E3Round UP Issue 1 Spring 2016

Employing Exceptional Expertise

0808 178 2523www.e3recruitment.com

Issue 1 Spring 2016

E3 Recruitment

2

Welcome toE3Round UP

04Successful Onboarding

Five steps for successfulonboarding to help newrecruits to becomeeffective quickly andretain staff.

06SDC LegislationOverview

An overview of theSupervision, Directionand Control legislationand how an Intermediarywill approach this.

07Meet the E3R Team

Find out who makes upthe E3 Recruitment teamand their specialistsectors.

08Bridging theSkills Gap

How the skills gap isaffecting the engineeringand manufacturingsectors and what E3R is doing to help reduce this.

0808 178 2523 / www.e3recruitment.com

10ProcessManufacturingCentre

Learn all about thisunique industry-ledspecialist training facilityfor the processmanufacturing industries.

12ManufacturedYorkshire

E3R is an officialsponsor of the event forthe second year running.Find out what happensat this one-dayinteractive event.

13Day in the Life

Regional ManagerShabbir Ahmad explainswhat he does daily andthe challenges andbenefits of the role.

15PsychometricAssessments

An overview ofdevelopments inpsychometricassessments and wheretechnology is taking theseuseful organisational tools.

3

UpdateIt's been a good year for E3 Recruitment as the

recruitment agency continues to grow with a newsecond office and new members to strengthen the

team, adding to its continued success which has againbeen recognised with another award nomination.

Industry UpdateE3 Recruitment’s turnover for the current financial year isexpected to exceed £10 million, as the companycontinues to strengthen its position. E3R’s growthmatches the wider industry picture with a 9% marketgrowth in the recruitment industry between 2014-2015,with the industry now worth £31.5bn. Permanent revenuerose by 11.5% this year to £2.9bn - the second highestrise permanent business has seen. With temporary andcontract revenue up 9.5% to £28.5bn.

New RecruitsWe’re pleased to welcome two new team members to E3Recruitment. Nicola Jackson has joined the SouthYorkshire office as an Account Manager and brings awealth of experience with her to assist in the growth of theoffice. Previously Nicola worked for retailer Aldi as a Recruitment Resourcer.

Gareth Squires has joined E3R West Yorkshire office as anAccount Manager and brings with him extensive Technicalrecruitment experience having previously worked forQuantica Search and Selection. Prior to that he was aTelecoms Engineer in the Royal Air Force.

Recruiter AwardsE3R has been nominated as a finalist for the 'New UKRecruitment Business of the year 2016’ award, selectedfrom thousands of nominees from across the UK and all industry sectors. The E3R team will be attending the prestigious Recruiter Award ceremony on 4th May to find out if they have won.

New OfficeE3 Recruitment have opened their second office based inRotherham due to company expansion and continuedindustry demand to strengthen workforces.

The new office is located at Bradmarsh Business Park inRotherham, next to the Magna 34 Business Park and M1which provides the E3R team with great access to the restof the region, Derbyshire and Midlands.

The South Yorkshire team based at the Rotherham officecomprises of Shabbir Ahmad who heads up the team inhis Regional Manager role, supported by Rhys England,Business Development Manager, and Nicola Jackson,Account Manager. The team combined offer over 25years’ experience in engineering recruitment.

The new South Yorkshire office reinforces our geographicposition by being close to a high calibre of engineering,manufacturing and technical businesses in the vicinity, andbeing located next to the M1 - the motorway spine of theUK - this links our services to Derbyshire and Midlands.With E3R headquarters based in Huddersfield next to theM62 corridor, this strengthens our UK wide coverage.


What’s Been Happening at E3Recruitment

4

Five Steps forSuccessful Onboarding


1. Get them started before they even arriveSend a friendly welcome letter, with information aboutdress code, parking, building access and other functionaldetails. This is also an opportunity to explain key policiesand benefits.

2. Be preparedMake sure their work area is ready, clean and emptied andrestocked with all the essentials. Make sure the equipmentfunctioning and log-ins for all systems have beenrequested in advance. The telephone is set-up andbusiness cards are ordered. Include their personal copy ofyour employee manual and any other importantdocuments and any employment-related forms they needto complete.

Create a simple tick sheet for all new starters and anindividual introduction plan including where to go, whom tomeet, what to do, and by what result/expectations.

3. Cultural IntroductionAssign a co-worker to become a buddy to give them a fullcompany tour, introduce them to people and explaininsider details such as the kitchen tour. Arrange an earlymeeting with their immediate boss, to help establish theirworking relationship straight away. They should discussthe new employee’s job in greater detail, expectations interms of workflow processes, communications protocolsand set goals for the next few weeks.

The new employee should meet the closest teammembers, important internal customers and partners.Provide a room for social interactions, as a strong networkwill reduce future mistakes and misunderstandings.The individual introduction plan for managers andspecialists should include these social elements

Recruiting the right employees foryour business with the correct

core skills, experience and valuescan be a costly exercise andextremely resource heavy.

The Promise of Smart Onboarding

Cut Recruiting Costs

Speed Timeto productivity

ImproveRetention

ImproveData Quality

ReduceAdmin Time

IncreaseEngagaement

StayCompliant

DrivePerformance


4. TrainingYour onboarding program must include training activities,regardless of their organisational level or previousexperience. It is important to cover key procedures andprocesses, and tools and systems being used.

If immediate training is needed, book this in advance andhave manuals and notes available. Confirm future trainingdates so new recruits know the schedule and can plan.Arrange for cross-training sessions too, so they can seehow other departments work and how your big picture fitstogether.

5. Conduct ReviewsAt the end of their first week book a review to give them anopportunity to formally feedback and share their firstimpressions.

As their probationary period comes to an end, schedule aformal review so you can jointly assess progress thus far. Ifthere are minor problems, discuss how you’ll address them. It is important that measurable goals are set for thefuture and a formal review process is put in place alongwith regular monthly catch-up meetings that will help trackprogress. A personal professional development planshould be put in place to capture career development andopportunity. Following these five steps will make youronboarding process a more effective, satisfying experiencefor everyone.

This way new hires can become truly productive as soonas possible as employees who know they are contributingare happier in their jobs.

Therefore it is imperative that once these key individuals have been hired, theyare given the correct onboarding to ensure they are given the knowledge,

skillsets and an understanding of business behaviours to become effective intheir new roles as soon as possible. It’s simple - give the right first impression

and retain the staff you have hired.

What Makes an Employee Highly Engaged?

HighlyEngaged

Low or NoEngagement

Proportion of Highly EngagedEmployees Experiencing this

Proportion of Low or No Engagement Employees Experiencing this

92% 13%Someone has talked about their Progress

97% 10%Someone Encourages their Development

88% 13%They have been Praised Recently

98% 13%They have Opportunities to Learn and grow

74% 19%They have a Best Friend at Work

98% 20%Their Manager cares about them

98% 22%They view their job as Important to the Company

91% 19%Their Opinions count at Work

93% 44%Their Colleagues are Committed to Quality Work

99% 53%They are able to do their Best Every Day

98% 70%They have the equipment needed to do their Job

99% 89%They know what is Expected of them at Work

6 0808 178 2523 / www.e3recruitment.com

So we’ve reached the end of another tax year,where the Chancellor of the Exchequer has beenbusy again and delivered a Summer Budget,Autumn Statement (2015) and his annual Budget(2016) all within the last 12 months!

Amongst the normal updates we’ve become accustomedto and in some respect expect over the years, there aresome additional changes that have been legislated thisyear that has an impact on the contractor market place.This piece of legislation has come in to play on April 6thand is all about Supervision, Direction and Control (SDC)and salary sacrifice arrangements. Many described thislegislation as a doubled edged sword so to speak and to be honest it does have that feel.

It is primarily down to the Intermediary to administer thecorrect procedure of this so the big question is ………………who is the Intermediary?

The Intermediary is the Umbrella Company like Paysure. Itis the responsibility of the Intermediary to decipher whetheran employee would be caught and therefore preventedfrom having Travel and Subsistence offset, or be outside ofSDC and would still have the availability of expenses to beclaimable but only mileage offset weekly. This is where thedouble edged sword is, as regardless of whether you canprove you are outside of SDC and have expenses offset,you can’t have them weekly. This is because of thesacrifice element of the legislation preventing anapportionment of pay allocated to expenses movingforward. So what’s the answer?

Well, as all other expenses apart from mileage for thoseoutside of SDC whether caught by the legislation or not,would have to be claimed at the end of the year via a P87form. So no loss of expenses claims for those that qualifyjust not offset immediately anymore.

Like many Umbrella Companies in our sector, Paysurehave sent out SDC Questionnaires to all of its Employeesto enable us to make a decision on where each individualsits. Paysure is well aware that primarily it is theresponsibility of the respected Umbrella to get this rightand will be cautious in our approach.

So this means that employees using Umbrella Companieslike Paysure will have to wait for the tax relief on qualifyingexpenses until the end of the tax year. Thus potentiallyhaving a slight impact on cash flow from what many wereused to receiving weekly. For most the attitude of well itwas good whilst it lasted has been adopted and movingforward we will have to embrace the change and just haveto wait.

An unwelcomed piece of legislation certainly butabsolutely workable and still beneficial as long aspatience is implemented.

PaysureLoren Taylor, Director of PaysureLimited gives an overview of the

Supervision, Direction and Control(SDC) legislation and how an

Intermediary will approach this.

The New Supervision,Direction and ControlLegislation Explained


Meet the E3R Team

Andrew Pilling

Sectors: AerospaceMedical DevicesAutomotive

Rizwaan Haider

Sectors: Automotive General Engineering& Manufacturing

Nicola Jackson

Sectors: Medical DevicesAutomotive

Tracie Norton

Sectors: General Engineering FMCGFood

Melissa Kelly

Sectors: Oil & Gas

Gabriella Nolan

Payroll

James Soden

Sectors: FMCGBuildingConstruction

Jordan Kellett

Sectors: FMCGFood

Shabbir Ahmad

Sectors: General Engineering& Manufacturing

Andrew Joseph

Sectors: Oil & GasMedical Devices

Danny Bell

Sectors: EnergyAerospace

Rhys England

Sectors: Civil & UtilitiesGeneral Engineering& Manufacturing

Gareth Squires

Sectors: FMCGCivil & Utilities

BreanneRodgers

Compliance

Laura Rogers

Marketing

8

Bridging the Skills Gap


KEY FACTORS:

• Economic growth: Engineering enterprises produce turnover of £1.17 trillion in the UK, that’s a quarter of the turnover of all UK Enterprises

• Skilled trade workers, engineers and technicians are the most in-demand jobs globally

• Demand for skills: 48.3% of engineering enterprises said hard-to-fill vacancies meant delays in new products and services

• 53% of businesses expect difficulty in recruiting STEM-skilled staff in the next three years

• More women working in STEM could contribute an extra £2 billion to the economy

• Only 57% of STEM teachers felt that a career in engineering was desirable for students

• We need to support teachers and careeradvisors in understanding the range of modern engineering roles, career paths and vocational jobs available in today’s economy

Having worked extensively within the manufacturing andengineering process industries, E3R have seen first-handthe challenges that face manufacturing business acrossYorkshire and the UK with diminishing pools of suitablyqualified and experienced prospective employees. As businesses we all need to take responsibility in workingmuch closer with schools and communities to find asolution that assists not just with a new intake of skills, butalso retention of skills that are in the marketplace.

The lack of STEM candidates - science, technology,engineering and maths - is well-known as businessesstruggle to find skilled engineers at all levels from pre-identified apprentices through to other high-skilledprofessionals; this is affecting all sectors of the engineeringand manufacturing industries.

Over the last year E3R has become an official partner ofThe Entice Project, an apprenticeship provider whichmatches local students with local businesses. Workingclosely with The Entice Project, E3 Recruitments aim is toidentify apprenticeship hopefuls seeking a career inmanufacturing and engineering.

The current skills shortage inthe UK is not only preventing

businesses from findingthe right people with

the right skills,

Local MP, Barry Sheerman addressing the students


As a result of the partnership, E3 Recruitment has beenworking with local high schools hosting events to raiseawareness of engineering and manufacturing as a wholeand promote the great careers young engineers of thefuture can achieve in the engineering and manufacturingsectors.

Last September E3R was involved in a CareersConvention at King James High School where therecruitment agency invited key clients to attend and talk tothe students. These included Reliance Precision,Marshalls, VTL, BP, and Extract Technology and Buy itDirect. E3R also attended the evening to discuss careeroptions with the students.

The Careers Convention was a success and this wasfollowed by three Business Breakfast events at thebeginning of this year at King James High School, ColneValley High School and Brighouse Sixth Form. E3R haveattended all Breakfast Briefings which included a briefingfrom The Entice Project, a talk from a local MP and one toone sessions with local businesses.

The Entice Project In partnership with E3 Recruitment, The Entice Project is aspecialist apprentice recruitment company. We source andselect candidates through our direct work in schoolsacross Kirklees and Calderdale creating awareness forapprenticeships through a variety of initiatives which focuson bringing the business and education communitiestogether.

We work with a range of employers to assist with theirapprentice recruitment. We recruit for Syngenta, runningtwo full day taster sessions where we put qualitycandidates through their paces, building up exposure ofthe student to the workplace and the employer to thestudent. Syngenta recently won employer of the year atthe Kirklees Apprenticeship Hub Awards 2016 andacknowledged Entice as being instrumental in theirscheme.

it is also leading to significant wage pressures as employersare forced to pay an ever higher premium for the best people. These two issues have the ability to severely

limit the true potential of the British economy and damage our global competitiveness.

King James School Business Breakfast

Ian Nunn (Manufacturing Learning & Development Manager)and Nigel Wright (Learning and Development Advisor)

from Sygenta with Karen Fox from Entice


The Process Manufacturing Centre (PMC) basednext to Kirklees College’s Engineering Centre inHuddersfield, is an employer-led initiative whichmeets the training requirements of the processmanufacturing industries who share commonprocessing technologies and needs. This includesfood manufacturing, chemical and pharmaceuticalindustries, all of which have come together tosupport this trailblazing project through funding,sponsorship or donations of equipment from bothlocal and global companies, many of the donationsinvolve equipment which is refurbished by theirengineering apprentices.

E3 Recruitment Director Tracie Norton sits on the SteeringGroup for YCF and was introduced to the PMC throughYCF, who have been involved with the project since theoffset and is a key project member.

Tracie has been a strong advocate of the initiative helpingthe PMC team grow their network, which is especiallystrong in the food and drink sector. E3R are instrumental insupporting the PMC in their recruitment needs.

The Process Manufacturing Centre building is due tocomplete in May and the installation of the state-of-the artfully operational process manufacturing batch plant, supported by a control system has already begun.

The project is due to complete mid-July in time for the firstcohort of apprentices starting in September this year whowill also benefit from the adjoining packaging area andlearning resource facilities and classrooms.

Process Manufacturing Centre ProvidesUnique State-of the-ArtTraining Facility

E3 Recruitment is proud tobe a partner of a unique

specialist training facility forthe process manufacturing

industries.

3D model of process manufacturing plant courtesy of Projex Solutions Ltd


Brian Lawson, Head of Process Manufacturing at thePMC explained: “The Process Manufacturing Centre willbe ‘fully qualified’ operational plant to enhance the trainingexperience of apprentices, who will experience real lifescenarios. Because the centre is employer-led, theprocesses and procedures will be recognised as bestpractice in the process industry using real sector specificcase studies for learning. It will also be a network hub forthe process industry for example hosting their regionalengineering meeting for global companies as well asvarious networking meeting for process industryorganisations.”

In 2011 a Skills Committee which included Syngenta’sNigel Wright and YCF’s Jill Mooney (another fellow E3Recruitment Partner) identified through focus groups thatindustry wasn’t happy with the quality of apprentices. As aresult a project group involving Syngenta, YCF, Nufarm UKLimited and Kirklees College have been working togethersince 2012. In August 2014 Kirklees College submittedtheir funding bid to the local enterprise partnership for £3.5million capital funding to support their initial investment of£1million.

This was later confirmed in December 2014 and theproject start up commenced in January 2015. The rest ofthe funding is reliant on industry with over £550k already raised and an additional £250k needed.

Brian concluded: “There is genuine excitement fromindustry around the project with companies from acrossthe process manufacturing sectors rallying together tomake this a success. This is just the beginning and all thepartners involved are eager to watch this grow andproduce the next generation of apprentice technicians ofthe process industries such as food and drink, chemicaland pharmaceuticals.”

The Process Manufacturing Centre

The PMC build in progress


E3 Recruitment E3 Recruitment is once again

the official sponsor of Manufactured Yorkshire

(MY16) for the second year running.

at Manufactured Yorkshire

The event for the region’s manufacturers bringstogether manufacturers of all shapes and sizes, forthis exclusive one-day interactive event attractingup to 1,000 delegates and 90 exhibitors and a rangeof industry experts from Engineering, Food & Drinkand Textiles who will give talks and run seminarsthroughout the day.

This year the event for Yorkshire’s Manufacturers takesplace on Wednesday 11th May at the Centenary PavilionSuite, Elland Road, Leeds and will host 90 exhibitors.

E3 Recruitment's Directors will also be hosting 121sessions that will provide your company with support and advice on:• Improving your recruitment processes• Techniques to get new staff settled in fast• Systems to improve effectiveness of staff

The Entice Project, which matches local businesses withlocal students for apprenticeships, will also be available for121s on the day.

Last year the event was held over two days on 9th-10thJune 2015 at the John Smiths Stadium Huddersfieldwhere E3 Recruitment had a stand and Directors’ TracieNorton and James Soden hosted a Skills Shortageseminar.

Tracie Norton, Director at E3 Recruitment commented onE3R’s sponsorship of MY16: “E3 Recruitment’sinvolvement in Manufactured Yorkshire has been extremelybeneficial to the business; not only has it opened doors tonews clients, it has strengthened our networks andintroduced us to new partner YCF - a not-for-profitmembership organisation for the manufacturing industryand its supply chain - and as a result I now sit on the YCFSteering Group advising on industry recruitmentrequirements and skills gaps by utilising our joint networks.”

“The event is a great opportunity to support themanufacturing sector and meet clients both current andnew. This year we are hosting 121 sessions to helpbusinesses with their recruitment, onboarding and reviewsystems. Manufactured Yorkshire 16 provides the perfectenvironment to do this.”

Manufactured Yorkshire Event Director, Chrissie Galecommented: “The enthusiasm that E3R have forManufactured Yorkshire is immense. Working inpartnership has been of great benefit to the show.Sponsorship is not just "badging" an event and E3R haveproven this over the last two years through being an activesponsor across their impressive networks and helping tospread the word far and wide.”

www.manufacturedyorkshire.com


Describe your career to date: I began working at E3 Recruitment inNovember of 2015. I started life in therecruitment industry in 2003 as aTrainee Recruiter after I graduated witha degree in Finance which definitelyhelps when calculating charge rates.Since then I have had a number ofroles in Engineering, Manufacturingand Technical recruitment includingManagement, Business Developmentand now as a Regional Manager.

What do you do on a normal day? Upon arrival in the office in the morningI lead our daily team meeting makingsure the team are aware of the tasksahead and who is doing what. I thencheck through my emails and focus onbusiness development calling newclients gained via leads and contactsto introduce our services. I attend clientmeetings arranged previously and callclients to follow up on CV’s andinterviews.

I conduct telephone and face to faceinterview with candidates for job rolesand keep in touch with candidates thatwe have put forward for roles and areawaiting feedback. I am responsible foradvertising new roles gained that dayand updating our activity boards interms of placements and financials. Iend the working day by reviewing theday’s progress and planning the nextday.

What challenges do you face on a daily basis? With regards to clients, trying to obtainfeedback from them in terms of thecandidates presented can be achallenge. To overcome this, nowwhenever possible we try and meetclients and go through the CV’s face toface and gain feedback that way.

Also obtaining full briefs on thepositions clients want filling and whatthey want in terms of the person canbe a challenge at times, whichultimately makes our job harder. With regards to candidates, it’sfrustrating when they let you down bycancelling interviews or do not attendwork.

What would you consider to be a good day in your role? A good day for me would be a newclient or tender win. Whilst also placingcandidates in roles that they reallywanted. Seeing my team flourish isalso important to me.

What do you enjoy most aboutworking at E3 Recruitment? It’s a fantastic working environmentwhere the Directors are hands on andvery supportive with Engineering andTechnical backgrounds with collectivelyover 60 years’ experience. E3Recruitment is a fast growingcompany which means there arecareer opportunities for the future.

What do you think are the mostimportant skills needed to do your job?Building relationships with clients andcandidates is the most importantaspect of the role, both consulting andadvising both on the next steps theyshould take. This means being a goodlistener with excellent communicationskills being both personable andapproachable. Being passionate aboutyour job is vital as at times it can bechallenging finding the best candidatesin the market, so you need to berelentless. Strong sales skills andknowledge of the industry and theareas that you work in is a must. Alsohaving a team ethos and values isparamount in the Regional Managerrole as I am responsible for motivatingand driving the team.

What is an interesting story abouta client/candidate interaction youhad? A client who is now a Manager of aFabrication firm used to be theApprentice of a candidate that wesupplied. They hadn’t met each otherfor over 20 years, and the formerapprentice became his once mentor’sManager, so it was a good reunion. Ihave placed a number of candidateswithin businesses that now havebecome my clients.

Day in the Life Shabbir Ahmad,

Regional Manager

of a RecruitmentConsultant at E3 Recruitment

Food Featuredominating a number of food sectors and

home to some of the world's best companies.There are more than 15,000 companies in

Yorkshires food and drink sector - the largestconcentration in the UK.

Yorkshire is the UK's biggest food producer

The food and drink industry is the region's second largestsector and employs over 200,000 people. There are alsoover 1,100 food and drink processing companies, many ofwhich are small niche manufacturers producing some of theregion’s local favourites.


Troy Foods Case Study Troy Foods are a private family owned SME with three locations based in Leeds, who produces freshly preparedsalads and vegetables to manufacturers andretailers throughout the UK.

Gemma Polanski, Human Resources Manager atTroy Foods:

“Troy Foods have grown year on year and we are lookingto continue this growth with plans to hit £100M turnoverover the next five years. We aim to achieve this byacquiring new business and through natural growth of ourexisting customers. We are at the forefront of innovationwith our products having a fantastic NPD team thatdevelop the most innovative and market leading products.We also invest heavily in market leading technologythroughout the business and new sites for development.Regardless of the growth, working in Food is fast paced,therefore it is key we work with a proactive recruitmentpartner like E3 Recruitment.

In the past we have worked with numerous agencies, butdue to E3R’s understanding of our business requirements,they have secured the number one place on our PreferredSupplier List. Tracie and the team at E3R have workedtremendously hard at headhunting some of the industry’sbest candidates that suit our quirky business personalityand needs.

As we continue to grow, E3R display a commitment to ourgrowth by listening to the organisation’s twists and turnsand providing quality candidates well matched to thevacant roles. They add value wherever possible, not only inrecruiting but by also assisting us with our apprenticeshipoffering. The working relationship goes beyond just fillingroles, ranging from their involvement in our annualCompany Awards to building strong personal relationshipswith our team - because ultimately you do business withpeople you like and want to work with.”

E3R's Director Tracie Norton in-between Troy Foods PaulFarrant (Site Director) and Andrew Murphy (Technical Director)

Informed Assessment Ltd Cofounder and DirectorStewart Wright gives an overview of recentdevelopments in psychometric assessments andwhere technology is taking these usefulorganisational tools.

Many of us will be familiar with or have experiencedpsychometric assessments, often as candidates.Personality assessment, verbal and numerical testscontinue to be widely-used, and, if anything, their usagehas grown as the war for talent has intensified.

The term psychometric simply means ‘measurement ofthe mind’. The leading psychometric assessment exercisepublishers invest large sums in ensuring that theseexercises meet the highest standards of reliability andvalidity.

Think about the speedometer in your car – if you aretravelling at 30mph, you want the speedometer to beindicating a speed as close as possible to 30mph (therewill always be some margin of error), but not bouncingaround erratically between 20 and 40mph. This is calledreliability, and test scores for candidates need to be reliableand consistent like this. You also want the speedometer tobe telling you about the speed of the car, and not tellingyou about something else, such as the enginetemperature or the engine revs. This is called validity, andtest scores need to be giving you relevant information aswell as accurate information about a participant’s style orabilities.

In recent years, advances in new technology has meantthat exercise publishers can more easily identify statisticalrelationships between exercise results and actual on–the-job performance. Personality questionnaires in particularhave made use of this, moving from descriptive tools ofwhat someone’s personality style is like, to predictivemeasures of how likely that person is to demonstratework-based behavioural competencies.

These can even be extended into certain occupationalcompetencies relating to areas such as sales attributes.

This means that, for selection, areas to explore in aninterview can be better-targeted; and, for personal andteam development, performance-based strengths andblind-spots can be accurately identified and can help toinform targeted development strategies.

Tests are no longer limited to exploring verbal andnumerical abilities. For example, a new generation ofsituational judgment exercises have been developed whichexplore managerial and leadership effectiveness. Theseexercises use ‘what would you do if’ type questions toexplore how a participant might handle or respond toparticular situations.

These are invaluable for both recruitment anddevelopment of staff; for benchmarking internal candidatesagainst external applicants; and are particularly useful forassessing someone’s potential for a first-time move orpromotion into a team leader, manager, or executiveposition.

Some test publishers are starting to introduce avatars andadvanced graphics into their situational judgmentexercises, rather than paragraphs describing the situation.

Some ability test publishers are starting to use adaptivetechnology which adjusts the difficulty of test questions asthe exercise progresses, depending upon the pattern ofthe participant’s responses.

And, regardless of the exercise type, exercise publishersare working hard at making their exercises as accessibleas possible on the wide range of portable devices andplatforms that people use in their daily lives, while ensuringthat high historic standards of quality are maintained.

PsychometricE3 Recruitment are trained practitioners in SHL talent

measurement tools and A&DC behavioural anddevelopment assessments and working in partnership

with Informed Assessment Ltd deliver an integratedrecruitment and selection process to clients.

Assessments for Business


E3R Partners with Huddersfield Giants

Employing Exceptional Expertise

E3 Recruitment has been involved with the Huddersfield Giants for over a year now, having been introduced to the Rugby League Club through a previous client. Brian Blacker now the Commercial Manager at the club used to be a Production and Sales Manager at David Brown, whilst playing professional rugby, so when he left the company he took up a full time position in the commercial team at the rugby club.

E3R relationships with the Huddersfield Giants started when they first took up pitch-side advertisement at the club. Prior to the start of 2016 season Brian pitched a shirt sponsorship deal to the E3R Directors which included the business benefits of this opportunity, which coincided with a great period of growth at the recruitment agency. There was a great deal of synergy between the two with the club receiving a lot of recognition and coverage on the M62 corridor with Rugby League clubs based all along the route, where many of E3R clients are based. Off the back of this sponsorship, doors have been opened to other Huddersfield Giant business partners, with E3 Recruitment working with fellow sponsor Dual Seal Glass, having placed a number of key hires into their business to support future growth.

E3 Recruitment are interested in hearing your news stories for our next edition of E3Round Up. This could be a case study of an employee E3R recruited, new business wins and expansion, or a company milestone. If you have a news story you would like to share please email [email protected].

0808 178 [email protected]

Documents

E3Round UP Issue 1 Spring 2016