needed, you create space for innovation and professional growth while building mutual trust.

Embrace problem-solving

The journey of leadership inevitably includes navigating challenges. Problem-solving isn’t just an occasional task, it’s integral to engineering management.

Rather than adhering to a single approach when obstacles arise, consider fostering adaptability within your team. By collaboratively tackling challenges and remaining open to diverse solutions, you can transform potential roadblocks into opportunities for innovation and growth.

Keep an eye on the big picture

While individual engineers focus on specific components, your leadership role requires maintaining perspective on how these pieces interconnect within the larger project. Effective team management involves coordinating diverse elements to come together seamlessly at completion.

Like a conductor guiding an orchestra, you’ll need to recognise when elements are out of alignment and help bring them back into harmony with the overall vision. This orchestration of technical contributions creates cohesion across the project and helps deliver exceptional results.

Communicate well

Clear communication forms the foundation of successful team dynamics.

Ensure expectations are well-understood through brief, focused check-ins at key points in the day. These quick touchpoints help maintain alignment without disrupting workflow. Make time for meaningful individual connections. Being attentive to team members who might need additional support demonstrates that you value both their contributions and wellbeing.

Remember to keep upper management appropriately informed of progress. Regular, thoughtful updates build credibility and trust that benefits both current and future projects.

Manage from the start through to the finish

Set clear project outcomes and realistic timelines from the beginning to help everyone understand their place in the journey. Mapping out processes and defining roles creates a foundation for success, while embracing the inevitable challenges as opportunities for growth keeps the team moving forward, even when complexities arise.

Looking to expand your engineering team? BMS Recruitment can help, upload your vacancy today!

5 tips to get your sales team winning this quarter

Tue, 08 Jul 2025 11:26:29 GMT

As a new quarter kicks off, sales leaders are asking the same question: How can we make this one count?

In today’s sales landscape, the pressure is real, but so is the potential. In Q3 2024 , 35% of businesses increased sales, while 21% saw a decline. That gap highlights a key truth: even in the same market, some teams outperform while others fall behind. Often, the difference comes down to how well they’re supported.

So, what sets high-performing teams apart? Here are five proven ways to help your team not just stay on track, but outperform – and turn potential into consistent, measurable wins.

Invest in coaching that elevates performance

We all hear that coaching matters, but not all coaching is created equal. The numbers speak volumes: nearly a third of sales professionals who receive weekly one-on-one coaching are top performers. When you combine that with effective management and targeted training, a salesperson is over 60% more likely to deliver at a high level. And according to Gartner, coaching alone can drive an 8% boost in performance.

The key is consistency and personalisation. Make space for regular one-to-one sessions that go beyond pipeline updates and focus on building skills. Use call recordings to highlight specific behaviours that need refining. Shadow live calls when possible to offer timely, constructive feedback. Even small, focused goals, like one improvement target per rep each month, can lead to meaningful gains.

Equip your team with the right tools and training

High-performing sales teams aren’t born, they’re built through continuous enablement. But too often, training is treated as a one-off event rather than an ongoing investment. Today’s salespeople are expected to master their product, understand the market, and communicate with confidence. It’s no surprise that 82% of top reps do research before reaching out to a prospect, and 88% say they actively work on developing soft skills.

Sales enablement today is both strategic and technical. It might mean setting up a central hub of resources, case studies, and training content. It could involve scheduling regular sessions to sharpen objection-handling, stay current on product updates, or experiment with new sales tools. Peer learning is also powerful. When reps share what’s working, the whole team improves.

Whether or not your business uses AI, what matters is building systems that give consistent, actionable feedback to help people improve week after week. AI-driven training tools like SecondBody, for example, let reps practice their pitches in a real-world simulation and receive instant feedback. Sales leaders can then jump in to add personalised coaching, creating a loop of continuous improvement without slowing things down.

Build a culture of trust and collaboration

Sales is challenging work, and the environment you create matters. A supportive team culture can directly influence results. When reps feel safe to share setbacks, test new approaches, and learn from one another, they build resilience and perform more consistently.

Research shows that 45% of salespeople who feel supported by their peers, and 33% who feel backed by their managers, are more likely to hit their targets. You don’t need to overhaul your company culture overnight to see results. Small steps, like pairing newer reps with peer mentors, celebrating micro-wins, or running ‘fail-forward’ sessions, can start to shift the tone. Recognising effort as well as outcomes, and rewarding behaviours like collaboration or coaching others, helps build a sense of shared accountability. The payoff? Companies that prioritise development and support see up to 30% higher sales growth.

Stick to a clear, consistent sales process

A strong sales process won’t close deals for your team, but it gives them the clarity and structure to do it more effectively. Process discipline is non-negotiable, especially when it comes to managing pipeline health. That means consistently qualifying opportunities, cleaning out stale deals, and applying clear criteria for each stage of the sales cycle.

Prospecting and follow-up are also areas where consistency pays off. Despite the wide range of tools available today, only 52% of reps follow up proactively, and 42% still rank prospecting as the hardest part of the job. Most prospects need multiple touches, often five or more, before they’ll engage. Without a reliable, repeatable system, those opportunities can slip away.

To sharpen your process, focus on clarity. Define what needs to be true at each stage of the deal. Set clear activity goals that build rhythm and momentum. Encourage reps to mix their channels – email, phone, social media, even voice notes – to meet prospects where they are. And automate wherever you can to ensure follow-ups never fall through the cracks.

Set ambitious, but achievable goals

There’s no denying that targets drive sales performance. But when quotas are unrealistic, motivation suffers before the quarter has even begun. The data tells a complicated story: in 2024, up to 70% of B2B sales reps missed quota. But in Q3 alone, 72% hit their targets. The difference? Goals that reflect real-world conditions and are backed by clear plans.

To make goals meaningful, review them quarterly rather than just annually. Market conditions shift, your expectations should shift too. Strike a balance between team and individual targets to promote both personal ownership and collaboration. Include reps in the process, they often know what’s achievable and what’s aspirational. And for every target, ensure there’s a clear support plan, because goal-setting without coaching is just guesswork.

When people believe in the goals they’re working toward, they give more effort, and get better results.

Final thought: It all comes back to people

From better coaching and enablement to building trust and process discipline, each of these strategies shares the same foundation: they focus on helping people perform at their best.

Implementing them can take a lot of effort, but the return is real. And none of it works without the right team in place. If you’re looking to recruit high-performing sales professionals to drive results this quarter, we can help. Our recruitment specialists know how to find salespeople who don’t just meet expectations, they raise the bar. Get in touch!

Maximise Your Sales Recruitment Process with These Eight Essential Questions to Ask Yourself

Tue, 08 Jul 2025 07:20:32 GMT

Sales recruitment processes can be tricky to master and cause a lot of stress for employers globally. Despite this, nailing your recruiting process is more important than ever to a company. In order to have a successful business, you need to have a successful process of recruitment. In order to achieve this, as the employer, there are eight essential questions you must ask yourself, as listed below.

What type of salesperson do you need?

The first step in the recruitment process involves assessing what type of salesperson you need. After all, there are many different types of salespeople, each with their own strengths and weaknesses. As an employer, you must decide which type of salesperson would be the best fit for your company while also considering your products or services. It’s important that you don’t hire for the sake of hiring.

What are your company’s core values?

The second step of the recruitment and selection process in the UK is the assessment of your company’s core values. A reputable business will never compromise on its core values, and this must be reflected in your hiring decisions. To that avail, you want to ensure that the people you hire share your company’s core values and will represent your brand in a positive light.

What is your budget for this position?

The third of the recruitment process steps is weighing up your budget for the position you’re looking to fill. Essentially, you won’t be able to hire someone you can’t afford. As a result, you need to ensure you have a realistic budget for the position at hand and that you’re not overspending on a recruitment process. It’s all about balance when it comes to numbers.

How can you attract top talent?

After this, it’s all about determining how you’re going to attract this top talent. Understandably, you don’t want to settle for anything less than the best, but to attract the best, you need to make your company an attractive place to work. This means offering competitive salaries, worthwhile benefits, and a positive work environment. After all, the best candidates won’t settle for less.

How can you assess candidates’ skills?

Next, you need to have a way of assessing the skills of candidates to determine if they’re a good fit for your company. One way to do this is to give them a skills test or have them complete a mock sale. This way, you’ll get an idea of how they work, which is ultimately what you’re looking to find out.

How can you assess candidates’ motivation?

Following this, it’s also important to assess the motivation levels of your candidates to ensure they’ll be successful in the role. One way to do this is to ask them why they’re interested in the position and what they hope to achieve in the role. If they have some clear goals in mind, you can rest assured that they’re motivated by the position.

How can you assess candidates’ personalities?

Penultimately, you need to take the time to consider candidates’ personalities. This is because you want to ensure the candidates have personalities that mesh well with the existing team. Similarly, you want to be confident that they can build relationships with clients and customers. You might assess personalities through behavioural interviews.

How can you ensure a successful hire?

Last but not least, after finding the right candidate, you need to do all you can to help ensure a successful hire. Firstly, you need to provide training and support so the new hire can be successful in their role. Following this, you could create a system for ongoing feedback so you can continue to monitor their performance and development.

Are you in need of assistance with various stages of recruitment processes? Contact BMS Recruitment for further guidance.

Confident Conversations: Transforming Sales Performance with AI-Powered Training

Mon, 07 Jul 2025 10:49:34 GMT

The Value of AI-Enhanced Communication

Confidence is key in sales. It's not just about what you say, but how you say it. High-pressure sales calls – where tight deadlines, tough negotiations, and unexpected objections arise – demand more than just skill; they require unshakable confidence. AI-powered training provides real-time coaching, simulates challenging scenarios, and helps teams build the resilience needed to succeed. The technology doesn't just supplement traditional training – it revolutionises it by providing data-driven insights unavailable through conventional methods. Are you ready to empower your sales team with next-level confidence?

Breaking Down a High-Pressure Sales Call with AI Support

What makes a sales call 'high-pressure'? Typically, these calls involve key stakeholders, major deals, and the need for quick thinking and strategic dialogue. Sales reps often face the challenge of making multiple attempts—sometimes up to 18 calls —before connecting with a decision-maker.

With AI support, sales representatives can stay composed under pressure and maximise every interaction, transforming this process.

Adopting a Winning Sales Mindset Through AI Coaching

A success-driven mindset is built through confidence, active listening, and empathy. Unfortunately, many sales reps— 67% don't anticipate meeting their quotas this year, and 84% missed them last year. AI can provide real-time feedback on tone, pacing, and message delivery, helping refine approaches and boost confidence.

The technology works by:

Analysing emotional cues in prospect responses
Identifying language patterns that resonate with different buyer personas
Suggesting adjustments to communication style based on real-time data

By combining a solution-oriented mindset with AI-driven coaching, teams can turn these statistics around and elevate their performance.

Building Confidence Through AI-Powered Preparation

Preparation is the unsung hero of sales success. The better prepared a sales rep is, the more confidently they can handle high-pressure situations. On average, it takes eight cold call attempts just to reach a prospect, making every interaction count.

AI transforms preparation through:

Data-driven role-playing exercises that replicate real-world challenges
Personalised training scenarios based on individual rep performance data
Instant feedback that highlights strengths and identifies improvement areas

Just seven minutes a day with AI training tools like SecondBody can transform sales readiness, ensuring reps approach each call with poise and precision.

Key Skills Enhanced by AI Coaching

Success in high-pressure sales calls relies on essential skills like objection handling, negotiation tactics, and active listening. However, 37% of prospects say they receive irrelevant sales information that doesn't address their needs.

AI-powered platforms bridge this gap by:

Identifying specific weakness areas in individual sales conversations
Providing personalised coaching tailored to each rep's development needs
Suggesting relevant talking points based on prospect data and conversation flow

By refining these skills with AI-driven insights, teams can tailor their messaging to meet customer needs and drive higher conversion rates.

The Transformative Role of AI in Sales Training

AI is revolutionising sales training by turning conversation data into actionable insights. The technology doesn't just supplement traditional training—it provides entirely new capabilities :

Realistic Simulation: AI-driven tools simulate real sales scenarios with varying difficulty levels

Comprehensive Analysis: Natural language processing analyses verbal patterns, hesitations, and tone

Precision Tracking: Sophisticated algorithms track improvement over time, allowing managers to measure progress accurately

With features like real-time coaching, speech analysis, and AI-driven feedback, sales reps can refine their approach and build confidence faster than ever before.

Strengthening Your Team with Data-Driven AI Insights

A culture of continuous feedback is key to building high-performing sales teams. AI training enhances this process by offering objective, data-backed insights. In fact, 83% of sales teams using AI reported revenue growth in 2024, compared to just 66% of those who didn't.

AI tools provide unprecedented team-level insights by:

Tracking response times, language patterns, and hesitation points across the entire team
Identifying successful techniques used by top performers that can be taught to others
Providing targeted coaching that enhances performance across the board

By integrating AI with traditional methods, teams can adapt to new challenges while ensuring both underperformers and high achievers reach their full potential.

Conclusion: The AI Advantage in Modern Sales

Confident conversations are at the heart of sales success, and AI-powered continuous training plays a crucial role in developing that confidence. By leveraging AI-driven insights, sales teams can receive real-time feedback, refine their techniques, and close more deals with ease.

The benefits are clear:

Increased revenue through improved conversion rates
Reduced onboarding time for new sales representatives
More confident, capable sales professionals across your organisation
Continuous improvement driven by objective data rather than subjective assessment

AI isn't just an enhancement – it's a game-changer for modern sales training.

Discover how our AI tools can transform your team's performance today. Let's take the next step in boosting your team's confidence and success!

5 golden ways to improve the productivity of your team

Sun, 06 Jul 2025 11:36:13 GMT

How do you get the best from your team without micromanaging? Whether you lead in person, remotely or hybrid, increasing productivity is always a challenge. But even high-performing teams can reach new heights by focusing on environment, clarity and meaningful support.

Here are five proven strategies to help your team work at their best in today’s workplace.

Create a positive work environment

Productivity starts with how your team feels. According to the Office for National Statistics , 28% of working adults now work in hybrid roles, with many reporting improved wellbeing, focus and engagement.

Beyond flexible working patterns, the physical environment matters. A UK-based study found that offices incorporating natural elements like plants and natural light yielded 6% higher productivity and a 15% improvement in wellbeing.

Whether your team works in the office, remotely or a mix of both, make sure they have what they need to feel comfortable, connected and supported in their space.

Give your team ownership

Ownership empowers performance. When team members feel trusted to make decisions and act on their own ideas, they take greater accountability for outcomes.

But that trust needs psychological safety too. According to Gallup , just 10 per cent of employees feel actively engaged at work. Many mention a lack of autonomy or voice.

Teams that feel safe to share opinions, suggest solutions and take initiative are more creative, driven and invested in the success of the business. The best leaders know when to offer support and when to step back.

Set realistic goals

Without clear expectations, even the most talented teams can lose direction. In the UK, Owl Labs found that 53 per cent of managers believe their teams are more productive working in hybrid or remote settings. This is especially true when goals are clearly defined and outcome-focused.

Set SMART goals. These should be specific, measurable, achievable, relevant and time-bound. Make sure everyone understands what they need to achieve, by when, and how success will be measured. Support each team member along the way.

Recognise your team’s achievements

There’s nothing more motivating than knowing your efforts are noticed. A joint report by Gallup and Workhuman found that employees who feel recognised are four times more likely to be engaged at work.

You don’t need formal awards or large incentives. A simple thank you, a shoutout in a meeting or a quick message on Teams can make a big difference. The key is to make it regular and meaningful. Recognition helps boost morale, retention and productivity.

Play to your team’s strengths

Everyone performs better when doing what they are naturally good at. Whether it’s new business calls, nurturing client relationships or writing proposals, match people to tasks that align with their strengths.

Let your team concentrate on activities where they excel and free them from low-value repetitive routines. A UK government trial found that using AI tools, such as Microsoft 365 Copilot, for tasks like summarising emails, drafting documents and updating records freed up around 26 minutes each day , equivalent to almost two weeks of productive work per year for each person.

When people work in areas they enjoy and have tools to support them, they’re more likely to thrive.

Support a Sustainable Hybrid Culture

Hybrid working is no longer a trend, it is the norm. In the UK, Owl Labs f ound that 74% of professionals now prefer hybrid arrangements, while a Guardian survey revealed nearly half would consider resigning if asked to return full-time to the office.

Building clear, flexible hybrid policies shows trust—and makes your organisation more attractive to top talent across the UK and Ireland.

Conclusion

We know that building a productive team is not just about setting targets or ticking boxes. It’s about creating an environment where people can thrive, contribute and grow. Whether you're managing a hybrid team, restructuring your sales function or simply looking to raise the bar, small changes can lead to big results when built on clarity, trust and consistency.

If you're looking to strengthen your team with high-performing sales professionals who bring energy and impact, we’re here to help. Our specialist recruitment consultants understand what great looks like and how to find it. Get in touch today to see how we can support your hiring goals.

5 lessons to learn from rugby teams to improve your onboarding process

Thu, 03 Jul 2025 07:38:28 GMT

Onboarding new employees is a critical process that can have a significant impact on an organisation's success. When done well, it can help new hires feel welcomed, engaged, and empowered to contribute to the company’s goals. However, it can also be a daunting task for any organisation, especially in today's fast-paced and rapidly evolving business environment.

To ensure that new hires are set up for success, it's essential to have a well-designed onboarding process that provides them with the necessary tools, resources, and support to thrive in their roles. While there are many approaches to designing an effective onboarding process, there are some key takeaways that we can learn from rugby teams that can be applied to your business.

Rugby is a physically demanding sport that requires strong teamwork, leadership, and resilience to succeed. rugby teams must work together, understand their roles and responsibilities, provide feedback and support to each other and be adaptable to changing circumstances. These same principles can be applied to your onboarding processes.

In this blog post, we will explore five key takeaways from rugby teams that can be applied to your onboarding processes: strong leadership, teamwork, clear roles and responsibilities, feedback and continuous improvement, and resilience and adaptability. By applying these lessons, you can help your new hires feel welcomed, engaged, and productive from day one, setting them and your organisation up for success.

Strong leadership
Strong leadership is essential in any organisation to create a sense of direction, purpose, and belonging for new employees during the onboarding process. Effective communication is a key aspect of strong leadership, which means clearly conveying the company's mission, vision, and values to new employees, as well as providing them with a comprehensive overview of their role and responsibilities. By setting clear expectations and providing regular feedback, new employees are more likely to understand what is expected of them and feel valued as a part of the team. For example, the rugby team’s captain is responsible for leading the team and creating a culture of collaboration and teamwork. Similarly, in an organisation, strong leadership helps to set the tone for the company's culture and values.

Another important aspect of strong leadership is providing ongoing support to new hires. This can take many forms, such as assigning a mentor or a buddy to help new hires adjust to the company's culture and processes, providing access to training and development programs, and regularly checking in to provide feedback and support. By providing ongoing support, new employees are more likely to feel confident in their work and engaged in their role, leading to higher productivity and job satisfaction.

Having a clear plan is also essential. This means having a designated person or team responsible for overseeing the onboarding process, ensuring that all necessary steps are taken to welcome new hires and provide them with the resources they need to succeed. With a clear plan in place, new employees are more likely to feel supported and engaged in their work from the very beginning, leading to a smoother transition and faster ramp-up time. By implementing these key takeaways, organisations can create a more positive onboarding experience for new employees and ultimately lead to better retention and a stronger company culture.

Teamwork
A rugby team's success depends on every player working together towards a common goal. Similarly, in organisations, a culture of teamwork is essential in achieving goals and objectives. During the onboarding process, new employees should be introduced to the wider team and encouraged to work collaboratively towards shared goals. By fostering a culture of teamwork and collaboration, new employees will feel like part of the team and be more likely to stay engaged and motivated to contribute to the company's success.

To promote teamwork, cross-functional training can be an effective way to help new employees understand the different roles and responsibilities within the company. This approach can also help new hires identify potential collaboration opportunities with other teams or departments. Additionally, organising team-building activities and social events can help new employees form strong relationships with their colleagues and establish a sense of camaraderie.

Provide new employees with the necessary tools and resources to work collaboratively. This can include access to shared workspaces, communication platforms and project management tools.

Clear roles and responsibilities
Understanding one's role and responsibilities is crucial for effective job performance. Just as each rugby player has a specific role on the field, new hires must be provided with a clear job description and responsibilities to increase productivity and avoid confusion.

A clear understanding of their role can also help new employees integrate into the company's culture. By knowing their responsibilities, they can better understand the company's values, goals and how they fit into the bigger picture, leading to a greater sense of belonging and motivation. It's important to ensure that new hires also understand their team's objectives and how their role contributes to them, nurturing a deeper connection to the team and company's mission.

Regularly reviewing and adjusting job roles and responsibilities is essential to ensure they align with the company's evolving requirements. Similar to how rugby teams adjust their game plan or change player positions to better suit the opposition, job roles and responsibilities should be periodically reviewed to ensure relevance and contribution to company objectives. This also presents an opportunity to identify areas where new skills or knowledge may be needed to improve job performance.

When roles and responsibilities are clear and well-defined, employees can work effectively and contribute to the company's overall success.

Feedback and continuous improvement
Continuous improvement within a rugby team is achieved by providing feedback and support to players. Similarly, in organisations, providing regular feedback and support to new employees is essential for their growth and development. Regular check-ins, training, and coaching sessions can help new hires identify areas for improvement and develop their skills and knowledge. A culture of continuous improvement can be promoted by encouraging new hires to ask for feedback and provide opportunities for them to learn and develop their skills.

Feedback should be constructive and delivered in a way that is supportive and encouraging. It should focus on specific actions and behaviours, rather than personal characteristics. Regular check-ins can provide an opportunity for managers and new hires to discuss progress and identify areas for improvement.

In addition to providing feedback and support, organisations can promote a culture of continuous improvement by celebrating successes and learning from failures. By acknowledging achievements and sharing best practices, new hires can learn from their peers and feel motivated to improve their performance. By reflecting on failures and identifying areas for improvement, new hires can develop resilience and learn from their mistakes. A culture of continuous improvement can help to create a dynamic and adaptable organisation that is always striving to be its best.

Resilience and adaptability
Resilience and adaptability are critical qualities that rugby players need to succeed. The physical nature of the sport means that players will face challenges and setbacks, such as injuries and losses, that require them to be mentally and physically resilient. Players must also be adaptable, as the game can be unpredictable and they may need to adjust their tactics and approach to overcome their opponents. This requires players to have a growth mindset and a willingness to learn and develop their skills.

To cultivate resilience and adaptability in new employees during the onboarding process, companies can:

Set realistic expectations: Be transparent about what new hires can expect in their role and the challenges they may face. Provide them with resources and support to help them navigate any challenges that arise.
Provide regular feedback: This can help new hires improve their skills and build confidence. This can also help them to feel supported and encouraged to keep learning and developing.
Encourage a growth mindset: Emphasise the importance of learning and development, and encourage new hires to embrace challenges and setbacks as opportunities for growth.
Encourage a supportive culture: Create a culture where your newbies feel comfortable asking for help. Support them when needed. Encourage collaboration and teamwork to help new employees feel more connected to their colleagues and the company.

In conclusion, onboarding is a critical process that requires careful planning and execution to ensure that new employees feel welcomed, engaged and productive. By taking inspiration from rugby teams, organisations can apply the principles of strong leadership, teamwork, clear roles and responsibilities, feedback and continuous improvement and resilience and adaptability to their onboarding processes.

At BMS Recruitment, we understand the importance of an effective onboarding process. We offer a range of services to help organisations develop and implement successful onboarding process. Our experienced consultants can help you to design and deliver onboarding programmes that are tailored to your specific business needs, ensuring that new employees are productive and engaged from day one. Get started today to see how we can help you build a successful onboarding process and help you retain your next employee!

Mastering graduate sales recruitment: Why a specialist agency is your secret weapon

Wed, 14 May 2025 08:03:47 GMT

Finding the right sales talent among hundreds of graduate applications can feel like looking for a needle in a haystack. Rising employer costs and a clear mismatch between skills and roles have made it harder than ever for young people to find the right opportunities. However, competition is at a high, with the average graduate role receiving around 140 applications .

Under pressure and with limited options, many graduates are taking a scattergun approach, applying for any job that looks remotely suitable, whether it fits their strengths or not. Quantity over quality has become the norm, leaving employers sifting through countless CVs without finding the right fit.

However, beneath the flood of applications lies a deeper issue: finding candidates with the qualities sales roles truly demand.

The real challenge of hiring graduate sales talent

Sales is a high-pressure, results-driven environment. It demands resilience, self-motivation, and excellent communication – traits that can set exceptional graduates apart. Unlike some entry-level roles, sales doesn’t offer a slow start or passive learning. It’s all about hitting the ground running.

When hiring graduates for sales, it’s about spotting potential, not experience. Spotting transferable skills, a growth mindset, and the right attitude is crucial, but these qualities can be hard to assess on a CV and easy to miss without the right expertise.

The true cost of a bad hire goes far beyond the financial hit, it includes wasted onboarding time, missed revenue goals, and a drop in team morale. The key to avoiding these pitfalls is hiring the right talent from the outset.

Why specialist recruitment agencies are game-changers

Partnering with a specialist recruitment agency for graduate sales roles offers serious advantages:

Access to a pre-vetted pool of sales-focused graduates who’ve already passed key behavioural and aptitude assessments.

Deep industry expertise, including sector insights, market trends, and salary benchmarks.

Reduced time-to-hire – recent research shows recruitment agencies can cut this by around 50%.

Higher retention rates, thanks to better cultural and performance alignment.

It’s not just about filling a seat, it’s about finding the right graduate for the right sales opportunity, quickly and efficiently.

The cost of getting it wrong vs the value of getting it right

While in-house hiring may seem cheaper, the hidden costs of poor hires – time lost, slow ramp-up, and frequent re-recruiting – add up quickly.

Specialist agencies offer faster onboarding, better time-to-productivity, and stronger chance of retaining graduates for 12 months or more. Investing in the right hire from the start is a long-term win.

How to get the most from your recruitment partner

To maximise your partnership with a specialist recruitment agency:

Set clear goals and expectations from day one.

Involve your recruitment partner in planning - they’re not just a CV supplier.

Focus on long-term relationships over one-off transactions.

Develop a strong onboarding process to set graduates up for success.

Transform your graduate sales hiring

Hiring graduate sales talent shouldn’t be a gamble – it should be a strategic advantage.

At BMS, we’ve spent over 30 years helping businesses build exceptional sales teams by connecting them with ambitious graduates. Our tailored assessment centres, market insights, and cultural fit checks ensure you don’t just fill roles – you build future sales leaders.

If you’re ready to elevate your sales team with top-tier graduate talent, contact us today to discover how we can help you find sales graduates who deliver results from day one!

6 costly mistakes when hiring sales leaders – and how to avoid them

Thu, 01 May 2025 08:12:28 GMT

Hiring the right sales leader is more than just filling a vacancy. It’s about securing a critical role that will drive growth, strategic change, and lasting impact across your organisation. The right person can transform your team’s performance and accelerate your company’s market position. The wrong person can set you back financially and operationally, draining resources and damaging morale. Research shows that a bad hire can cost more than five times the individual’s salary when you factor in lost productivity, recruitment costs, and team disruption.

Across industries, sales leaders are expected to not only drive revenue but also align sales strategies with wider business objectives. Effective sales leadership requires an understanding of the unique demands and culture of their sector, ensuring strategies are both relevant and impactful. And in this highly competitive landscape, businesses cannot afford to make mistakes when hiring at the senior level.

To help with this, we’ve identified six critical hiring mistakes companies make w hen recruiting for senior sales leadership roles. And, just as importantly, we’ll show you how to avoid them.

Mistake 1: Failing to understand candidate’s motivations or paint a compelling vision

When hiring senior sales professionals, many companies focus heavily on evaluating the candidate, without recognising that the candidate is evaluating them just as closely. One of the most common questions asked by candidates for these positions is: “What’s the short, medium, and long-term opportunity?” If you can’t answer that clearly, you may lose out to a competitor who can.

Hiring managers often fall short not because the opportunity lacks potential but because they haven’t spent enough time understanding what motivates the individual in front of them. Whether it’s career progression, autonomy, or market challenge, if you don’t tap into these drivers, you limit your ability to sell the opportunity effectively.

How to avoid it:

Take the time to understand what’s driving the candidate to consider a move and then tailor how you present the opportunity accordingly. Sales leaders are assessing you just as rigorously as you’re assessing them, so communicate clear short, medium, and long-term opportunities that align with their motivators. Share your company’s current position, recent achievements, and future plans. Whether you’re entering new markets, launching a new product, or scaling the team, be transparent. Top sales leaders aren’t looking for just any job, they’re looking for purpose, momentum, and impact. By thoroughly understanding their motivations, you’ll be able to communicate a vision that excites and differentiates your opportunities from competitors.

Mistake 2: Not involving key stakeholders early in the hiring process

Sales leadership doesn’t exist in a vacuum. Sales leaders need to collaborate closely with multiple departments, including marketing, operations, finance, and HR. If you leave recruitment solely to HR or an external agency without involving these key stakeholders, you risk a lack of alignment in expectations, leading to miscommunication and, potentially, the wrong hire.

How to avoid it:

Involve key stakeholders outside of sales early in the process, particularly those who will work directly with the sales leader. This helps to ensure the candidate fits culturally, operationally, and strategically. Getting input from marketing, finance, operations, and senior leadership ensures a more holistic approach to the hiring decision, reduces onboarding friction, and sets the new hire up for long-term success.

Mistake 3: Focusing too heavily on big achievements without considering the context

It’s easy to be dazzled by a candidate’s track record of impressive revenue figures or well-known logos. But past success isn’t always indicative of future results, particularly if the conditions that led to those achievements don’t align with your company’s current environment.

How to avoid it:

Look beyond the numbers and dig deeper into how those results were achieved. Ask questions like: “What strategies did you implement?”, “How did you navigate complex sales cycles?”, and “What role did you play in those wins?” Understand the processes and conditions that led to their success, were they supported by generous budgets, a strong brand, or a loyal customer base? If so, their ability to perform in your company’s unique environment might be limited.

Mistake 4: Underestimating the importance of leadership and strategic skills

Many companies are under pressure to fill sales leadership roles quickly and often look for candidates who can stabilise the sales team immediately. We get it, hitting targets and closing the next deal feels urgent. But sales leadership is not just about maintaining momentum; it’s about leading teams, adapting strategies, and growing with the company. This matters more than ever, especially when 39% of employees feel their managers lack essential leadership skills. A sales leader who thrives in a steady environment may struggle when your business needs to scale, innovate, or adapt.

How to avoid it:

Clarify what type of sales leader your business needs both now and in the future. Do you need someone who can stabilise the team and hit immediate targets, or someone with the vision and agility to lead through change and growth? Consider candidates’ ability to drive change, elevate teams, and scale processes. The best leaders will solve today’s problems and position your sales strategy for tomorrow’s growth.

Mistake 5: Overlooking cultural fit

Culture is everything, especially when hiring for senior roles. You might find someone with an outstanding track record, but if their values, leadership style, or approach don’t align with your organisation, the long-term impact could be damaging. Misalignment can lead to frustration, disengagement, and, eventually, turnover. This is clear, as research shows 35% of employees report leaving a job because of a poor manager.

How to avoid it:

Evaluate cultural fit just as rigorously as you assess skills and experience. Look beyond qualifications and past performance and focus on how candidates align with your company’s values, leadership approach, and working style. Partnering with a specialist executive recruitment partner can also help you assess behavioural fit more effectively. Ask questions around how they have built teams, handled conflicts, or driven alignment with company culture. A culturally aligned leader will not only drive better results but will also build team cohesion and long-term employee satisfaction.

Mistake 6: Not properly assessing long-term potential

Hiring for short-term gain can feel like an immediate solution, especially when there’s pressure to fill a sales leadership role quickly. However, focusing only on addressing immediate needs without considering long-term growth can lead to another vacancy sooner than you’d like.

How to avoid it:

It’s essential to look for candidates who bring both immediate value and long-term potential. Research shows only 63% of C-suite executives and 55% of senior employees find meaning in their role, highlighting how important long-term engagement is. Look to discuss their career aspirations and whether they can grow with your company. Do they have the mindset to evolve with your strategy? The best candidates will be those who care about innovation, learning, and making a lasting impact. Take the time to assess their long-term ambition, adaptability, and ability to evolve as your business grows.

Conclusion

At BMS, we understand the challenges and complexities of hiring senior sales leaders. It’s not just about filling a role – it’s about finding someone who can drive growth, shape your team, and align with your company’s strategic goals. By avoiding these common mistakes, you’ll significantly increase your chances of securing a leader who can make an immediate impact and continue to drive success as your business evolves.

Ready to hire a sales leader who drives real results? Our dedicated executive search team can help you navigate these challenges and find the perfect match for your business. Get in touch today !

5 things to do when your top sales performer resigns

Mon, 08 Jul 2024 13:42:46 GMT

It’s every sales manager’s worst nightmare: your top performer hands in their notice – right when you least expect it.

When this happens, you’re not just dealing with an empty seat. You’re potentially facing lost revenue, vacant territories, disruption within the team, and a major hiring headache. Replacing a top salesperson can be costly – both financially (with a bad hire costing up to 30% of their annual salary) and in terms of momentum.

And while it can feel sudden, the truth is: resignations shouldn’t be a shock. Whether it’s the start of a new financial year or simply a desire for something new, many sales professionals are rethinking their goals – 53% of them are currently open to new opportunities, according to recent research.

So, if your top performer calls it quits, don’t panic. See it as a chance to reflect, regroup, and strengthen your team. Here’s where to start:

1. Dig into the ‘why’ behind the resignation

Even if the resignation came as a surprise, the underlying reason usually doesn’t appear out of nowhere.

Research shows that 64% of employees are dissatisfied in their current roles. For salespeople, that dissatisfaction can stem from a number of factors: limited progression, compensation concerns, poor leadership, burnout, or lack of coaching and support (with many sales leaders spending only 20-40% of their time actively helping their team close deals).

That’s why the exit interview is so important. It’s not just a formality – it’s a valuable opportunity to gather feedback that could help your retain others in your team. Consider asking:

Was this a personal move, or were there role-specific frustrations?

Are current expectations and targets reasonable?

Do you offer enough recognition, development, and growth opportunities?

Whether their reason is unique or reflective of a wider issue, this information can help you adapt – and position your team and organisation more competitively going forward.

2.Put a solid transition plan in place

When a high-performing sales rep leaves, it can leave a temporary gap that affects both your team’s output and morale. That’s why it’s essential to have a transition plan ready.

Start by reviewing your existing HR processes: what does their notice period allow time for? How much of their pipeline or client handover can be realistically managed?

Then ask yourself:

Who can take over priority accounts, even short-term?

Is there someone ready to step into a larger role?

How would we communicate this change internally and externally?

Rather than rushing to assign everything, look at this as a development opportunity. A more junior team member might benefit from handling new accounts, and the change could highlight leadership potential within your existing team.

3.Keep your team steady and supported

A key team members departure can impact more than just workload – it can affect morale and cohesion, particularly in tight-knit sales teams. If the person leaving had strong peer relationships or was a key motivator, their absence might create uncertainty.

It’s important to acknowledge this. Transparency, empathy, and a focus on opportunity can go a long way in helping the rest of the team stay motivated and engaged.

Some practical ways to support your team:

Share the news with clarity and positivity

Recognise the individual’s contribution while highlighting what comes next

Invite others to step up into new responsibilities or temporary challenges

A well-managed transition can boost team morale and resilience – especially if people feel involved and supported throughout the process.

4.Rethink the role before you refill it

It’s tempting to look for a direct replacement – but before you post that job ad, take a step back.

The departure of a top performer gives you a chance to reflect on the role itself and what your team truly needs to grow. Ask yourself:

Are there skill gaps that this hire could help fill?

Would specialist experience in a new vertical or emerging area benefit the team?

Could you benefit from someone who can bring fresh expertise in evolving sales tools - like video outreach, AI-driven outreach, or advanced CRM automation?

You may even decide the role could evolve, or be split across multiple team members. This is a great opportunity to future-proof your team structure rather than simply replicating the past.

5.Move quickly – but stay flexible

Speed is important when recruiting in today’s competitive sales market. Talented candidates are often off the market quickly – yet slow, complex hiring processes remain a common issue.

For example, only 5% of sales candidates secure an interview within a week of applying. To attract strong applicants and avoid missing out, your hiring process needs to be as efficient and candidate-friendly as possible.

Here’s what can help:

Align early on salary, role scope, and hiring approvals

Write a job description that reflects current business needs – not just the last person’s skill set

Consider candidates with transferable skills or adjacent industry experience

You may not find an identical replacement, but by keeping an open mind and acting decisively, you’re more likely to bring in someone who can thrive – and grow – with your business.

Call the experts

While losing your top salesperson is never ideal, it doesn’t have to spell trouble. With the right plan in place, it’s also a chance to reflect, evolve, and set your team up for long-term success.

And you don’t have to do it alone. Whether you need support with finding candidates or rethinking your team structure, our recruitment specialists are here to help. Get in touch today to find out how we can support your next hire – and help you build a stronger, more resilient sales team.

5 Reasons for Interviewing Your Next Sales Professional Remotely

Sun, 07 Jul 2024 10:56:07 GMT

In recent years, employers have had the chance to experience the remote interview process and all the benefits that come alongside it. From this, remote interviews have skyrocketed in popularity, with many employers and job-seekers preferring them to face-to-face interviews.

If you’re on the hunt for your next sales professional, you might consider the remote job interview process for a number of reasons. Listed below are some of the reasons why so many businesses are opting for remote interviews.

It speeds up the recruitment process.

First things first, if you know how to conduct remote interviews, it speeds up the recruitment process. This is because interviewing remotely means you’re able to slot in interviews whenever you have the time; you don’t have to block out big chunks of your day to set up meeting rooms and tidy up after.

Similarly, remote interviews make it easier to carry them out back-to-back, allowing you to work through the list of candidates at a quicker rate. All in all, remote interviewing streamlines and as a result, accelerates the recruitment process.

It helps you make better hiring decisions.

Another bonus of knowing how to interview remotely is that you’re able to make better hiring decisions. This is because, with a remote interview, you can have all the candidate’s information on the screen in front of you. From this, you’re able to assess their qualifications, skills, experience and personality all at the same time. As a result, better hiring decisions can be made, as you’re able to weigh up every aspect of the candidate with ease. This comprehensive view of a person makes it easier to determine their suitability for a role.

It increases consistency in the hiring process.

The top remote interview tips tell you that remote interviewing allows you to maintain consistency throughout the hiring process. When it comes to a face-to-face interview, there are more factors to consider that could affect someone’s interview experience. For a remote interview, though, the conditions are largely the same – it’s just the interviewer and the candidate conversing via a screen.

If all candidates are provided with an almost identical experience, this removes the likelihood of your decision being swayed by external conditions. Therefore, you can rest assured that you’re hiring someone because they’re the best fit for the job.

It allows you to access a wider pool of talent.

One of the biggest advantages of remote interviewing is that it gives you access to a wider talent pool. This means you don’t have to be restricted by location; instead, you can reach out to people across the globe to find the perfect candidate. In fact, having an international sales team could be extremely beneficial, allowing you to add to the company’s language capabilities, which then enables the expansion of your target market. After all, a diverse sales team makes a diverse client base possible. Consequently, not only does remote interviewing improve your recruitment process, but it improves your business model as a whole.

It improves the candidate experience.

Job interviews are a daunting experience, no matter who you are. Despite this, remote interviews improve the candidate experience, as it allows the individual to engage in the interview from the comfort of their own home. If the candidate is comfortable, it makes it easier for them to present the best version of themselves. While they’ll still have the pressure of the interview, they won’t have to deal with the stress of being in a new environment.

Are you currently in the process of interviewing candidates? Why don’t you try doing them remotely! If you need some more advice or help with your hiring process please get in touch.

5 tips to get your sales team winning this quarter

Wed, 03 Jul 2024 08:00:41 GMT

As a new quarter kicks off, sales leaders are asking the same question: How can we make this one count?

So, what sets high-performing teams apart? Here are five proven ways to help your team not just stay on track, but outperform – and turn potential into consistent, measurable wins.

Invest in coaching that elevates performance

Equip your team with the right tools and training

Build a culture of trust and collaboration

Stick to a clear, consistent sales process

Set ambitious, but achievable goals

When people believe in the goals they’re working toward, they give more effort, and get better results.

Final thought: It all comes back to people

From better coaching and enablement to building trust and process discipline, each of these strategies shares the same foundation: they focus on helping people perform at their best.

5 tips for moving forward after redundancy

Wed, 03 Jul 2024 07:51:09 GMT

Do you feel lost and overwhelmed after being made redundant?

Going through redundancy can be a scary and uncertain time for anyone, leaving you wondering how to survive when your main source of income has been taken away. Doing some practical steps like considering refreshing your knowledge or taking up reskilling initiatives can put you back on the path to financial security and success. In this blog post, we discuss three actionable tips that will enable you to move forward after redundancy. With dedication, hard work, and these helpful insights you will find yourself right back in control of your future again!

1. Don't dwell on the past

It is extremely important not to dwell on the past after redundancy as it can have a detrimental effect on a person’s mental health, leaving them feeling down and depressed. Focusing too much on the past can create an unhealthy cycle of rumination and negative thinking, making it difficult for individuals to be productive or move forward in their lives. Dwelling on what could have been will only make matters worse, as there is no point in looking back and evaluating things that cannot be changed.

Not dwelling on the past enables individuals to take control of their future by taking actionable steps towards achieving their goals. Rather than letting their current situation dictate how they feel, they can focus on what they can do now to improve their circumstances, such as refreshing their knowledge or taking up reskilling initiatives. This allows them to progress with their lives and find financial stability through meaningful work once again.

2. Take some time for yourself

Taking time for yourself after redundancy is an important step in the process of moving forward. Ensuring you relax and rejuvenate is a great way to clear your mind and recharge your batteries so that you feel prepared and energised to take on whatever challenges come next.

On top of that, taking some time for yourself can help you gain perspective on the situation you’re in. It allows you to look at things from a different angle and make decisions that are best for your long-term future. You can also use this time to reflect on what happened and how it affects your career goals. Reflecting on your experiences can help you grow as an individual, allowing you to identify areas where you need improvement and focus your attention on going forward.

In addition, giving yourself some downtime is essential for preserving your mental health. The emotional toll of being made redundant can be significant, leading to feelings of anxiety, depression, isolation and other forms of distress if left unchecked. Allowing yourself time away from work-related stressors gives you the space needed to acknowledge and healthily process those emotions so that they don’t become overwhelming or cause further damaging down the line.

Taking some time off after being made redundant also allows you to take stock of all the things that matter most in life - family, friends, hobbies, etc - all those aspects of life that often get neglected during periods of intense work commitments. This will strengthen existing relationships, as well as offer insight into new interests or avenues worth exploring when looking for new paths beyond redundancy.

3. Create a plan

Once you've taken some time for yourself, it's time to start thinking about your next steps. What do you want to do with your life? What are your goals? Creating a plan will help to give you a sense of purpose and will motivate you to keep moving forward.

It should include both short-term goals that are achievable in the near future, as well as longer-term goals that require more effort but have greater rewards. Start by listing out all of your skills, experience, and qualifications - these will form the basis of your plan. Make sure that all of these points meet any criteria or requirements needed in order to pursue certain careers or roles.

4. Take action

Taking action after redundancy can be daunting, but it’s essential to get back on track. Taking proactive measures such as networking, learning new skills, and applying for jobs will help you move forward.

Networking is a great way to make connections that can benefit your career. Connect with people in your industry or contacts who have the same interests as you. Also, take the time to learn more about opportunities in your field by attending events or joining online communities related to your interests.

Learning new skills is also important to stay competitive in today’s job market. Consider taking courses or obtaining certifications that will help you stand out from other candidates when applying for jobs. Additionally, think about ways you can apply existing knowledge and skills acquired from past experiences to relevant new roles. You should also consider refreshing existing knowledge and picking up new technologies by using online resources such as tutorials and webinars.

Finally, it’s essential to start looking for jobs as soon as possible after being made redundant. Many job postings list specific qualifications needed for a role so make sure you meet these criteria by updating your CV, cover letters and other documents accordingly before submitting them for consideration. You should also look into volunteering opportunities that are related to your field of interest; this will show your gaining more experience while searching for your next position, helping you to stand out to potential employers.

5. Be patient

Finally, it's important to be patient. Moving forward after redundancy takes time and there will likely be some setbacks along the way. But if you stay positive and keep taking steps towards your goals, eventually you'll reach your destination.

Redundancy can be a tough time for anyone, but with hard work and these five tips, you'll be back on your feet in no time. Keep refreshing your knowledge, take up reskilling initiatives, and most importantly - don't give up! You've got this. Check out our live jobs to get started today!

The top 3 things to look for in a company during turbulent times

Sat, 08 Jul 2023 07:54:07 GMT

We all know how these turbulent times can be for job seekers. With the current state of the economy and an uncertain future, finding a reliable source of income is more important than ever. But instead of panicking, it’s important to remember that there is still an opportunity to seek out your dream job. Finding the right company with stability and growth potential should be a high priority - remember, you have options! To make it easier on yourself, we put together a list of things to look for in a company during these unpredictable times so you can rest easy knowing that you made the best decision possible.

1. Stability - Look for companies that have been in business for a long time and have a good financial standing

A company's financial stability is paramount during turbulent times, so when looking for your next job, it's important to do your research. Companies that have been around for a while and have demonstrated a good track record can provide valuable stability in the face of external factors. Check out the company's financial statements and look at their revenue over time; this will give your insight into what kind of business decisions they make ahead of potential market changes. Stability is the five pillars of finance - cash flow, profit and loss statements, liquidity ratios, debt management, and budgeting.

Cash flow is the first pillar; it reflects how well the business is managing its money and can be used to measure its financial health. A positive cash flow indicates that a company has enough liquidity to cover operational expenses and will not become insolvent in the near future. It's important to look at the flow of funds between accounts, as well as any changes in cash inflows and outflows over time. Check out this article as it explains how to calculate a company's cash flow.

Profit and loss statements provide insight into a company’s profitability by showing how much it earned or lost during a specific period. Analysing these statements helps identify areas of improvement or areas where costs can be reduced to increase profits. Usually, a continuing trend of increasing net income indicates that a company is stabilising financially. For more information on how to find profit and loss statements check out this article.

Liquidity ratios measure a company’s ability to pay its short-term debts with its current assets. Specifically, the current ratio shows whether or not a business has enough liquid assets (cash, accounts receivable) relative to short-term liabilities so that it can pay them off without having to sell off valuable long-term assets like factory equipment. A higher current ratio indicates better liquidity and more stability for the business.

Debt management - companies should have an effective debt management system in place so they can pay their creditors on time and avoid bad debt situations where they are unable to fulfil their obligations due to financial distress. Companies should use debt only when necessary and maintain reasonable ratios between secured debts (like loans) and unsecured debts (like bonds).

Finally, budgeting is key - companies need accurate forecasts about their sales performance to plan effectively for any potential changes in market conditions. An effective budget should include cash flow projections, sales forecasts, expense estimations, cost control measures, as well as risk management strategies based on predictions about economic trends. All of this information can help businesses stay afloat during difficult economic periods by allowing them to adjust their spending accordingly while still leaving room for growth opportunities if conditions improve suddenly.

2. Leadership - Make sure the company has a strong leader who can make sound decisions during difficult times

It is especially important to pay close attention to the leadership of a company. A strong leader with an even steadier hand can make sound decisions during turbulent market conditions and help the business through difficult periods. It is essential to verify the leadership skills of any company you plan on considering for a job. Make sure that they have someone at the helm who has strong leadership qualities and demonstrate a willingness to take risks when it is beneficial. A job seeker can do this by conducting research into the company's mission, vision and values. They should look for information about the company management team to get an understanding of who is in charge and how their decisions affect the overall success of the business. Additionally, job seekers should view a potential employer's portfolio and review financial documents such as cash flow reports, profit and loss statements, liquidity ratios and budgeting plans to assess their stability. Finally, they can read reviews from past employees or contact current employees directly to gain insight into what kind of leadership qualities are present within that organisation. Effective leadership can make all the difference when times are tough and will help keep stability where it's needed in an ever-changing landscape.

3. Vision - The company should have a clear vision for the future and be able to articulate it

Having a clear vision is of the utmost importance for companies. Vision provides a long-term direction and serves as a critical point of guidance. It can unify employees, customers & partners in pursuit of the same objectives. Vision also enables leadership to make decisions that align with the company’s values & goals and promote thought-provoking conversations about different approaches to achieving those aims.

Keep these three things in mind when looking for a stable and thriving company during turbulent times and you’ll be sure to find an organisation that can provide you with the security and opportunities you need to thrive. Check out our live jobs to see what roles are available today!

7 Strategies to Tackle the Engineering Talent Shortage

Mon, 03 Jul 2023 08:34:26 GMT

The engineering landscape faces a significant talent shortage, posing a challenge for growth across the sector. This gap between available engineers and the industry's ever-increasing demand creates bottlenecks and hinders innovation. So how can you bridge this gap and recruit the brightest engineering minds?

As organisations grapple to drive their projects forward, adopting strategic approaches to attract and retain talent has never been more crucial. Here are seven key strategies you can consider below.

Cultivate STEM education partnerships

Building a strong talent pipeline starts early. Partnering with local schools, sixth-form colleges and universities offering STEM subjects (science, technology, engineering and maths) allows you to directly influence the development of future engineers. This can involve:

Providing guest lectures and mentorship opportunities: Your engineers can share real-world industry experiences and ignite students' passion for engineering careers.
Developing internship programmes: Consider offering internships that provide valuable hands-on experience and allow students to test the waters of your company culture.
Collaborating on curriculum development: Offer to work with educators to ensure the curriculum reflects current industry realities and prepares students with the most in-demand skills.

By investing in future generations, you're not only helping address the talent shortage but also cultivating a future workforce armed with the knowledge and skills your company needs to succeed.

Invest in employee development programmes

Retaining top talent is just as important as attracting it. Providing comprehensive employee development programmes demonstrates your commitment to your workforce's growth. For instance, you could offer:

Technical skills training: Workshops, conferences or online courses will help your engineers stay abreast of the latest technologies and software.
Leadership development programmes: Equip your engineers with the skills to take on more responsibility and potentially transition into leadership roles within your company.
Soft skills training: Develop communication, collaboration, project management and problem-solving skills to help create a well-rounded and effective engineering team.

By investing in employee development, you not only increase employee satisfaction and retention but also build a more highly skilled and adaptable workforce, giving your company a competitive edge.

Embrace remote and flexible work models

Alongside this, the rise of virtual work technologies has opened the door to a much wider talent pool.

Offering remote work options or flexible scheduling can be a game-changer in attracting top engineering talent. These work patterns allow you to recruit highly skilled individuals regardless of location and encourage a work-life balance that's hugely important to modern professionals. By embracing remote work, you instantly broaden and diversify your candidate pool, and create a more attractive work environment for top engineers.

Create a strong employer brand

In today's competitive job market, your employer brand is a powerful tool for attracting top talent. What makes your company unique and attractive to engineers? Here are some ways to develop a strong employer brand:

Highlight your company culture: A collaborative, innovative and rewarding work environment will help nurture creativity and professional growth.
Showcase the impact of engineering work: Emphasise the real-world applications of engineering projects undertaken at your company to inspire potential candidates.
Promote work-life balance initiatives: Demonstrate your commitment to employee wellbeing by offering competitive benefits packages, flexible work arrangements and opportunities for personal development.

By creating a strong that resonates with engineers' values and aspirations, you'll position yourself as a top destination for talent.

Forge industry partnerships and collaborations

Collaborating with other companies, industry bodies and professional associations can be a strategic way to address the talent shortage. Consider partnering on initiatives such as:

Joint recruitment events: Attract a greater pool of candidates by co-hosting careers fairs or with other companies in your field.
Talent exchange programmes: Set up temporary exchanges of engineers between companies to share knowledge and expertise while fostering professional development.
Industry-wide mentorship programmes: Connect experienced engineers with early-career professionals across different employers to promote knowledge transfer and career guidance.

By working together, you can help standardise skills requirements and certifications, making it easier to identify and recruit qualified candidates. You’ll also create a more robust talent ecosystem that benefits the entire industry.

Invest in training and development

While employee development programmes are vital, consider broader investments in training and development initiatives. This could involve sponsoring industry conferences, offering tuition reimbursement for relevant engineering certifications, or even creating an internal knowledge-sharing platform where engineers can learn from each other.

Also, remember not to overlook the potential of recent graduates or individuals considering a career change. By offering targeted training and development, you can help these individuals gain the necessary skills to thrive in your company. This can include:

Bootcamps or intensive training programmes: Provide focused training on specific technologies or engineering disciplines relevant to your company's needs.
Mentorship programmes: Pair experienced engineers with recent graduates or career changers to provide guidance, support and knowledge transfer.
On-the-job training: Offer opportunities for hands-on learning and project work to bridge the gap between theoretical knowledge and practical application.

By investing in training and development for non-traditional candidates, you can create a more diverse and talented engineering workforce.

Find out how we can help

The engineering talent shortage creates a complex challenge, and navigating the recruitment landscape on your own can be time-consuming. Here's where partnering with a specialised recruitment agency like us can make a significant difference. We can help you:

Source qualified candidates: We have access to extensive networks of engineers, including passive candidates who may not be actively searching for new positions.
Save time and resources: We’ll help you streamline your hiring process, allowing you to focus on the most promising candidates.
Stay informed of industry trends: We always keep our fingers on the pulse of the engineering job market, making sure you’re offering competitive compensation packages and attractive employment terms.
Navigate complex hiring regulations: We’ll help ensure your hiring practices comply with all relevant regulations and employment laws.

Get in touch today and let us help steer you through the recruitment process and drive ongoing success for your company.

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What are the benefits of hiring graduates?

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Graduates are a cost-effective hire

Graduates can offer new perspectives

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Graduates are enthusiastic

Graduates come with a high ROI

Open vacancy? Hire a graduate.

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Why am I applying for this job? ﻿

Do I have the skills and experience required for this position? ﻿

Do I have a CV that is typo-free and up-to-date? ﻿

Do I have a tailored CV to match the job opening requirements?

Have I researched the company before submitting my application?

Will this job allow me to reach my long-term career goals? ﻿

Have I included relevant awards or certifications in your CV? ﻿

Do I want to work for this company long-term? ﻿

How does this position compare to others that I am interested in pursuing?

Do I fit into their company culture? ﻿

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Why am I applying for this job?

Do I have the skills and experience required for this position?

Do I have a CV that is typo-free and up-to-date?

Will this job allow me to reach my long-term career goals?

Have I included relevant awards or certifications in your CV?

Do I want to work for this company long-term?

Do I fit into their company culture?