Hiring the best people
Hays is the ultimate people business and as such our ability to attract, develop, enable and retain the very best consultants and managers in our industry is vital to our success.
We invest a significant amount of time and effort to identify and hire the best people with the potential to excel and ultimately become leaders of our business. We are engaged in attracting top talent and have worked to position specialist recruitment as a career of choice and tap into new talent pools to attract talent in today’s 'Generation Y' marketplace. Generally we hire at an inexperienced level and focus on providing training from day one to ensure our consultants become productive fee earners as soon as possible.
Training and development
Training does not stop after a consultant’s induction and we offer meritocratic career paths with unparalleled opportunities. We train consultants to be specialists in their area, and to become trusted advisers to their clients and candidates. We are particularly focused on the recruiter-manager levels of our business; people who are revenue generators but who have the new and very different challenge of also having to manage a team of consultants. Each of these people go through specific, tailored management development programmes. For those people we identify as the future potential leaders of our business, we run a mini-MBA course designed and led by leading business schools. Equally, throughout a consultant’s career and at all levels, we focus on industry specialism and business development training, innovation and the use of new technologies.
High performance culture
Critical to our ability to drive growth is reinforcing a high performance culture in every Hays business. We believe in personal accountability so all fee earners are primarily rewarded on their own billing, rather than team bonuses, and have a clear line of sight between results and reward. We take an active approach to target setting with minimum performance standards and strict rankings within teams and between desks, and we lead from the front with managers who are also fee earners. Additionally, in order to maximise the value of these key people we actively promote international and domestic mobility, identifying the appropriate people for moves to best deploy resources around the Group.
Why this matters
Ensuring our consultants are as productive and effective as they can be is the ultimate driver of our financial performance. In addition to the right hiring, development and reward, we equip our consultants with the best tools to be able to excel in their roles.
Attracting, Motivating and Retaining the Best People at Hays.
After spending the first three years of my Hays career in the UK, I took the opportunity to move to Australia in 1998, where I worked across various different specialisms, firstly in Sydney and then Perth. After 11 years in Australia, I was promoted to be the Managing Director of our new business in Japan. This was an exciting opportunity, given the relative immaturity of the market there, which is a key strategic growth business for the Group. Since 2012 I’ve seen my role expand to cover the whole of the Asia region reporting into the Group CEO, with the task of overseeing Hays’ organic expansion in one of the most exciting, fast-growing markets in the world.
Asia Managing Director, Hays
I joined Hays in 2008, as an Associate on the Construction & Property desk in Melbourne. Following the acquisition of Veredus, in the US, in 2014, an opportunity arose to establish and build a team focused on the Construction & Property market in Orlando, Florida, a large and established Veredus office. I took on a Senior Manager role there, and have responsibility for building a market-leading business in an area which is new for us in the USA, but in which we are expert global leaders across the rest of our Group. It’s also an exciting challenge to take experiences I gained in more established parts of the Group and apply them in a new country for our business.
Senior Manager, Hays US
My Hays career has taken me across three countries and has been a fulfilling and a varied one. I began in London in 1995, before moving to Dublin a year later to help expand the Irish business. Having proven my capabilities I was quickly promoted to regional manager and I was then asked to join a task force of fee-earners to lead Hays’ entry into the Canadian market in 2001. I then returned to Hays in Ireland in 2004, but not long after that I had the opportunity to return to Canada and make a contribution on a much bigger scale as Managing Director.
Canada Managing Director, Hays