iThink: September 2017

With the Summer break over and the tan starting to fade, it is that time of year in which many businesses start to think about how best to manage the remainder of their talent budget (if it’s not already spent!) and start to think about planning for 2018, and we are enjoying continuing to offer different and innovative solutions to our customers which help them hire and retain great talent, and use that budget wisely.

Since my last post in June, we have grown our ranks with 2 new researchers and successfully concluded our 12-month transformation programme at Arval. This was an incredibly rewarding piece of work, in which we supported the transition of the recruitment model from an outsourced solution to in-house. Working in collaboration with a driven HR team and recruitment lead, the programme saw direct fill achievement at 90%, significantly reducing their recruitment spend.   It is exactly the type of programme we wanted to deliver and client we wanted to work with when Cogito was formed!

Our talent mapping solution has helped new and existing customers alike to benefit from deep talent and market insight, which has enabled them to engage with talent they wouldn’t usually attract when using traditional recruitment methods.  Of particular satisfaction has been the range of skills and projects from Executive level to volume skilled and operational roles.  Amongst our recent projects are:

Chief Technology Officer – Financial Services
Chief Information Security Officer – Financial Services
CIO – Financial Services
Operations Director – Manufacturing
Commercial Director – Manufacturing
Head of CSR – Fashion
Operations Manager – Manufacturing
Multi-Skilled Engineers – Food
NPD Managers – Food

For many of these projects, I have been delighted that after being assessed against Headhunters and Recruitment Agencies,  it was our ability to provide deep insight to support decision making and wider organisation design strategies which set us apart and led to our engagement – and success.  Being able to show customers that turning data into information can provide a much better recruitment output for all continues to be rewarding for us all.

In addition to talent mapping, our research has supported broader Organisation Design projects for two of our key customers, this is where we see much of our future engagement, offering added value insight to identify “What Great Looks Like” and analyse why people thrive, as we not only help businesses to hire great talent, but retain and progress it!

With all this data and insight, we are keen to share more, so over the next quarter we will be introducing new ways of benefiting from our insight.

The iThink Hub will be populated with more content, including sharing headlines from our insight so that our followers can discover trends and stats which could help shape their talent thinking. If you are not a member of the iThink Hub yet, you can sign up for free

We will be expanding our Hiring Index reporting to include market data as well as specific company and sector talent news, this means that you can not only be aware of demand for talent in your sector and region, but also understand the national labour picture.

Our training programme which has been delivered to clients over the past 3 years is now available for single sign up. We have received great feedback from inhouse recruiters from these sessions in which we focus upon candidate and hiring manager engagement to improve recruitment performance. With sessions in Bristol in October and November, we now want to provide the opportunity for other internal recruiters to develop their skills and improve the quality of candidates and service to the business.  If you are interested in participating drop me a line.

Finally, in the October we will host our next iThink Seminar, this time on the power of storytelling to enhance Employer Brand, to join us, our expert speakers and thought leaders click here

A busy quarter ahead…



T: 01179200125


If you want to create fact-based talent strategies from acquisition to engagement, and reduce your reliance upon recruitment agencies and lower recruitment spend, please get in touch.

iThink: June 2017

As we move towards the middle part of our third year, it seems like a great time to take stock and share our evolution.  We continue to add more and more value to our increasing number of customers, helping them to improve direct hiring performance and reduce recruitment spend. 

This means that we have had the opportunity to grow our team and we have recently moved to a new, larger, office in central Bristol.

Already in 2017 our transformation programme at Arval has not only led to the transition of the recruitment model from an outsourced solution to in-house, but we have worked in partnership with them to create a recruitment model which has achieved over 90% direct fill and significantly reduced their recruitment spend. They have embraced our insight and are soon to launch a new employer brand and engagement collateral.

Our talent mapping solution has helped new and existing customers alike to benefit from deep talent and market insight, which has enabled them to engage with talent they wouldn’t usually attract when using traditional recruitment methods, amongst our projects this year are:

  • Chief Operating Officer – Manufacturing
  • Telesales Director – Financial Services
  • Director of Merchandising – Retail
  • Sales Manager – FMCG
  • Technical Specialists – Food
  • Account Managers – Food
  • VP IT Delivery – Financial Services

Our ability to identify and assess Senior Talent along with operational skills to build long term talent pipelines continues to add commercial benefit to our customers who now see Talent Mapping as a real alternative to Headhunt.

We are also proud to have supported one of our key clients to identify the best location in the UK for their new Contact Centre. Our analysis of Socio-Economic, Employment and Competitors across six UK cities in April has already seen our customer kick off their direct recruitment campaign.
Customers across Retail, Manufacturing, Food and FMCG have benefited from our research into what external talent perceives about their Employer Brand and how they can better directly engage with them.
Amongst our ever evolving insight offering we now include Talent Profiling in which we engage with employees to identify “What Good Looks Like” and analyse why people thrive.  This provides in-house recruitment teams with the insight to improve the quality of talent they hire and HR leaders with the insight to enhance L&D programmes which support business growth. 

If you want to create fact-based talent strategies from acquisition to engagement, and reduce your reliance upon recruitment agencies and lower recruitment spend, please get in touch.



Marc Drew
Cogito Talent
01179 200 125

Recruitment Data is important, but it won’t improve who and how you recruit without the human element

recruitment researchFirstly, I want to say that data is a key component of what we do. Either through primary recruitment research, analysing recruitment data or interrogating external reports it is an important part of delivering a broad, contextual solution.

However, the increasing amount of data sources can lead to confusion and even worse the development of people strategies which are based on sound bites or headlines. Considering the context, challenging the content, understanding the reasons for the recruitment research and applying it to anecdotal views are vital to form a well-rounded and comprehensive plan.

For example, already this month I have read that “Vacancies hit a post recession high” in November, according to Adzuna research. Whilst the headline is accurate it does not tell us how many vacancies were seasonal or how many advertised vacancies were duplicates. Also, in 2015 there were “declining salaries“, is this because more lower level roles were advertised, organisations used alternative methods to recruit for their more senior roles,  or fewer senior vacancies arose, or infact are salaries really dropping? Not according to Investors In People who state that pay is on the increase over recent months.

In the same IIP report I read that “NEARLY half of the UK workforce will be looking for new jobs in 2016“, this will create concerns for those responsible for retention and excitement for those responsible for attraction. However, before you react depending upon which camp you sit in – be aware that this survey was completed by 2000 respondents – not half of the UK workforce.

Before I get challenged on a lack of marketing understanding, I get that the headline is there to attract readers, what I am saying is that I think that this information can be valuable when reading beyond the headline and the forewords.

Conflicting information does not mean that some of it is irrelevant. What is likely is that the questions may be phrased differently on similar subjects, that the marketing machine has applied some poetic licence to the promotional process or different information sources may have been used.

In 2016, if you are not considering external sources of information you are likely to be poorer for it. However, if you are only considering the headline or failing to interrogate the data then you are increasing the chances of making the wrong decisions.

Every day my colleagues and I apply recruitment expertise to data – it’s what we love to do – turning it into information to build recruitment plans and provide recruitment insight to in-house recruitment teams. The independent challenging of historic practices and performance, along with the unbiased assessment of candidate views, trends and market activity and industry statistics means that we can apply context, fact and objectivity.

So, whether you are the CEO/MD responsible for the long term sustainability of your organisation, or the HRD with accountability for attraction and retention, take time to increase your awareness of internal and external trends, but ensure that you and your team can objectively consider it in context, what it means to you and how to use it, so that you have the best people in your organisation.

Or drop me a line at to understand how we conduct and apply recruitment research which could help you gain a greater return on your recruitment budget.

Happy New Year!!!

Marc Drew is the Managing Director of Cogito Talent Limited, a direct hiring consultancy helping organisations to improve recruitment effectiveness. To understand more about how we do it visit, or call +44 1179200125

Salary Benchmarking? It’s not just about the numbers…

Salary BenchmarkingSalary has always been seen as a key component of attracting and retaining staff. Offer too little and you’ll miss out on the best people, offer too much and you’ll impact your bottom line; both are bad for business. Essentially, it’s a question of balance… but it’s not just about the numbers.

Over recent years the focus has turned to the wider remuneration package; things like performance related pay (bonus etc), employer-side pension contributions, healthcare, car allowance et al all contribute to the overall financial package on offer. Added to this you have to factor in non-financial things like holiday allowance, working hours, flexible working etc as, again, these all add to the attractiveness of the total package. Then of course you can ‘finesse’ with the likes of onsite canteen / paid training costs / volunteer days and so on. And there’s the statutory ‘perks’ too – childcare vouchers, bike-to-work schemes. The list goes on…

Quite rightly many organisations are looking to build the most effective total reward packages they can, packages that aim to attract the best talent and keep that talent happy and productive. There are lots of elements – the “nuts-and-bolts” – to consider, and there’s certainly not a ‘one size fits all’ solution!

Of course, any reward strategy has to tread a fine line between being attractive to the talent you want to hire (and retain) and not breaking the bank… it’s all about maximising the impact – and value – of this strategy.

Beyond the basic numbers there are three key factors to consider:

  1. Firstly, what are your competitors offering? These are the organisations seeking the same talent that you are (so, not competitors in terms of what you sell, but competition for employees). They’re looking to take your top performers, your leaders-of-the-future, your niche skills and your cost-effective early talent. Just as your marketing people look around at those organisations who are looking to take your customers’ money, your Talent and Resourcing people must look around at those organisations who are after your employees. Without a full and comprehensive understanding of what rewards your competitors are offering you’re working in the dark when it comes to crafting your own, so a thorough independent market analysis of who’s offering what is a good place to start.
  2. Secondly, what does the talent you’re looking for really want? Just because you know what your competitors are offering doesn’t mean you should follow blindly. Nor does it mean they’ve got it right! What they’re offering is, at the end of the day, what you’re up against, but without knowing exactly what your target market (the people you want to hire) actually wants, how can you know you’re going to win them over? If you’re looking for a certain skill set, or people with specific attributes or experience, it’s essential you know what makes them tick. Your marketing people will know the ins-and-outs of your customers’ needs and wants; by so doing they can shape your offering and the way it’s taken to market to achieve the best possible customer value and marketing spend ROI. In the same way, Talent and Resourcing people need to understand the needs and wants of your target talent so as to shape your employer offering. Deep dive employment market surveys and first hand input from your target talent groups will offer up an invaluable source of data to feed into your reward strategy.
  3. Thirdly – how do salary and benefits fit into the bigger picture of how attractive an organisation you are to work for? So, you’ve done some great work preparing a relevant and attractive salary and benefits proposition for the range of roles you want to hire; now to add this to the overall jigsaw! Here it starts to become tricky. If you’re an established organisation there’s inevitably a perception of you as an employer – and a brand – out there already. People already have an opinion of you. They may think what you make and sell is wonderful, they may know all about your lovely new offices (or your scruffy old ones!), they may think you have some great brand values… or perhaps you’ve had some recent bad press. Whatever the perception of you that’s out there already is essentially your starting point. Specifically, what your target talent already thinks of you is key, so only when you know this can you properly leverage – and if need be, tweak – your new reward strategy. If, for example, there’s a general perception that your location isn’t ideal you may need to top up a little on salaries or offer more flexible working to offset the negative. If on the other hand you are the go-to employer for entry level roles in a particular town maybe you can pull back a little on the ‘added extras’ as they’re just not needed. This context is important. Salary and benefits are just one piece of the talent acquisition and retention puzzle; fully understanding current candidate perceptions of you as an organisation will help you work out how to leverage your reward strategy to attract and retain the people you want.

So, salary benchmarking is just the start. But, with a complete data set comprising full details of your competitors’ reward offering, a thorough understanding of what your target talent actually wants and a clear appreciation of how to leverage your reward strategy as part of your wider talent strategy you can maximise the impact of your salary and benefits offering. 

In this way you’ll reach the talent you want with an offering they want.

And that’s good for business.

Are you up recruitment creek? Recruitment Research is your paddle!

recruitmentToo busy to be innovative, measuring performance by activity KPIs and failing to understand the views of candidates are 3 of the key reasons why I feel the majority of recruitment teams and their suppliers continue to do as they have always done.

The Creek

Technological advancement and the social media revolution have helped to streamline the process and broaden attraction in their respective ways, but have they helped to increase the quality of hires?  How long will the hiring community be happy to suffer the consequences of the status quo?  Isn’t it time for all recruitment decision makers to take greater ownership, influence the budget holders and invest in transforming the ways they attract talent?

I think so. 

Volume resourcing activity tends to force recruiters to get stuck in a routine.  The expectation to deliver the required number of CVs per role in the agreed timescales fuels the vicious circle and increases the pressure upon the recruitment team, this means that they cannot take time to analyse the individual requirements of the business and transfer talent needs into smaller segments. 

Volume leading to Pressure leading to Challenges quite often means one option; Outsource – driving down fees and pushing the problem elsewhere.

Are organisations considering how they could improve, and in what areas, before asking themselves if they need to outsource all of their hiring?  Where the best recruitment suppliers add value is through their particular specialism and strong candidate networks, consideration should be given to use them for that not to control how you hire.

Many HR leaders I have met with recently cannot confidently say that the outsourcing of all hiring really reduces overall cost, increases quality and improves stakeholder experience.  Very few feel they get innovation from their supply partner and are questioning if outsourcing in its current form is the right way to go.

What about the organisations that do not hire in the numbers to require an outsourced solution?  Typically they try advertising and referrals – usually unstructured – and rely upon third party providers to source talent for them.  Rather than utilising these as providers of specialists and skilled professionals the providers increasingly become an extension of the HR team, the danger here is that the default for the internal recruiter is to throw any vacancy out the door for someone else to own, reducing the direct employer to candidate engagement.

Filling vacancies shouldn’t always be a problem to off-load, it is a challenge to solve.

The Paddle

Utilising information and recruitment research to create recruitment plans and reviewing hires will improve performance.  Considering the effectiveness of previous tactics, identifying what good actually looks like and measuring the contribution that a great hire has on the business are the ways that recruitment performance should be assessed.  Benchmarking yourself against the best in the market sets you a clear goal to aspire too.

Some innovation and new ways of engaging talent is happening – change is afoot.  Organisations are increasingly talking more about assuming responsibility for the quality of the people they hire and how they do it.  I have spent the last few weeks helping one company to understand what candidates think about their business, the customer is tired of missing out on good hires or reverting to agencies to sell their opportunity for them.  This organisation is now aware of how they can improve their proposition to specific candidate communities.

Another company has decided to take control of their long term workforce challenges by implementing an early talent strategy which will utilise research findings of the best institutions for them to partner with.  Instead of staying in the reactive routine of advertise, agency and process management, they have decided to build a sustainable direct hiring model focusing upon entry level talent – a first for their business.

Many clients are understanding more about the challenges they face and how to solve them, developing plans which they will execute to directly hire.  To support this they realise that the Thought, Insight and Analysis, gained from recruitment research, have to feature in any progressive recruitment team which wants to become best in class and that the Resourcing Leaders should be empowered to take the initiative and manage upwards to affect change which will enable them to hire great people into their business. 

The how and who companies recruit is changing, organisations are evidencing that they want different, innovative and insightful solutions – make sure your company doesn’t get stuck up the creek without a paddle.


Marc Drew is the Managing Director of Cogito Talent Limited a direct hiring consultancy working with progressive companies with a desire to improve the effectiveness of their internal recruitment teams.  To find out how our Recruitment Audit and Recruitment Research services could add value to your recruitment performance call 01179 200125.

Are you sticking to your recruitment resolutions?

bottle-548903__180The new year cobwebs are now well and truly blown away, vacancies are being approved and the recruitment budgets have been set so it is now all about finding talent; no more excuses about waiting for sign offs!

But how many of those recruitment resolutions about being innovative and creative, taking greater control of the employer brand and increasing candidate quality this year are you actually keeping? 

Are your candidates, hiring managers, colleagues and you confident that things are going to be different in 2015?

It is all too easy for us to revert to old habits as the pressure of work resumes and the need to present candidates quickly to hiring managers hinders the opportunity for you to stop and think about how to do things differently.  In a market where fewer people are unemployed than at any other time in the past seven years, the temptation to keep doing what you did before is likely to restrict your effectiveness in convincing top talent to make the move from their job to your vacancy.

The opportunity for recruiters to engage with talent directly exists in so many different ways and does not have to be complex or require in-depth planning to get started.  Developing your personal brand so that you are THE recruiter to engage with requires little effort whilst promoting your company EVP does not always need a full blown PR/marketing review and re-imagining. 

Applying a little thought and impetus yourself will create interest in you and by association your company and the career opportunities.  Allocating time and thought to understand what others do will enable you to learn new ways of promoting your positions, compare your tactics and gain greater awareness of what you can do.  Maybe this is year you embrace different social media, focus on video adverts or pro-actively present passive talent profiles to the business – even when you are not hiring.  Whatever it is, don’t be guilty of saying you are too busy to consider the alternatives to improve your performance.

Consistently, articles on skills shortage dominate the recruitment and business press, so the need to be more innovative to overcome recruitment challenges should be at the forefront of every recruiters mind, its starts with the first step – making time, understanding the problem and adopting an attitude of not being afraid to fail.

Being inspired to do things differently in the search for success is a feature of a champion, learning from those times when things goes wrong and continually striving to achieve will get you there, famously Babe Ruth struck out 1,330 times, but he also hit 714 home runs!  Resuming your old methods will only leave you behind your competition and you will represent Henry Ford’s “do what you’ve always done… “quote.

I believe that any recruiter has the opportunity to discover any candidate, you can be unique and you can get a return on your invested time and ideas.

So, revisit all those things you said you would do differently this year whilst you relaxed over the end of 2014 break and try different ways to improve your talent acquisition activities.

After all you’ve probably already had the lightbulb moment…!


Marc Drew is the Managing Director of Cogito Talent Limited, a direct hiring consultancy helping organisations to improve recruitment effectiveness. To understand more about how Cogito can help you to improve your recruitment performance visit, call +44 1179200125 or email

Embrace Big Data and turn it into Recruitment Insight



Data, Data, Data… its everywhere and in order to utilise it to improve the way in which your business conducts its recruitment, where do you look first?  From reviewing careers site analytics, measuring cost per hire, competitors remuneration and attraction strategies, the likelihood of being overwhelmed is significant.


If the last couple of years are a guide we are going to have more and more data to work with.  An incredible stat from George Lee – CIO at Goldman Sachs is that “90% of the world’s data has been created in the last 2 years”.   So it’s not surprising that we get confused by the amount of it.  


Identifying which big data stream to interrogate is key, but you also have to focus upon the problem you are trying to solve.  After all, if you knew everything about your competitors pay, culture and hiring activities would your recruitment model be effective enough to act upon this information? 


The opportunity exists to use data to improve the quality of hires and proactively engage with talent.


Businesses regularly analyse data at a overall performance level as they seek to become more efficient in their production methods and to be more competitive on price.  Whilst most HR teams I speak with are using big data in the hope to improve employee attendance, productivity and a number of internal processes – including recruitment, the focus on the latter tends to be on how companies can streamline the recruitment process by introducing efficiencies in screening and interviewing.


 The real benefit from big data is when it’s turned into knowledge.


Whereas big data helps to identify trends, greater advantages can be gained through a more rounded analysis by including candidate and recruiter behaviours and experiences.  Combining fact-based insight gained from big data with recruitment expertise will help to create a better recruitment solution.


Progressive recruitment strategies use insight as a predictor of key factors such as: internal talent gaps, when passive talent becomes active and when direct competitors are likely to start a hiring campaign. 


Foresight will enable the recruiter to place themselves ahead of the curve. 


Organisations who employ or work with those able to convert the data into information and then create fact-based hiring plans will engage with the best talent earlier than those who do not. 


Market maps of coveted talent, tracking future leaders and benchmarking attraction strategies with others in the sector should all be evident in any business striving to gain the competitive edge.  After all talented people make businesses successful.



Marc Drew is the Managing Director of Cogito Talent Limited, a hiring intelligence consultancy business.  To discover how Cogito can help improve your organisations’ direct hiring, call 01179 200 125, email or visit



Think Direct Hiring


lightbulbIt’s a simple goal, build a sustainable business which helps clients to increase direct hiring and become more recruiting self-sufficient.


The excitement is palpable around the place, although I cannot say there isn’t a certain level of apprehension to keep things measured.  In being part of Cogito, I am looking forward to realising my overriding work driver – customer satisfaction.


All of my recruiting life has been within corporate businesses, setting and delivering upon our own strategic initiatives (not always in tune with our customers) and I wanted to step into a truly consultative relationship, rewarded by helping customers to realise their own potential and achieve their own goals.


I am sure that anyone reading this will realise that the plethora of candidate attraction channels has created never before seen opportunities for employers to broadcast their message in the hope of growing the number of direct hires.  More and more companies are developing their internal sourcing teams with almost half of UK organisations now having their own internal recruitment capability.  The appetite exists for more direct hiring, providing greater influence over stakeholder relationships, costs and brand.


Similarly, we crave for and are swamped by data – more now than ever before and 2014 is just the tip of the iceberg, with some predictions stating that by 2020 we’ll be creating over forty times more data than we create today.  So how can employers understand which attraction channels work best and which data can become the insightful information needed to ensure that their hiring tactics deliver the people they want?


After spending over a decade leading recruitment solutions which focused upon delivering very niche skills in Space, Aviation and Energy, it became obvious that being able to understand external factors such as the hiring activities of our competitors and the whereabouts and subsequent availability of skilled professionals, ensured that both attraction and retention strategies were in place.


It’s time for companies to think more about how and who they recruit by using hiring intelligence to intelligently hire. 


Intelligence is not only external.  Organisations should continuously examine their own internal performance including: thinking about what worked for them the last time they hired skill X, the future tracking of candidates who were not quite right this time around, understanding where their recruitment supplier found the best candidate then occupying the same space and using all of their organisations plus points and people to enhance hiring performance.


Having chosen to invest in an internal recruitment team, many employers fail to build effective and agile recruitment plans.  Employers should be giving their recruiters the best opportunity to promote their employer brand and access talent in the speediest and most appropriate way. This means understanding where talent is today, what will attract it and also being prepared to engage before that talent is likely to enter the candidate market. 


In the so-called War for Talent, the companies with the greatest knowledge and best intelligence networks are going to succeed.  Every employer has the opportunity to find the right talent for their business, this should start with a review of what currently does and doesn’t work, which skills they are going to need in order to meet future operational demand and what external factors are going to limit their ability to realise their vision.


It’s time to really  start thinking about direct hiring.


Marc Drew is the Managing Director of Cogito Talent Limited, a direct hiring consultancy helping organisations to improve recruitment effectiveness. To understand more about how Cogito can help you to find quality candidates and add value to your recruitment performance visit, call +44 1179200125 or email



Recruitment doesn’t have to begin and end with the Recruiter


 I am sure you have either heard this from a hiring manager or maybe you have been the hiring manager… 

“the reason the role isn’t filled is because the recruiter hasn’t submitted enough of the right CVs!” or that the recruiter doesn’t “understand what type of person is needed!”  

 I have also heard this from the internal recruiter when reviewing the under performance of a recruitment agency.  

In my experience, the best recruitment takes place when the recruiter is able to be the expert and an integral part of the recruitment process – not all of it – able to benefit from the active involvement of the entire hiring community from attraction to induction. 

Greater recruiting success is achieved by the organisations who have recruiters closely aligned to the business, therefore creating an opportunity for them to become familiar with the management styles, team culture, projects and people and ultimately become role ambassadors for the team that is in need of talent.  Increasing a recruiters knowledge of the vision, the goals and the environment will lead to an improvement in performance as they start to think like the hiring manager before vacancies arise.

The recruiter should be welcomed into business teams as a key and consistent partner, not as a support function called upon when there is an urgent need. 

The best examples of this type of business partnering I have seen have come from the recruiters who not only understand the internal workings but also possess knowledge of the external market.  They are aware of the talent gaps within an existing team and they proactively present the profiles of candidates that they believe will lead to positive change.  These recruiters challenge managers to think about whether the existing team will enable the hiring manager and the business to achieve their goals or if external talent will make the difference. 

Who wouldn’t want someone proactively presenting ways to improve to them?

Additionally, a recruiter with regular opportunities to inform the business of the recruitment activities of its competitors is likely to greater ensure that business leaders are able to both engage with desired talent proactively and develop strategies to protect the business from the attrition of key people as other companies ramp up recruitment. 

Another point of view, this time from the recruiter is that hiring managers should use their networks to promote the job vacancy.  This is reasonable and I suspect that many feel that they do, but how many of them actually go beyond purely “liking” or “sharing” the post created by the recruiter?  

A hiring manager has a variety of platforms to promote the reasons why someone should join their team in their own words.   

Insightful contribution from the recruiter is valuable of course – after all they are the attraction expert – but a more personal “come and work with me and my team” will complement – and possibly improve upon – the corporate or generically written “work for us“.

In promoting themselves, hiring managers can increase the likelihood of attracting the type of person who will fit into their team and create opportunities to cultivate relationships with future hires.

It is right that the recruiter should take the lead and the accountability for ensuring that the vacancies are marketed appropriately, that a high quality candidate and manager experience is delivered and that the business is informed about external trends and activities.  However, although not everyone in the business is a recruiter, the organisation wanting to attract talented candidates should give itself the best opportunity to broadcast its message and ensure that everyone has the opportunity to share knowledge and insight in order to acquire the people that they need. 

If the recruiter is kept away from the goals, culture and strategy and recruit based only upon what they think is required the jigsaw will be incomplete.

Marc Drew is the Managing Director of Cogito Talent Limited, a hiring intelligence consultancy business.  To discover how Cogito can help improve your organisations’ direct hiring contact us on 01179 200 125, email or visit