Breaking the Cycle: Word of Mouth Hiring - Culture or Cult?

WOM internal hiring: Culture or Cult?

Has the request of being asked internally to spread the word externally about ‘we’re hiring’ gone too far? 

Being asked to support in the hiring process across a business has become the working norm, but why should one department’s resource issue be another department’s problem? Are other members staff really qualified to present individuals from their professional or personal background on who they would recommend to hire?  I can say, with a resounding no, that these employees are not, as they are experts in other part of your business and not in hiring. 

But, what happens after they’ve been lucky to recommend someone? In my experience over the years, speaking to people, word of mouth hiring rarely results in a working culture that matches a brand’s fit and work ethic. It creates a cult of like-minded people, working in siloes teams with one dimensional thinking, often leading to segregation across a business. 

So, before you contemplate sending that next message to ALL staff about ‘we’re hiring’, are you asking them because you think your staff are experts in recruitment? Or is this sending the wrong message of cutting cost on hiring and not investing? 

I would love to hear your thoughts…


Breaking the cycle: Is everybody now expected to be an expert in recruitment...?

Is everybody now expected to be an expert in recruitment...?

After recently attending a technology for leaders briefing last week, it was reassuring to hear as a recruiter, that hiring talent is still high on the agenda for many of the key players across the Broadcasting & Media Technology industry.

But why is this still a major problem and when and how did we let this happen?

As an external recruiter for over 20 years, for people to still struggle with hiring talent, this astounds me.

The only overarching theme I could conclude from this event, is that everybody is now expected to be an expert in recruitment...?

Many areas and influences have caused this over the years; cost cutting, internal recruiters, recruitment websites, word of mouth, process, process process, has meant it has got out of control and the end goal has been lost in translation.

We all need to break this over complicated cycle and work together more effectively to make sure everyone is hiring the best talent available.

I would love to your hear your thoughts on how we can work collectively to educate and support all candidates and clients in their talent search moving forward, so we can start breaking the cycle down.

 

 

Head of Media Practice - London

The priority for this role is to have deep media sector knowledge. Communications and technology sector experience is helpful, but is of secondary importance. Although the client is itself a technology company, it is important to be comfortable solving problems that require a good understanding of technology and operations, but this role is to head up a team that is primarily a business consulting, not a technology consulting practice.

This leadership role is multi-functional and will require a consultant who both understands how to run a consulting practice and who has the agility and flexibility to do so effectively in a larger services organisation, where both consulting profitability and consulting pull through are key metrics. Key elements of this role include:

·         Project delivery – leading high impact consulting engagements with clients, with a particular focus on delivering more strategic and complex projects, whether that is personally delivering consulting engagements or quality assuring the work of others, including managing senior stakeholders

·         Business development – refining “go to market” propositions and capabilities, working with account teams and cross-industry consulting groups to sell consulting services, whether that is through direct relationships or through opportunities created by the account teams. This will be both industry specific and cross-industry capabilities, but with a particular focus on using domain expertise and where a strong understanding of digital is essential, both in how it is impacting our clients’ businesses and the new opportunities it creates

·         Practice leadership – shaping, guiding and managing a team of consultants, making sure that all operational disciplines are in place e.g. developing the team and their careers and hiring to grow, whilst maintaining high levels of utilisation, managing profitability and ensuring all work is of the highest quality

·         Brand building – a personal presence and reputation in the market is essential for this role, whether that is through event speaking, participation industry bodies or other thought leadership activities, such as writing for publications. There is wide scope to define how best to build a media sector brand, but this is a highly outward looking role, where the consulting leader should be known to clients and prospects. The consulting leader has a brand building role both for consulting and inside the business

Our expectation is that to perform this role effectively, a candidate will need:

·         A strong track record of consulting success in the Media Tech sector, delivering high impact engagements, particularly for media clients, which involve solving new and difficult problems

·         A good understanding of businesses where consulting is one of several service lines, and not the only one. Experience in this type of environment would be beneficial, though not essential

·         Evidence of rapid career progression in their career to date, including managing teams, both on projects and as part of day to day operations, developing, leading and inspiring others

·         A well-established contact base, particularly in the UK media sector, and especially with senior executives, such as COOs, CTOs and heads of lines of business



You must have the right to live and work in the UK for this role. Anyone who does not will not be considered and will receive no reply...!!

Head of Live Delivery (Sports)/ Video in the Cloud Architecture

As Head of Live Video in the Cloud Architecture you will be responsible for architecting the clients Cloud solution (a video streaming platform), providing the technical direction for the product and project, and leading the team.  

Providing the technical direction of the product would include designing, prototyping and being an integral part of the technical team; who are responsible for building the technology

  • Live Video

  • Live Cloud Delivery

  • Live Sports

  • Live Video on the Web

  • Cloud Production

  • AWS Architecture

  • Big Data

  • MAM Contribution  

Initially you would be required to identify the skills needed and then take an active involvement in selecting quality candidates for the team. 

It’s expected the team will consist of a  Lead Developer; ideally with Cloud Video experience UI / Front End Developer Junior / Entry level Graduate.  

You with work with the Product and Senior Leadership Teams to define the roadmap for the next 3 years, and must demonstrate critical thinking and diligent research around feasibility trade-offs, with cost and compatibility to support the design decisions.      

There is likely to be some work with appropriate major sports bodies to deliver the commercial plan.  

We would expect you to leverage your deep understanding of system internals and component interactions to build designs and detailed specifications for resilient complex public cloud video solutions.

Requirements:

Proven track record of successfully deploying large scale cloud video solutions Full and in-depth understanding of on-demand Cloud platforms, digital video processing, and video streaming protocols

Strong foundation in computer networking and database management

High quality, advanced education in Computer Science or Maths

Excellent communication & collaboration skills

Experience of leading and creating a team of specialists