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<h2>Why the Best Businesses Invest in Both</h2>
For years, organisations have recognised the importance of developing their people. Yet despite significant investment in learning and development, many businesses still blur the lines between training and coaching, treating them as interchangeable rather than complementary.
As Certus Recruitment Group celebrates 25 years of helping businesses build high-performing teams, one thing has remained constant: the companies that consistently attract, develop and retain the very best talent understand the difference.
Today, however, the conversation has evolved. Artificial Intelligence is transforming the workplace, changing not only what employees need to learn, but how they learn it.
The organisations that embrace this shift won't replace coaching with AI. They'll use AI to enhance training while placing even greater value on human coaching.
<h2>Training Builds Capability. Coaching Builds Performance.</h2>
Training is about learning something new.
Whether it's a new CRM platform, a sales methodology, an AI productivity tool or a compliance process, training focuses on transferring knowledge and developing new skills. It provides employees with the information they need to perform their role effectively.
Coaching is different.
Coaching helps people improve what they already know. It develops judgement, confidence, decision-making and consistency through experience, feedback and ongoing support. It's rarely delivered in a classroom and almost always happens in the flow of work.
Both are essential.
Training creates capability.
Coaching turns capability into performance.
<h2>AI Has Changed Training Forever</h2>
Perhaps the biggest change over the past few years has been the rise of AI.
Employees now have instant access to information, tutorials, role-play simulations, sales call analysis, writing support and technical guidance. Learning no longer needs to happen solely in scheduled training sessions.
AI has made knowledge more accessible than ever before.
Need to understand a new software platform? AI can explain it.
Need help preparing for a client meeting? AI can assist.
Want feedback on an email, proposal or presentation? AI can provide suggestions in seconds.
The result is that training has become increasingly personalised, immediate and continuous.
But there's one thing AI still can't replace.
<h2>Coaching Is Becoming More Valuable, Not Less</h2>
While AI can answer questions, it can't truly understand context, culture or human behaviour in the same way an experienced manager can.
It doesn't know when someone lacks confidence despite appearing capable.
It can't build trust with a new salesperson.
It won't recognise when someone is ready for promotion before they do themselves.
Great coaching is about asking better questions, challenging assumptions, sharing experience and helping individuals think differently.
It's about developing judgement, resilience and confidence&mdash;not simply transferring information.
Ironically, as AI becomes more capable, these human leadership skills become even more valuable.
<h2>Why Businesses Need Both</h2>
The highest-performing organisations don't choose between training and coaching.
They combine them.
Training gives employees the knowledge to perform.
Coaching ensures they apply it consistently, confidently and effectively.
Without coaching, even the best training is quickly forgotten.
Research has consistently shown that people retain significantly more learning when it's reinforced through regular feedback, practice and coaching conversations.
Sending someone on a course and expecting lasting behavioural change rarely delivers the desired return on investment.
Development should never end when the training session finishes.
<h2>The Link Between Development and Retention</h2>
One of the most common reasons employees leave organisations isn't salary.
It's the feeling they've stopped growing.
People want to develop.
They want to learn new skills, progress their careers and work for leaders who invest in their success.
Businesses that provide structured training alongside meaningful coaching create environments where employees feel challenged, supported and valued.
That has a direct impact on engagement, productivity and long-term retention.
In an increasingly competitive talent market, development is no longer a benefit.
It's an expectation.
<h2>What the Best Employers Are Doing</h2>
The organisations attracting the strongest talent today share several characteristics.
They embrace AI as a learning tool rather than seeing it as a replacement for people.
They equip managers to become coaches, not just supervisors.
They create cultures of continuous learning instead of relying on occasional training events.
Most importantly, they recognise that investing in people remains one of the highest-return investments any business can make.
Technology will continue to evolve.
The need for great leadership never disappears.
<h2>25 Years of Building High-Performing Teams</h2>
Over the past 25 years, Certus Recruitment Group has partnered with organisations ranging from ambitious scale-ups to global enterprises across technology, SaaS, MSP, professional services and commercial markets.
The most successful businesses have never simply hired great people.
They've created environments where those people continue to learn, improve and grow.
As AI reshapes the future of work, that philosophy is becoming even more important.
The companies that combine modern learning tools with exceptional human leadership will be the ones that attract, retain and outperform the competition.
At Certus Recruitment Group, recruitment has always been about more than filling vacancies. It's about helping organisations build the teams, leadership capability and people strategies that drive sustainable growth for years to come.

​Training vs Coaching in the Age of AI

Technology is evolving faster than ever.
Artificial intelligence is transforming industries. Cloud platforms continue to reshape how businesses operate. Cybersecurity threats are becoming more sophisticated. Data is driving decision-making at every level of the organisation.
Yet despite the pace of technological innovation, one truth remains unchanged:
Technology itself is not a competitive advantage. The people behind it are.
<h2>The Growing Challenge of Hiring Top Technology Talent</h2>
Across the UK, North America, Australia, and many other markets, organisations are facing an increasingly difficult hiring environment.
Demand for experienced software engineers, cybersecurity specialists, cloud architects, DevOps professionals, AI engineers, product leaders, and data experts continues to outpace supply.
While the volume of applicants may appear healthy on paper, finding candidates with the right blend of technical expertise, commercial awareness, communication skills, and cultural fit has become significantly more challenging.
The reality is that the most sought-after professionals are rarely active job seekers. They are often succeeding in their current roles, highly valued by their employers, and being approached by multiple organisations simultaneously.
As a result, many businesses find themselves facing:
<ul>
<li>
Lengthening hiring cycles
</li>
<li>
Increased competition for talent
</li>
<li>
Higher salary expectations
</li>
<li>
Counteroffers from existing employers
</li>
<li>
Candidate drop-off during interview processes
</li>
<li>
Skills shortages in critical technology functions
</li>
</ul>
For organisations trying to scale, innovate, or deliver complex technology projects, these challenges can have a significant impact on business performance.
<h2>The Cost of Hiring the Wrong Person</h2>
While hiring top talent can be difficult, hiring the wrong person is often far more expensive.
A poor hiring decision can affect project timelines, team morale, customer satisfaction, operational efficiency, and ultimately revenue growth.
In technology environments, where collaboration, innovation, and problem-solving are essential, one underperforming hire can create ripple effects throughout an entire team.
Beyond the direct costs of recruitment, onboarding, training, and replacement, organisations also risk losing momentum on strategic initiatives that are critical to their growth.
The question is no longer whether businesses can afford to invest in exceptional talent.
The question is whether they can afford not to.
<h2>Why High-Calibre Talent Makes the Difference</h2>
The highest-performing technology professionals do more than execute tasks.
They solve problems.
They identify opportunities.
They improve systems.
They mentor colleagues.
They challenge assumptions.
They help businesses move faster, innovate more effectively, and remain competitive in rapidly changing markets.
A great software engineer may improve application performance and scalability. A skilled cybersecurity professional may prevent a costly breach. An experienced cloud architect may reduce infrastructure costs while increasing resilience. An exceptional product leader may unlock entirely new revenue opportunities.
The impact of high-calibre talent extends well beyond their job description.
The best professionals elevate everyone around them.
<h2>Technology Recruitment Requires More Than Posting a Job</h2>
Many organisations still rely heavily on job advertisements and inbound applications.
While these channels have their place, they often fail to reach the strongest candidates in the market.
Successful technology recruitment requires a proactive approach.
It involves understanding talent markets, identifying passive candidates, building relationships, assessing technical capabilities, and presenting opportunities in a way that resonates with highly sought-after professionals.
The best recruitment outcomes are rarely achieved by waiting for talent to come to you.
They are achieved by actively engaging with the market and building meaningful connections with the people who can drive your business forward.
<h2>Building for the Future</h2>
Technology will continue to evolve.
New tools will emerge. Markets will shift. Customer expectations will change.
But throughout every technological transformation, organisations will continue to rely on talented people to design, build, secure, optimise, and scale the solutions that power modern business.
The companies that attract and retain exceptional talent today will be the ones best positioned to lead tomorrow.
At Certus Recruitment Group, we work with innovative organisations across global technology markets, helping them identify, engage, and secure the professionals who make a measurable impact.
Because while technology may shape the future, it is people who build it.

Great Technology Starts With Great People

There&rsquo;s a big difference between doing well and just getting by. An even bigger one between being engaged and simply showing up.
In today&rsquo;s global GTM and SaaS landscape, that gap is more visible&mdash;and more costly&mdash;than ever.
Is your team truly thriving, or just keeping the lights on?
This isn&rsquo;t about revenue dashboards or quarterly numbers. It&rsquo;s about whether your people are genuinely bought in&mdash;aligned to your mission, energised by their work, and motivated to perform at a high level.
To thrive is to grow, to flourish, to consistently move forward. In a GTM environment, that doesn&rsquo;t just translate to hitting quota&mdash;it shows up in collaboration, creativity, resilience, and momentum. Thriving teams don&rsquo;t just deliver results; they build them sustainably. Teams that are merely &ldquo;getting through it&rdquo; rarely do.
So how can you tell the difference&mdash;and more importantly, how do you shift the balance?
<h2>3 signs your team is only surviving</h2>
1. Energy The signals are often subtle, but consistent. Low enthusiasm in meetings, limited participation, a lack of urgency or ownership. In high-performing SaaS teams, energy is contagious&mdash;so when it drops, performance usually follows.
2. Relationships Disengagement rarely happens in isolation. It often shows up in strained communication, reduced collaboration, or a noticeable shift in team dynamics. GTM success relies heavily on cross-functional alignment&mdash;when that weakens, it&rsquo;s a red flag.
3. Performance A dip in output isn&rsquo;t always about capability. More often, it&rsquo;s about motivation. When someone shifts from proactive to reactive, from driven to doing the minimum, it&rsquo;s worth asking why. High performers don&rsquo;t usually lose ability&mdash;they lose connection.
<h2>3 ways to build a thriving team</h2>
1. Encourage ownership and ideas Great GTM teams aren&rsquo;t built on rigid playbooks alone. Create an environment where ideas are welcomed, challenged, and evolved. Whether it&rsquo;s sales strategy, customer experience, or product feedback&mdash;your best insights often come from those closest to the work.
2. Reinforce purpose and identity Top performers want to know their impact. Make it clear how each role contributes to wider business outcomes&mdash;whether that&rsquo;s revenue growth, customer retention, or product innovation. When people understand their value, they&rsquo;re far more likely to invest in it.
3. Invest in continuous development The SaaS and technology landscape moves fast. Your team should too. Ongoing learning&mdash;whether in sales methodology, product knowledge, or leadership skills&mdash;keeps people engaged, relevant, and progressing. Growth fuels motivation.
Building high-performing, engaged teams across GTM and technology functions is what we do.
At Certus Recruitment Group, we partner with organisations across the UK, US, and Australia to not only attract top talent, but to help shape and sustain teams that genuinely thrive.
If you&rsquo;re looking to strengthen your hiring strategy or unlock more from your existing team, we&rsquo;re always open to a conversation.

Thriving or Surviving? 

In Go-To-Market leadership, the line between working in the business and working on the business is dangerously easy to blur.
Especially in growth environments.
Especially in Q1.
Especially when numbers matter.
The strongest GTM leaders understand the difference &mdash; and more importantly, they protect time for both.
<h2 data-start="494" data-end="525">What &ldquo;Working In&rdquo; Looks Like</h2>
Working in the business is operational. It&rsquo;s immediate. It&rsquo;s necessary.
It includes:
<ul data-start="615" data-end="787">
<li data-start="615" data-end="631">
Deal reviews
</li>
<li data-start="632" data-end="650">
Forecast calls
</li>
<li data-start="651" data-end="674">
Pipeline inspection
</li>
<li data-start="675" data-end="696">
Hiring interviews
</li>
<li data-start="697" data-end="721">
Messaging refinement
</li>
<li data-start="722" data-end="747">
Escalation management
</li>
<li data-start="748" data-end="787">
Coaching reps ahead of big meetings
</li>
</ul>
This work keeps the engine running.
And in early-stage or scaling companies, it&rsquo;s unavoidable. Founders and GTM leaders often need to be close to the deals. Close to the customers. Close to the numbers.
The risk? If you only ever work in the business, you become the best salesperson in the company &mdash; not the best leader.
<h2 data-start="1118" data-end="1149">What &ldquo;Working On&rdquo; Looks Like</h2>
Working on the business is architectural.
It&rsquo;s less urgent, but far more consequential.
It includes:
<ul data-start="1256" data-end="1597">
<li data-start="1256" data-end="1312">
Designing territory strategy before performance dips
</li>
<li data-start="1313" data-end="1354">
Redefining ICP based on win-loss data
</li>
<li data-start="1355" data-end="1409">
Reworking comp plans to drive the right behaviours
</li>
<li data-start="1410" data-end="1476">
Aligning Sales, Marketing and CS around shared revenue metrics
</li>
<li data-start="1477" data-end="1533">
Building a leadership bench, not just a revenue team
</li>
<li data-start="1534" data-end="1597">
Pressure-testing hiring scorecards before scaling headcount
</li>
</ul>
This is where leverage lives.
Working on the business creates systems that perform without constant executive intervention.
And in 2026, leverage is everything.
<h2 data-start="1765" data-end="1799">Why GTM Leaders Drift Into &ldquo;In&rdquo;</h2>
There are three reasons most GTM leaders default to working in the business:
1. It feels productive. Closing a deal is visible. Rebuilding a go-to-market motion is not.
2. It&rsquo;s familiar. Many leaders were top performers before they were leaders. Stepping back can feel uncomfortable.
3. It&rsquo;s rewarded short-term. Quarterly numbers favour tactical heroics over structural change.
But heroics don&rsquo;t scale.
<h2 data-start="2230" data-end="2275">The 2026 Reality: Efficiency Over Activity</h2>
Across global GTM teams right now, the conversation has shifted from growth-at-all-costs to efficient, predictable growth.
That shift demands leaders who can:
<ul data-start="2438" data-end="2636">
<li data-start="2438" data-end="2470">
Model capacity before hiring
</li>
<li data-start="2471" data-end="2515">
Define productivity expectations clearly
</li>
<li data-start="2516" data-end="2558">
Improve forecast accuracy structurally
</li>
<li data-start="2559" data-end="2596">
Reduce dependency on &ldquo;super reps&rdquo;
</li>
<li data-start="2597" data-end="2636">
Build systems that survive turnover
</li>
</ul>
None of that happens by accident.
It happens when leaders carve out intentional time to work on the business.
<h2 data-start="2752" data-end="2785">A Simple Audit for GTM Leaders</h2>
Ask yourself:
<ul data-start="2802" data-end="3047">
<li data-start="2802" data-end="2854">
If I stepped away for 30 days, what would break?
</li>
<li data-start="2855" data-end="2918">
Are results driven by system design &mdash; or individual effort?
</li>
<li data-start="2919" data-end="2982">
Do I spend more time reviewing deals or reviewing strategy?
</li>
<li data-start="2983" data-end="3047">
Is our hiring reactive to gaps, or proactive against a plan?
</li>
</ul>
If the answers feel uncomfortable, that&rsquo;s usually the signal.
<h2 data-start="3112" data-end="3136">The Balance That Wins</h2>
Great GTM leadership isn&rsquo;t about abandoning the day-to-day.
It&rsquo;s about rhythm.
<ul data-start="3219" data-end="3386">
<li data-start="3219" data-end="3268">
Scheduled deep work on structure and strategy
</li>
<li data-start="3269" data-end="3314">
Clear delegation of operational oversight
</li>
<li data-start="3315" data-end="3353">
Defined decision-making frameworks
</li>
<li data-start="3354" data-end="3386">
Repeatable operating cadence
</li>
</ul>
The best leaders zoom in and zoom out deliberately.
They inspect pipeline &mdash; and redesign qualification criteria. They coach deals &mdash; and rebuild onboarding. They close gaps &mdash; and eliminate the root cause.
In high-performing GTM organisations, revenue doesn&rsquo;t rely on constant executive involvement.
It runs because the system works.
Working in the business drives this quarter. Working on the business determines the next four.
The question for every GTM leader in 2026 is simple:
Are you building momentum &mdash; or just maintaining motion?

GTM Leadership: Working On the Business vs Working In It

25 Years of Certus Recruitment: Built on People, Not Placements
This year Certus recruitment turns 25!
That&rsquo;s 25 years of conversations, careers shaped, markets evolved, and lessons learned the hard way. In an industry that changes as fast as recruitment does, longevity isn&rsquo;t something taken lightly, it&rsquo;s something that&rsquo;s earned.
Certus Recruitment was founded with a simple belief: that recruitment works best when it&rsquo;s built on trust, expertise, and long-term relationships. No shortcuts. No volume for volume&rsquo;s sake. That belief has remained the foundation, even as the world around us has changed so dramatically.
Over the last two and a half decades, we&rsquo;ve seen entire sectors emerge, mature, and reinvent themselves. We&rsquo;ve worked through multiple economic cycles, shifts in hiring philosophy, and the growing complexity of global talent markets. Through it all, our focus has remained the same: understanding what &ldquo;good&rdquo; really looks like for our clients, and what meaningful progression looks like for the people we represent.
What we&rsquo;re most proud of are the partnerships we&rsquo;ve built. Many of our client relationships span years, not transactions. Many of our candidates have returned to us throughout their careers, often as clients on the other side of the hiring table. That continuity matters to us.
Reaching 25 years is also a moment to recognise the people behind Certus. Past and present consultants who&rsquo;ve helped shape the business. Clients who trusted us with critical hires. Candidates who placed their careers in our hands. Certus Recruitment has always been, and will always be, a people business.
As we look ahead,&nbsp;our&nbsp;ambition isn&rsquo;t simply to keep doing what we&rsquo;ve always done. It&rsquo;s to keep evolving without losing what makes us&nbsp;Certus. Staying curious. Going deeper. Slowing down where it counts. Continuing to grow in the right way, not the fastest.
To everyone who&rsquo;s been such a crucial part of the journey so far; thank you. Here&rsquo;s to the next chapter.
The Team at Certus Recruitment Passion | Energy | Integrity | Commitment | Fun

25 Years of Certus Recruitment

Staff turnover is something every leader, HR team and business owner has to contend with. Often grouped under terms like attrition or churn, it ultimately comes down to one simple but critical question: how well are you retaining your people?
In a market where skills are scarce and competition for talent is high, retention is no longer a &ldquo;nice to have&rdquo; &mdash; it&rsquo;s a business imperative. Hiring costs money, time and focus. But beyond that, every new hire represents an investment: in training, equipment, onboarding, relationships and trust. When people leave too quickly or too often, that investment is lost, and the wider business inevitably feels the impact.
While some level of attrition is natural &mdash; retirements, restructures, or mutually agreed moves on &mdash; high or consistent turnover is often a signal that something deeper needs attention. The key to improving retention is understanding why people leave, and what makes them stay.
Below are several core areas that play a major role in employee retention, and where small, deliberate improvements can make a significant difference.
<h3 data-start="1258" data-end="1291">Hiring with Retention in Mind</h3>
Retention starts long before day one. Hiring the &ldquo;right&rdquo; person isn&rsquo;t just about technical capability; it&rsquo;s about alignment. Misalignment between role expectations, company culture and individual motivations is one of the biggest drivers of early exits.
Ask yourself: are you giving candidates a realistic picture of the role and the environment? Are values, pace, leadership style and growth opportunities clearly communicated? Taking the time to hire with long-term fit in mind &mdash; not just immediate need &mdash; lays a far stronger foundation for retention.
<h3 data-start="1849" data-end="1883">Onboarding as a Retention Tool</h3>
Onboarding is often underestimated, yet it plays a critical role in whether someone feels confident, supported and invested early on. Poor onboarding doesn&rsquo;t usually cause someone to leave immediately &mdash; but it can quietly erode engagement from the outset.
A structured onboarding process with clear goals, realistic timelines and regular check-ins helps new employees feel valued and supported. It also creates space for honest feedback early, allowing issues to be addressed before they become reasons to leave. Strong onboarding sends a simple but powerful message: you matter here.
<h3 data-start="2474" data-end="2512">Workplace Experience and Wellbeing</h3>
People rarely leave companies for one single reason. More often, they leave because of how work makes them feel over time. Work-life balance, flexibility, psychological safety and mental health support are no longer optional considerations &mdash; they are central to retention.
Equally important is the internal dynamic. Healthy relationships, strong leadership and a culture that actively addresses conflict and toxicity will always outperform one that ignores them. Employees who feel respected, supported and heard are far more likely to stay, grow and advocate for your business.
<h3 data-start="3095" data-end="3132">Retention Is Ongoing, Not One-Off</h3>
Retention isn&rsquo;t solved at hiring, onboarding or probation &mdash; it&rsquo;s continuous. Regular conversations about development, progression and engagement matter. People want to know where they&rsquo;re going, how they&rsquo;re doing and that their contribution is recognised.
Ultimately, while some staff turnover is inevitable, high retention is intentional. Businesses that prioritise it build stronger teams, protect institutional knowledge and create stability that fuels long-term growth.
At Certus Recruitment Group, we help organisations think beyond the hire &mdash; building workforce strategies that focus on retention from day one and well into the future. If you&rsquo;d like to explore how a more retention-focused approach could strengthen your business, we&rsquo;d be happy to talk.

Retention - A Strategic Priority

In-house talent acquisition teams carry a huge responsibility. Managing high volumes, working to tight timelines, and ensuring every candidate has a positive and consistent experience, it&rsquo;s a lot, and the pressure rarely lets up. This is especially true in fast-moving sectors like technology, SaaS, and GTM (Go-To-Market) hiring, where competition for talent is fierce, and expectations are high.
Yet despite this, the recruitment industry still often frames the relationship between agencies and internal teams as an either/or dynamic. Who gets the credit? Who owns the process? Who&rsquo;s in control?
At Certus Recruitment, we believe that mindset is outdated, and unhelpful for everyone involved. The best outcomes in technology recruitment and GTM hiring don&rsquo;t come from competition; they come from partnership.
An Extension of Your Talent Function
When we partner with clients, we don&rsquo;t show up as an external agency trying to prove our worth. We operate as an extension of your talent acquisition, GTM recruitment, or tech hiring function, aligning ourselves to your goals, your systems, and your way of working.
Our role is to make life easier for internal teams, not create more work or step on toes. We recognise the critical part internal TA plays, and we&rsquo;re here to complement that, not challenge it.
What Partnership Looks Like in Practice
To us, partnership isn&rsquo;t just a headline, it&rsquo;s how we work every day across sales recruitment, customer success hiring, technical roles, and the full breadth of go-to-market functions.
We integrate seamlessly
We align with your processes, systems, and communication style so collaboration feels natural and frictionless.
We support, not duplicate
Your team remains the centre of the hiring strategy. Everything we do enhances what you already have in place, whether it&rsquo;s GTM talent acquisition, technology recruitment, or broader business hiring.
We add bandwidth when it matters most
Hiring peaks, stretched resources, or hard-to-fill roles, especially in tech sales, software engineering, and product,&nbsp;are where we thrive. We keep momentum high when internal capacity is tight.
We bring insight and intelligence
Market trends, GTM salary benchmarks, tech talent availability, competitor activity, and candidate sentiment, we provide actionable intelligence that strengthens your hiring strategy and supports stakeholder conversations.
We protect your employer brand
In highly competitive markets like technology and SaaS, candidate experience matters. Every interaction we have is designed to represent your organisation with professionalism and consistency.
A Shared Focus on Results
Great collaboration requires transparency, communication, and a shared focus on outcomes. At Certus, our goal is simple: help internal teams deliver stronger hiring results with less pressure, whether that&rsquo;s scaling a GTM function, building out enterprise sales teams, or sourcing niche technology talent.
We don&rsquo;t want credit, we want your success.
Looking for a Partner, Not Just an Agency?
If your talent team could benefit from a partner who genuinely works alongside you, someone who integrates, supports, adds value, and strengthens your technology and GTM hiring outcomes,&nbsp;we&rsquo;d love to talk.

Why “Agencies vs. Internal Talent Teams” Is the Wrong Mindset — And How Certus Does It Differently

Have you ever taken a sip of your drink, only to find that it&rsquo;s not at all what you expected? If you thought it was water and find yourself sipping a diet coke, the feeling is unpleasant &ndash; no matter how much you might like diet coke usually. That&rsquo;s because you weren&rsquo;t expecting it. When it comes to managing expectations, there&rsquo;s no skill more important in terms of building strong, happy relationships. In business, this applies to all parties; your clients, customers, colleagues, even your own boss and those who report directly to you. To give an example: if you make a promise to deliver a piece of work in ten days and have it completed in seven, you&rsquo;re a hero. If you made the promise to be done within five but deliver in seven, there&rsquo;s going to be disappointment. The outcome is the same &ndash; the work was delivered in seven days &ndash; but in the case of the latter, because you didn&rsquo;t properly manage expectations the relationship has been negatively impacted. So, whether you&rsquo;re a manager, salesperson, business owner or otherwise, here are some things to think about when it comes to managing expectations &ndash; moreover, how doing so can really improve and strengthen the relationships you build across the board. Managing your employees&rsquo; expectations Unaddressed employee expectations can unfortunately lead to demotivation, and sometimes even resentment in the workplace. This means you need to clearly define what your responsibilities are as the leader, communicate these to your team and then be accountable for fulfilling these actions. In the employee-manager relationship, many things can fall under &lsquo;expectations&rsquo;. This could be the expectation of one-on-one coaching, regular reviews or feedback; the expectation that you&rsquo;ll step in to help close a deal; even down to making sure your team understands when you&rsquo;re available, i.e. if it&rsquo;s okay to get in touch outside of working hours or not. If your direct reports are expecting something from you &ndash; even something intangible like support or guidance &ndash; it&rsquo;s your job to address this by either providing it or, if it shouldn&rsquo;t be coming from you, pointing them in the right direction instead. Miscommunication of expectations can cause myriad problems and disappointments in the workplace &ndash; which will inevitably affect performance in the long run. Managing your customers&rsquo; expectations Whilst we don&rsquo;t necessarily want to champion the somewhat old fashioned &ldquo;under-promise, over-deliver&rdquo; stance, managing expectations is key to building a long-lasting, mutually beneficial relationship with your customers. Instead, try to take more of a &ldquo;be realistic and deliver your best&rdquo; attitude, remaining transparent, open and honest throughout the journey. Whether you work in recruitment like us or another industry entirely, it&rsquo;s universally understood that humans want to know where they stand &ndash; meaning even if it&rsquo;s not the answer we want, we&rsquo;d rather be told the truth. Managing your customers&rsquo; expectations means giving regular updates, making no excuses and being accountable at all costs. Building a relationship on anything less just simply doesn&rsquo;t cut it; building relationships on expertly managed expectations means that even when things don&rsquo;t go exactly to plan, challenges can be overcome (as opposed to the relationship ending on a sour note). Managing the expectations on yourself Regardless of where you sit in the hierarchy of the company &ndash; you could be just starting out or own the whole show &ndash; there are people to report into and progress to manage. Whether that&rsquo;s being held accountable for keeping the board or SMT updated, or simply checking in with your employees for a quarterly business rundown and review, it&rsquo;s important to keep those who need to be in the loop just so. Being a great manager of expectations is a sure-fire way to build your persona as a strong leader; someone who&rsquo;s dependable, reliable and accountable. No nasty surprises, misleading or misinformation. Managing expectations means your customers get better service, your employees learn from your exemplary practices, and your own boss &ndash; whoever they might be, directly or indirectly &ndash; is happy and content. It&rsquo;s no secret that the management of expectations is an area where the recruitment industry has fallen down historically. I couldn&rsquo;t be more proud that, across all three Certus brands, we endeavour to change that in every communication we undertake &ndash; and every relationship we build to prove it. To learn more about the difference you&rsquo;ll find in partnering with us, get in touch.

The Importance of Managing Expectations

<h1 data-start="181" data-end="261">GTM Hiring: What the Data Tells Us &mdash; And Why Certus Outperforms Internal Teams</h1>
Hiring exceptional go-to-market (GTM) talent &mdash; in Sales, Marketing, Customer Success, and Revenue Operations &mdash; is critical to business growth. But it&rsquo;s not just about adding headcount; it&rsquo;s about building competitive advantage.
Too often, companies rely solely on internal talent acquisition (TA) teams. Yet, as the data shows, this can lead to slower hiring, missed opportunities, and lower retention. Specialist agencies like Certus Recruitment Group consistently deliver better results &mdash; faster and with more impact.
Here&rsquo;s what the data tells us.
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<h2 data-start="822" data-end="893">🚨 Internal Teams Take Longer to Hire &mdash; And It&rsquo;s Costing You Revenue</h2>
According to LinkedIn&rsquo;s 2024 Global Talent Trends Report:
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The average time-to-hire for mid-level GTM roles is 46 days via internal TA.
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Specialist agencies reduce this to 28 days or less.
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At Certus, we go further: ✅ 5&ndash;10 days to deliver a qualified shortlist ✅ 16&ndash;28 days to offer acceptance (on average, across the UK, US, and ANZ)
</li>
</ul>
That&rsquo;s a 40&ndash;50% faster time-to-fill, translating to weeks of extra pipeline generation, outbound activity, and marketing execution.
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<h2 data-start="1406" data-end="1460">🧲 We Reach Passive Candidates Internal Teams Can&rsquo;t</h2>
A 2023 Talent Board study revealed:
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Just 30% of top GTM performers are actively job-hunting.
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But 80% are open to the right opportunity if approached properly.
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</ul>
Internal TA teams often only reach that active 30%. At Certus, we engage the untapped 70% &mdash; the high-impact performers who aren&rsquo;t looking but will move for the right opportunity. It&rsquo;s how our clients gain access to game-changing talent their competitors never even see.
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<h2 data-start="1914" data-end="1961">🔁 Better Retention Starts With Better Hires</h2>
Hiring fast is one thing &mdash; retaining top performers is another.
Data from Bullhorn&rsquo;s 2023 Global Recruitment Insights Report shows:
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Agency hires are 15&ndash;25% more likely to stay beyond 12 months.
</li>
</ul>
At Certus, our GTM placements consistently outperform internal hires on:
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Tenure: especially in AE/BDR roles
</li>
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Ramp speed: critical in B2B SaaS environments
</li>
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Culture fit: validated by post-placement hiring manager feedback
</li>
</ul>
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<h2 data-start="2410" data-end="2464">💰 Vacancies Are Expensive &mdash; Mis-Hires Even More So</h2>
Agency hiring isn&rsquo;t just about speed &mdash; it&rsquo;s about cost efficiency, too.
Hidden costs of slow internal processes include:
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$25,000&ndash;$50,000 in lost revenue per 30-day vacancy (HubSpot, 2023)
</li>
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Up to 30% of annual salary lost on bad hires (U.S. Department of Labor)
</li>
</ul>
Certus reduces both the time roles are vacant and the risk of poor fit, improving hiring ROI across the board.
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<h2 data-start="2857" data-end="2917">📈 We&rsquo;re More Than Recruiters &mdash; We&rsquo;re GTM Hiring Partners</h2>
Internal TA teams often focus on filling roles. We help shape your hiring strategy.
Working with Certus gives you access to:
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Live market salary benchmarking
</li>
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Competitor hiring insights
</li>
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Real-time candidate feedback on your brand
</li>
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Strategic GTM org design advice
</li>
</ul>
We&rsquo;re not just delivering CVs &mdash; we&rsquo;re driving better decisions.
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<h2 data-start="3258" data-end="3314">In Summary: Certus = Speed, Reach, Retention, Insight</h2>
If you're scaling GTM teams in London, Austin, Sydney or beyond, Certus Recruitment Group is the strategic partner to help you do it faster, better, and smarter.
We deliver: ✅ Shortlists in under 10 days ✅ Access to top-tier passive candidates ✅ Higher retention outcomes ✅ Strategic market insight
Don&rsquo;t let internal bottlenecks hold back your revenue engine. Let&rsquo;s talk about how we can help you scale your GTM function &mdash; with speed, quality, and lasting impact.

GTM Hiring: What the Data Tells Us — And Why Certus Outperforms Internal Teams

​Driven to Distraction: Why Your Team Might Be Underperforming
Are you easily distracted?
Since the beginning of time, leaders have sought ways to keep their teams focused, productive, and engaged. In today&rsquo;s world, where hybrid and remote work are now part of everyday life, distraction has taken on a new meaning.
&ldquo;I get more done without office noise.&rdquo; &ldquo;I can&rsquo;t concentrate at home&mdash;too many distractions.&rdquo;
Sound familiar?
So, what&rsquo;s really pulling your team&rsquo;s attention away? Is it their phone? Email? A barking dog?
Probably all of the above.
With our team now back in the office&mdash;and, truthfully, more motivated than ever&mdash;it got me thinking: why is distraction less of a problem when people feel focused and driven?
Why do external distractions carry less weight when motivation is high?
That&rsquo;s when it hit me: the phone, the dog, the social media scrolling&mdash;they&rsquo;re not the distraction. They&rsquo;re the escape from it.
Distraction isn&rsquo;t the notification. It&rsquo;s the discomfort that drives someone to pick up the phone in the first place. The real cause is deeper&mdash;more internal.
Here are three common, underlying causes of distraction that might be affecting your team&rsquo;s performance:
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<h3 class="" data-start="1395" data-end="1437">1. Uncertainty Around Role or Task</h3>
When someone isn&rsquo;t 100% sure what they should be doing&mdash;or how to do it&mdash;they&rsquo;re more likely to avoid the task altogether. Instead of asking for clarity, they turn to something easier and more familiar, like their phone or inbox.
The fix? Clear direction helps, of course&mdash;but the real solution lies in open communication. Create a culture where asking questions is encouraged, not frowned upon. Check in regularly and make sure your team feels supported.
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<h3 class="" data-start="1903" data-end="1938">2. Disconnection from Goals</h3>
When people lose sight of the bigger picture&mdash;whether that&rsquo;s personal career growth or company-wide objectives&mdash;they&rsquo;re more likely to drift. Without a goal in mind, the daily grind can feel aimless. And when something feels meaningless, it&rsquo;s easy to turn your attention elsewhere.
You can prevent this with regular catch-ups. Not formal performance reviews&mdash;just genuine check-ins. Ask your team how they&rsquo;re feeling about their progress. Remind them of the impact their work has and reconnect them with both their personal goals and the company&rsquo;s vision.
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<h3 class="" data-start="2500" data-end="2542">3. Lack of Challenge (aka Boredom)</h3>
Let&rsquo;s be honest: boredom is a productivity killer. If the work feels too easy or monotonous, the brain naturally looks for something more stimulating. And distraction happily fills that void.
To avoid this, ensure your team is being challenged and engaged. Provide opportunities to grow, solve problems, and learn. A mix of enjoyment and challenge keeps the mind active&mdash;and less likely to wander.
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We all get distracted from time to time. That&rsquo;s human. And yes, taking regular breaks is healthy and necessary.
But there&rsquo;s a difference between a break and an escape.
As a leader, it&rsquo;s worth reflecting: are distractions in your workplace a sign of something deeper? If your team is disengaging, it&rsquo;s likely not about Instagram or email&mdash;it&rsquo;s about uncertainty, disconnection, or boredom.
Tackle those root causes, and you&rsquo;ll see performance improve.
So&mdash;when are you most distractible? Awareness is the first step to overcoming it. Whether your team is in the office, remote, or hybrid, staying focused takes intention.
Want more leadership insights? Take a look at my other posts on LinkedIn&mdash;or drop a comment below to join the conversation. And if you&rsquo;d like to talk recruitment, the Certus team is always here to help.

Driven to Distraction – Why Your Staff May Be Underperforming

​As managers, we have to be conscious of what we say and how we say it. Effective communication is arguably the most fundamental key to a high-performing team, one which achieves their goals and drives business forward. But there are two sides to communication: let&rsquo;s call them speaking and listening for now. Speaking covers everything you as a manager choose to say, how you say it, when it&rsquo;s delivered, and how you respond to others. Listening is how everything you say is interpreted by your team. How they perceive the communication you&rsquo;re offering. And, importantly, how they feel about it. Which is where the question of intent vs impact comes in. You know what you&rsquo;re trying to achieve &ndash; but were you able to deliver it in such a way that made your intentions clear? To ensure the same impact is felt across the team &ndash; as in, every person is now feeling the same way (engaged, motivated, etc) and driven toward that same goal? Take the following sentence: &ldquo;These results aren&rsquo;t good enough. What went wrong?&rdquo; It&rsquo;s bold, it&rsquo;s blunt; the intention is to problem solve and understand where the improvement needs to be made, sharpish. It&rsquo;s a sentence which, when said aloud, is hopefully going to prompt action of some sort. But what impact did this sentence have on the team? Some may take it in their stride and want to review things with you, taking time to analyse, understand, and create a plan to improve. On the other hand, another employee has immediately switched off, presuming that you as manager are taking no accountability; the blame is on the team. Your intention was to share ideas, work together to solve a problem &ndash; but the impact on some, maybe many individuals, could be demotivation and disengagement. Communication in management is a funny one, because we&rsquo;re often bound to doing everything at once. Manage each work style differently, pay attention to the individual; equally, find a way to communicate with the team at large which doesn&rsquo;t alienate any one person, a cover-all, if you like. No one said it would be easy. So, how could we word the sentence above for a more inclusive overall feel, one which delivers your intentions AND has the desired impact? How about, &ldquo;We know we can do better than this &ndash; where can we improve next time?&rdquo; Or, &ldquo;Here&rsquo;s what I think about how we can improve &ndash; what other ideas can we come up with?&rdquo; These both denote accountability, inclusivity and ownership &ndash; as both an individual and a team. The intention is clear, and the impact should in most cases be a positive one &ndash; one which gets everyone working towards what you&rsquo;re trying to achieve. You&rsquo;ve communicated now that this is our problem &ndash; and we&rsquo;ll solve it like the team we are. All of this is particularly important when we&rsquo;re managing new teams, or those with new hires amongst them. In high-trust relationships, where each party knows the other well, we learn to read between the lines of what&rsquo;s actually being said or meant by comments or questions to find the real meaning. But, for the newer relationships, this can&rsquo;t always be done. Directions, questions or otherwise may be misconstrued, and this alone is where the onboarding of new employees often falls down. So, as a manager of people, how can you turn your intentions into the impact you&rsquo;re after? &bull; Communicate clearly and openly, without pointing fingers or placing blame (or even hinting towards doing so). &bull; Cultivate a team-feel, rather than an &ldquo;us and them&rdquo;, manager vs employees atmosphere &ndash; get rid of those hierarchical barriers. &bull; Ask for feedback and encourage employees to speak up for clarification if they&rsquo;re unsure on something, and to voice their opinions candidly, without fear of repercussions for doing so. &bull; Make sure that you fully understand your own intentions before heading into any communication with the team &ndash; if you&rsquo;re unsure of what you&rsquo;re after, they undoubtedly will be too. Over time, as you build trust, communication across your team becomes easier. With that being said, you&rsquo;ll want to know that your team is receptive to your management and communication style before you even make the hire &ndash; which is where we come in. To talk workforce solutions and learn more about how we pre-qualify all this and more at interview stage, get in touch.

Intentions vs Impact – How Communication Can Make or Break Your Management Success

<article class="blog__content">
Starting Fresh in 2025: Embracing Change for a Stronger Year Ahead
With the dawn of a new year less than 2 months away, many of us feel inspired to reflect on past achievements, assess what worked well, identify areas for improvement, and lay out our goals for the year ahead.
At Certus, we live by the ethos, "If you always do what you&rsquo;ve always done, you&rsquo;ll always get what you&rsquo;ve always got." Embracing change isn&rsquo;t just an option; it&rsquo;s a necessity for growth. This year, we&rsquo;re not only accepting change but actively championing it. We know the path to improvement isn&rsquo;t always smooth, but it&rsquo;s essential. Here are some key behaviours that business leaders should embrace in 2025 to foster growth and transformation:
<h3>1. Seeking Out What&rsquo;s Working &ndash; and What Isn&rsquo;t</h3>
Embracing change means being willing to face difficult truths and deepening self-awareness. This year, business leaders should actively seek feedback and identify areas for improvement, not just by relying on internal perceptions but by reaching out to external voices as well. In today&rsquo;s feedback-driven world, customer input can be a powerful catalyst for positive change. Rather than merely collecting testimonials, engage customers through surveys and ask what can be improved&mdash;whether in product, service, communication, or beyond.
Recognizing and amplifying what works is crucial, but where there&rsquo;s room for change, there&rsquo;s room for growth.
<h3>2. Understanding the Why &ndash; and Then the When</h3>
When implementing changes, it&rsquo;s vital to convey the reasoning behind them to your team. As a business leader, you should be able to clearly articulate the benefits and purpose behind every change, inspiring confidence and enthusiasm. Change for change&rsquo;s sake can disengage people&mdash;help them understand why each decision matters.
At the same time, knowing when to let things progress naturally is key. Effective change management is about balancing timing with intent. Lead your team with a solid &lsquo;why&rsquo; for each initiative, guiding them through transformations with clarity and purpose.
<h3>3. Promoting Goals and Vision Amidst Change</h3>
One of the most important qualities to maintain during times of change is a consistent commitment to your company&rsquo;s vision and values. When the pace of change accelerates, people can feel uncertain or uneasy; clear communication and consistent messaging are vital to keep employees grounded in the organization&rsquo;s mission.
While navigating through transformation, remember that the values that define your company should remain visible and steady. Change may be inevitable, but a strong and authentic culture offers stability and assurance, allowing teams to embrace new directions with trust and confidence.
<hr>
<h3>A New Year&rsquo;s Challenge: Change as a Path to Growth</h3>
As humans, we often resist change; as business leaders, we must embrace it to propel our companies forward. Even in seemingly straightforward tasks, like broadening your hiring profile or rethinking talent strategies, openness to change can make a real difference. It&rsquo;s not always easy, but it can yield incredible rewards.
What plans do you have for 2025 to drive your business forward? What other qualities do you see as essential to fostering a culture that embraces change?
</article>

Three Behaviours of Leaders Who Are Embracing Change In 2025

As business leaders, there&rsquo;s a challenge many of us encounter throughout our careers, though it&rsquo;s not often openly discussed: workplace friction, especially between managers and new employees. What happens when you bring someone new onto your team, only to realise that aligning on goals and expectations might be more difficult than anticipated?
The key question here is: are you and your new hire working towards the same objectives? Are your priorities aligned? Do you both have a shared understanding of the business direction and how to achieve success?
When you expand your team &ndash; whether it&rsquo;s in a small, one-on-one start-up environment or within a large-scale operation &ndash; several factors can create friction, frustration, and ultimately a dip in productivity. It&rsquo;s no wonder that &ldquo;managing up&rdquo; has become a prominent trend in corporate culture over the past few years.
Oftentimes, tension arises from differences in work styles. Some people thrive in a more spontaneous, flexible environment, while others prefer structure and clear processes. When these differing approaches meet &ndash; especially when one is managing the other &ndash; it can lead to confusion, miscommunication, and a lack of clarity around expectations. This is when employees may start feeling unsure about their role or how to move forward.
This is where the concept of "managing up" comes in.
The idea is simple: no matter your level within an organisation, your manager&rsquo;s success is tied to yours. So, it&rsquo;s in your best interest to understand how they work best and what will help both of you thrive. Managing up is about proactively fostering communication and clarity, empowering your team to get what they need from you in order to do their best work.
One effective way to encourage managing up is to hold regular one-on-one meetings led by the employee. This gives them a safe, private space to ask questions, seek feedback, and discuss challenges they may not feel comfortable addressing in a larger team setting. By letting the employee set the agenda, you not only gain insights into their needs, but also into how they think and work &ndash; which can help you manage them more effectively.
Another approach is to engage in collaborative goal-setting exercises. Taking the team out of the office for a more relaxed strategy session can foster open dialogue, idea-sharing, and the development of shared goals. It&rsquo;s important to create alignment between the company&rsquo;s goals and your employees&rsquo; personal objectives, ensuring everyone feels motivated and invested in the long-term success of the team.
Workplace tension doesn&rsquo;t always stem from personality clashes. Sometimes, it&rsquo;s simply a matter of different working styles creating roadblocks to effective communication. By fostering a culture that supports managing up, you&rsquo;re likely to see not only greater employee engagement but also improved motivation and stronger overall relationships within the team.
Whether you&rsquo;re managing a team of one or one hundred, our expert consultants are here to help. We specialize in building and retaining top talent, and our commitment doesn&rsquo;t end once a placement is made. Our exceptional after-care services set us apart as a leader in the recruitment space. Reach out to us today to discuss your goals and hiring strategies &ndash; we&rsquo;re here to support your success.

Why Managing Up Needs to Be Part of Your Strategy

KPIs, KPIs, KPIs. Is there any other aspect of business operations so widely spoken about, furthermore contested? It&rsquo;s a divisive subject in the business community &ndash; where some live by them, others dispute their place altogether; some employ but largely ignore them, either way.
Whether you utilise them day-to-date or oppose them entirely, if you work in the corporate world, you&rsquo;ve come across KPIs at some point.
The fact is, the reason they&rsquo;re so highly contested is that KPIs are seldom implemented effectively, or used properly.
It&rsquo;s not about the &lsquo;numbers game&rsquo; &ndash; it&rsquo;s about business efficiency.
Let&rsquo;s stop thinking about KPIs as targets, first off. There&rsquo;s a clear distinction between the two.
The definition of a KPI is, as it says on the tin, a key performance indicator &ndash; a figure which is (or should be) derived from information your business is providing you. KPIs should be used to evaluate the activity a business needs to undertake in order to achieve its targets &ndash; not as a target in and of themselves.
Get it?
Let&rsquo;s put it into real terms.
Your business currently has 10 sales execs. The team&rsquo;s target is to generate &pound;100,000 in revenue each month, so each individual&rsquo;s target is &pound;10,000. Currently, each person is achieving &pound;8,000 per month; upon drilling down into their activity, you find that they&rsquo;re each making 8 phone calls per month.
What can you take from this?
Your business is indicating that your team&rsquo;s activity needs to increase in order to reach target, and is telling you, hypothetically, how much it needs to increase by.
Analyse these tricky figures and you&rsquo;ll find it makes sense that, were they each to make 10 phone calls per month, everyone would hit that &pound;10K, no problem. But here&rsquo;s the thing &ndash; there&rsquo;s no need to now storm onto the sales floor and inform the team that they had all better hit those 10 calls, or else. Not in that fashion, anyway. You&rsquo;re not setting this as a target: your business is doing it for you.
It&rsquo;s a KPI, not a target. See?
KPIs should be in place to motivate, not condemn.
Information is king, or so they say, and it&rsquo;s our job as leaders to use it to our advantage. Particularly in sales and marketing, numbers do play a big part in the performance sense &ndash; from calls made to appointments booked, website clicks to conversion rates, your team is constantly running through figures in their mind.
Adding a panel of KPIs into that mix, specifically when posing them as targets/must-hits, definitely creates potential for the pot to boil over from time to time. However, if you were to go to your team and say, &ldquo;Hey, we&rsquo;ve collated some really interesting info here which we think is going to help you do your job better/more efficiently, want to take a look?&rdquo;, any employee worth his/her salt will be clambering to see your notes.
Keep targets and KPIs separate; monitor them both as equals.
Your KPIs should be based on fact and fact alone.
Here at Certus we get to know our clients well, and I&rsquo;d be lying if I said we don&rsquo;t sometimes have to do a little &ndash; err &ndash; re-education, shall we say. Often, businesses blindly set their KPIs based on industry standards or what their competition appears to be doing which, fundamentally, doesn&rsquo;t make sense. Just because Oracle&rsquo;s techs have to sit four appointments per day, doesn&rsquo;t mean that your hyper-growth, disruptive SaaS start-up should be doing the same.
In fact, we need to move away from this idea of &lsquo;setting&rsquo; KPIs altogether &ndash; I reiterate, your business sets them itself. Monitor activity, productivity, operations, all aspects of your business, over time to understand what your KPIs are and where they should sit in terms of activity. Don&rsquo;t pull numbers out of the air and &lsquo;set&rsquo; KPIs based on what you think you&nbsp;should&nbsp;be doing &ndash; base them on what you&nbsp;are&nbsp;doing, and the improvements that you want to make.
Remember, more doesn&rsquo;t always equal more.
Numbers and humans behave in very different ways. When a calculator does a complex mathematical equation, it doesn&rsquo;t need to take into account that, maybe, number 3 is recovering from a bout of the flu, or that number 4 is off on holiday for two weeks this month.
So, when you take a look at your figures and see that 25 calls equals 1 appointment, don&rsquo;t think it&rsquo;s as simple as commanding your team to make 50, and expecting them to achieve 2 appointments as such. It just doesn&rsquo;t work that way.
I&rsquo;m not saying that we as leaders shouldn&rsquo;t always strive for excellence and improvement &ndash; but, alas, we are humans managing humans. And that needs to be at the forefront of our approach, always.
We shouldn&rsquo;t be setting KPIs, we should be running our businesses based on the information it provides us &ndash; looking at them as the dataset they are, rather than another number to hold over our teams&rsquo; heads.
As ever, love to hear your opinions &ndash; what&rsquo;s your approach to KPIs, and are you making the most of them across your business?

KPI's or Core Activities? Love them either way!

Any business leader will know that sometimes, although all lights were green at interview stage, an employee just doesn&rsquo;t perform as well as you&rsquo;d expected. Whilst your first instinct is, quite rightly, to get to the bottom of understanding&nbsp;why&nbsp;they&rsquo;re underperforming (is it a capability issue? Time management perhaps?), it&rsquo;s our job as managers to be equally accountable. Try turning the question inwards: instead of managing underperformance, should we instead be trying to drive for overperformance? Ask yourself these questions: Have I set proper expectations, and does this person know that they&rsquo;re underperforming?&nbsp;As a leader, it&rsquo;s your job to let employees know where the goal posts stand and give them something to aim for. In setting out the expectations clearly, succinctly and without question, you&rsquo;re driving that person towards that goal &ndash; so make sure you&rsquo;ve done your bit. An employee who doesn&rsquo;t know exactly what&rsquo;s expected of them can often become unsure in their actions, leading to underperformance. Worse yet, if they&rsquo;re unaware that they are in fact underperforming, they may be blindsided when you eventually bring it up. Is this individual motivated to complete their work as best they can?&nbsp;Whether your employee is intrinsically or extrinsically motivated, it&rsquo;s your job to understand their drivers and work them in a way which keeps them engaged. If, for instance, you know that someone is driven by the prospect of being promoted rather than financially, don&rsquo;t offer them a cash bonus for overperforming. If one individual is simply driven by the prospect of earning more money, don&rsquo;t ply them with offers for paid training and education as an incentive. Your job as manager is to achieve results by ensuring each member of staff is getting what they need &ndash; it takes time and care to truly understand, but the performance of your team could depend on it. Have I provided them with the tools and resources to be successful in this role?&nbsp;We&rsquo;re talking about the right tech systems and whatnot, sure, but also training, education and coaching, too. There are pieces of software on the market which automate certain processes and can save an unbelievable amount of time; also, there are tricks of the trade which only you know, and imparting these might be the key to that overperformance we&rsquo;re aiming for. Tools and resources &ndash; both tangible and intangible &ndash; fall on you, so take stock. Could they be doing more if there was less to do; essentially, is this workload manageable for one person alone? Sometimes underperformance can be a result of simply too large a workload. Ask yourself whether you&rsquo;ve set them up for success or failure, based on how much work they are personally responsible for. Could an external investment &ndash; be it into one of the time-saving tools we mentioned above, or even a member of support staff for example &ndash; drive this individual to absolutely smash their goals? Overall, let&rsquo;s stop talking about managing underperformance for a while &ndash; let&rsquo;s talk about driving overperformance instead. Consider it a matter of proactivity; taking the bull by the horns and taking accountability. Instead of asking yourself why this person is not performing, ask yourself the question: what could I as a leader be doing more of, better or differently to drive overperformance? Here at Certus, we go further than just finding you the perfect candidate and managing the recruitment process for you. Our service offering has been diversifying over a number of years now to include genuine consultation with regards to everything people-related &ndash; be it management help, onboarding, succession planning and more. We don&rsquo;t just make hires &ndash; we build teams. Teams which overperform. We&rsquo;d love to talk about how. Get in touch today on 0204 538 8222.

Managing Under-Performance or Driving Over-Performance?

​We all know how important brand advocacy can be to the growth of a business, especially in the early stages. Brand advocates build your reputation through word of mouth marketing and ultimately win you new customers; word of mouth often being cited as the best kind of marketing, given that it&rsquo;s free! So instead, what is employee advocacy &ndash; and what benefit can it play in terms of growing not your revenues, but the team itself? Employee advocacy is effectively the same process, but pertaining to your current workforce telling those around them how great it is to do so &ndash; and elevating your desirability as an employer as a result. In today&rsquo;s world, employee advocacy is largely done online; your current team should be sharing what it&rsquo;s like to work for you, talking about how you&rsquo;re doing things differently, and ultimately promoting the company culture as a benefit to working for you via social media. Any candidate worth their salt will look into all of these things upon entering your recruitment process &ndash; and it might just make the difference when it comes to capturing the attention of the market&rsquo;s top talent. Activating your current employees as advocates could be the key tool to elevating your talent pipeline this year. Here are some of the benefits you can expect from having done so. Increased staff retention When a new hire has been enticed to come on board via employee advocacy, they already have a more sound understanding of what it&rsquo;s like to work for your business and have likely made a more informed decision than otherwise; having a visual of your company culture beforehand will leave them more excited to join. Seeing what their future team is up to before joining gives new hires a better idea of where they can make an impact from the off, helping them to set goals and envision their path toward achieving them. All of these aspects of employee advocacy throughout the hiring process combined mean that new hires are more purpose-driven, and more likely to build a longstanding career within your company. Increased organic applicants Do your employees love working for you? Then let them shout about it! When those your employees are connected with online begin seeing the enthusiasm your workforce hold in talking about their role, the company they work for and the company culture they embody, people are going to take notice. This will increase the number of people who add YOUR business to their &ldquo;target companies&rdquo; list, meaning that if and when their job search begins, your name will be on their lips. Organic applicants could mean direct approaches from individuals who want to work for you without a specific opportunity in mind, or even those who ask an agency like us to approach you on their behalf! Improved company culture Jobseekers want to join a company who have something about them; who promote great culture from within and take doing so seriously. Whilst you really have to live it to learn it, visible employee advocacy on social media can give a great insight to potential hires. And, as an added bonus for you &ndash; it means that in order to share it, your employees will have to be living it! Promoting a strong company culture externally means embodying it internally. So, make sure yours is well-defined and encourage your employees to let the world know what it&rsquo;s like to work here. Remember: company culture doesn&rsquo;t just mean posting pics of virtual lunch clubs or Zoom beers; it&rsquo;s about who your employees are, the ups and downs of their roles. The successes, the challenges, and how they overcame them. A final great thing about employee advocacy? Aside from being a great recruitment tool, it&rsquo;ll naturally help boost your business&rsquo; online presence, exposure and reach on social media. The business benefits that using employee advocacy to attract talent are numerous and vast in their advantage. When we work onsite with clients in a managed serviced capacity, this is all something which comes under what we do. We&rsquo;re here to find your next quality hires, but also to improve your overall recruitment strategy as an overarching service led by us. To learn more about how, get in touch today.

How Employee Advocacy Can Benefit Your Business

​Recruitment, like many industries, is constantly having to adapt and change. We&rsquo;re affected by so many factors &ndash; technological, economic, political even &ndash; and keeping up is both challenging and, often, quite a lot of fun. Lately it&rsquo;s been nothing short of inspiring to see how the recruitment community has come together, in more ways than one. First off, we&rsquo;ve seen many recruiters unfortunately lose their jobs due to the pandemic &ndash; and a resulting massive uplift in open referrals to colleagues, clients, old friends even, to help them secure a new role. Next, there&rsquo;s the jobseekers: I for one have observed, on multiple occasions, recruiters sharing profiles of amazing candidates they&rsquo;ve worked with at some point, with no expectation of a fee of any kind; simply trying to help the many people who&rsquo;ve been made redundant here in the UK. But more than just banding together, the recruitment industry as a whole seems to be changing, almost certainly for the better &ndash; and I&rsquo;d love to hear what my fellow recruiters and recruitment are experiencing. Here&rsquo;s how things are looking from our end. We're doing even more retained work. Retained projects are somewhat of a holy grail for recruiters. Simply the commitment from a business who&rsquo;s saying, &ldquo;We&rsquo;re putting our trust in you to fill this role,&rdquo; is quite something when it comes to motivation. It means taking the utmost pride in our work, every step of the way. These days, we&rsquo;re finding clients are actually out to find the&nbsp;right&nbsp;partner to fill roles for them, resulting in us picking up retained work every week. Frankly, it feels&nbsp;great&nbsp;to finally be able to demonstrate why retained search is simply more effective. This shift is something we&rsquo;ve known to be inevitable for a while, as people begin to realise the value in guaranteed-outcome recruitment; you wouldn&rsquo;t work with an IT service provider who told you their service works some of the time, would you? Which leads us on to&hellip; Employers are finally learning the benefits of exclusivity. We might have been singing this song for years now, but there&rsquo;s a reason: working with one agency is simply more productive (provided we do our job properly, of course). From an employer&rsquo;s perspective, conducting a recruitment campaign with just one source of talent (minus your own direct/internal applicants) is undoubtedly going to save time, hassle and admin. Outsourcing a process to two, three, five suppliers ultimately means receiving as much work in return as a result, from arranging terms of business to corresponding with multiple parties at every stage through to, quite simply, having to work out which candidate came from where, and so on and so forth. Furthermore, again, motivation is a real thing and the opportunity to prove ourselves is a strong way to achieve it. Much like retained search, giving a partner like us exclusivity means you simply know that we&rsquo;re putting every foot forward to find you the absolute best candidates we can. And with that in mind&hellip; We're being held accountable at every stage. Recruitment has a bad name &ndash; there, I said it. This is because there are too many outs for &lsquo;bad&rsquo; recruiters; too many gaps for quality control to slip through, along with best practices which aren&rsquo;t regulated. Now, with the advent of more retained work and exclusive projects to work on, guess what? It&rsquo;s on us. Accountability makes us work&nbsp;harder, aim&nbsp;higher, be&nbsp;better&nbsp;&ndash; and we&rsquo;re not ashamed to say so. This is an industry-wide thing; we&rsquo;re seeing our peers up their level of service, and less and less &rsquo;recruiter bashing&rsquo; happening as a result. There&rsquo;s no longer a place to hide in recruitment: this time, the industry&rsquo;s doing things right. Covid has affected many things and, whilst we know the Certus name has already been built on exceptional service, we think that perhaps this pandemic was the push into that next level the industry as a whole needed. What say you?

How Recruitment is Changing – For the Better

Mindset. It sounds clich&eacute;, but it&rsquo;s undeniably important. If there&rsquo;s one thing which is prevalent among successful people, whatever their profession or chosen niche, it&rsquo;s having a growth mindset. The arch nemesis of a growth mindset is the fixed; a fixed view of the world, of yourself and those around you. There are some key differences between the two, but they largely revolve around learning. A person with a fixed mindset believes that the traits they&rsquo;re born with are essentially as good as it gets &ndash; we&rsquo;re born with a certain amount of talent or skill in any given subject, and whilst we can practice in order to hone that skill, we&rsquo;ll never &lsquo;get better&rsquo; at it than the maximum innate level. On the contrary, those with a growth mindset are of the opinion that any trait can be learned, and certainly improved on, with practice, education and plain old effort. These are the people you want to be hiring. Besides the obvious, those with a growth mindset are beneficial in business for many reasons; they&rsquo;re great problem solvers, for one. Growth mindset-ers will face down any challenges which come their way with fervour and enthusiasm. They&rsquo;ll learn from their mistakes to become a more well-rounded version of themselves. Generally speaking, they&rsquo;ll make a great addition to any ambitious, forward-thinking team. There are ways to identify the two different types of mindset, and certainly some things to look out for at interview. Have a read of the points below. Signs of a fixed mindset:
<ul>
<li>
&ldquo;I&rsquo;m not a [insert skill here] person, but I make up for it elsewhere.&rdquo;&nbsp;We all have things we&rsquo;re better at than others, but statements like are a fundamental barrier to learning. If a line like this one comes up at interview, probe to try and understand more about it &ndash; is it something they&rsquo;ve tried to improve, or have they effectively written it off and avoided the subject completely? Furthermore, what does either of these scenarios say about their mindset?
</li>
<li>
Little to no mention, or avoiding talking about, past failures.&nbsp;Those with a fixed mindset tend to view failures as exactly that &ndash; something to steer clear of at all costs. Conversely, those with a growth mindset understand that failure is a) inevitable and b) one of, if not the most important tool for learning. We want candidates to promote their successes, for sure, but to also be mindful of what brought them there &ndash; and failure may well have played a part in that.
</li>
<li>
Viewing the success of others as a threat &ndash; which may manifest as not coming across as a true &lsquo;team player&rsquo;. Where, on the other hand, individuals with a growth mindset will seek out mentorship and collaboration with successful figures, as a source of inspiration and learning. Ask questions around team situations and opportunities they&rsquo;ve had to work alongside colleagues or managers they respect, and try to grasp whether they fit within the fixed or growth mindset based on their feelings about them.
</li>
</ul>
An interesting point to remember about fixed vs growth mindsets is that it is possible, if not particularly common, for someone to have a mixture of both. When it comes to certain aspects of their life, a person could simply believe there&rsquo;s no hope &ndash; for instance athleticism or maths &ndash; whilst consistently pushing themselves to grow and learn in their career or another area. Just as no two skills are the same, nor are two mindsets. It&rsquo;s not our job to pigeonhole a candidate at interview stage, but to understand as much as we can and make as well-informed of a decision as possible. Also try to remember that interviews are far from a natural situation, one in which most people feel uncomfortable. If someone&rsquo;s portraying a decidedly fixed mindset-esque outlook, that&rsquo;s not to say it will be so on the job. With almost 20 years of experience in qualifying executive level candidates through thorough tactical interviewing, Certus Recruitment Group are truly able to grasp these important concepts at interview on behalf of our clients. We&rsquo;re also well equipped to help you do it yourself. Get in touch with our team to discuss the ramifications of hiring growth vs fixed mindset individuals, and the incredible dividends doing so can pay for your business.

How to Identify and Hire for Growth Mindset

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It&rsquo;s turned our world upside down, our economy inside out and, frankly, some of us around the bend; to say the effects of the Covid pandemic will be long and far-reaching is somewhat of an understatement. But, it&rsquo;s not all bad; I believe many of us will have learned something. I&rsquo;m not talking about a new language, skill or love for cooking &ndash; I mean about ourselves and, certainly as a business leader, what&rsquo;s important moving forwards. When planning the year ahead at the back end of 2019, none of us saw this coming. Businesses have had to adapt, diversify and, in some cases, simply survive. So the question I&rsquo;d like to ask is, how has this changed your people strategy? A &ldquo;people strategy&rdquo; by definition is a plan which pertains to building relationships with your employees, existing and new. It&rsquo;s important to have &ndash; and never more so than right now. Here are my key points which business leaders should consider implementing into theirs over the coming months: 1.Prioritising trust as a key driver of your culture Many businesses are currently facing two scenarios at present &ndash; one where our people have proved themselves able to work productively from home, and the other where they&rsquo;ve stuck by us throughout an uncertain period of furlough or temporary lay-off. In both of these scenarios, the overriding take away has had to be trust. Moving forwards, building a culture of trust, dependability and understanding between your leadership and the team is going to be absolutely key to thriving. Your business should be a community where everyone works toward the same goals, wherever they might be physically working from; placing your trust as a business leader or manager in your people to do the right thing and act in the right way is crucial to post-Covid company culture, regardless of industry, size or otherwise. 2.Maintaining transparency about the future of the business Your growth targets, aims and aspirations for the business this year now likely differ drastically to what you may have written down in January. As such, the employees who are now phasing back into work may feel some unsurety about their own futures here. Moving forwards, business leaders need to provide staff &ndash; new and returning &ndash; with real, transparent information as to where the future of the business lies and what that could mean for them. That means reassuring existing staff as to what they can or should expect, and keeping them updated on what goes on &lsquo;behind closed doors&rsquo; &ndash; to a required and professional minimum, but with transparency nonetheless. For new hires, this means being upfront and honest about the challenges which may have ensued in the wake of Covid, and allowing them more of an inside track. Not only is this simply fair, it&rsquo;ll really help to build the sense of community which many businesses are going to find beneficial as we navigate through the unprecedented and as yet unexplored repercussions to be felt in the UK in the coming months, if not years. 3.Seeing remote working as a part of your strategy, not simply a perk The truth is, even if a vaccine did materialise or somehow Covid simply wasn&rsquo;t around anymore, many individuals just aren&rsquo;t going to be comfortable with being in close-contact with people for a while. No one can deny that remote working is going to become a part of every business&rsquo; future; so, with a view to easing any worries that your existing or future workforce may be having about social distancing and the like, start implementing it as a standard. Even limited face to face interaction will certainly work wonders for your culture, team bonding and the like, but there&rsquo;s no reason that we shouldn&rsquo;t all be considering ways in which our businesses can work as effectively remotely from here on in. Have open dialogue with your staff about how they&rsquo;d like to work, how they feel they work best and what they feel most comfortable with. And, if that happens to be from home, so be it. Remote working is no longer a benefit to list in the &ldquo;why work for us&rdquo; section &ndash; it&rsquo;s a given. What would you add to this list? If you&rsquo;d like some no-obligation advice about the challenges &ndash; and benefits &ndash; of hiring in the current climate, I&rsquo;d love to talk. Don&rsquo;t hesitate to shoot me a message, or get in touch in the comments to arrange a chat.
</article>

3 Key Points to Your Post-Covid People Strategy

​Management. It&rsquo;s a new height in your career and one which many, nay the majority of us aspire to. So, if you&rsquo;ve recently made it to that level &ndash; congratulations! Making the jump from a general team member or even team leadership role is a big step and great achievement. It&rsquo;s likely that you&rsquo;ve found yourself here by way of one of a few different scenarios: You&rsquo;ve been promoted and are now managing those you worked alongside previously You&rsquo;ve been promoted and given the responsibility of hiring your own team from scratch You&rsquo;ve been hired externally and brought in to build a new team You&rsquo;ve been hired externally and brought in to manage an existing team Each situation poses its own challenges, its own obstacles to overcome, but more than anything, its own opportunities. Here are 3 important things you as a new manager should consider doing as you ease into your new role: 1.Clarify expectations And from every angle. As a new manager with a team already in place, it&rsquo;s important to understand what each individual is expecting from you as a manager &ndash; and to make clear what you&rsquo;re looking for from them. Take some time to sit down with your team and answer some key questions such as what the overall goal is, what they feel is achievable and realistic, where they require your help and support the most. One of the most common causes of discord between a new manager inheriting an in-situ team comes down to a discrepancy in expectations so, over the first 30 days of your new role, take the time to set expectations and hold yourself, and your team, accountable to them. Equally, in terms of your own responsibilities, clarifying the expectations from those sitting above you is crucial. If there&rsquo;s no team in place yet and it&rsquo;s your responsibility to build one, ensure you&rsquo;re on the same page with regards to hiring &ndash; profile, timeline and budget. 2.Be both visible and available It goes without saying that in your new role as a manager, you should be hands-on from the off. Whether that means proving your tenacity to the powers-that-be above and creating an energetic persona as you go about hiring your soon-to-be team, or spending real quality time on the floor with the current one, being seen &lsquo;in the trenches&rsquo; so to speak will ensure your success in the initial stages. Being available and being visible as a manager go hand in hand; when employees become used to you being around, they&rsquo;ll know they&rsquo;re able to approach you for support, expertise and resources. Prove your accountability and presence in that first month, and you&rsquo;ll be off to a flying start. 3.Ask for feedback We&rsquo;re not just talking about, &ldquo;How am I doing?&rdquo; here. If the team is already in place, understanding how they&rsquo;re feeling is important &ndash; what&rsquo;s changed since you became their manager? What hasn&rsquo;t? What could be done differently, or improved upon? Whilst it doesn&rsquo;t hurt to have the odd catch up and understand how they feel about you as a manager directly, it&rsquo;s also pertinent to make your team feel involved. Consult with them on strategy, operations, goal setting. Are you all on the same page in terms of the vision? Asking for feedback and consulting regularly with your team will help you all connect and build strong relationships, employee-employee as well as employee-manager; it&rsquo;ll also help mitigate any problems before they arise or grow out of proportion. Asking for feedback lets your employees know you have their interests at the heart of everything you do &ndash; which will garner trust and respect, from both sides. Management can be challenging, but as business leaders I&rsquo;m sure we can all agree that there&rsquo;s little else so rewarding as seeing the team you work alongside thrive. Our teams are experts in building yours &ndash; and we have a tip or two about strong management and leadership skills, as a business improvement and growth strategy, too. If you&rsquo;re a manager whose team has capacity to grow, we&rsquo;d love to hear more about your vision. Get in touch with Certus Recruitment Group today.

3 things every new manager should do during their first 30 days on the job

Marketing: such a broad term, yet one which so many people want to work within. In fact, according to a 2019 survey conducted by Glassdoor, it&rsquo;s the third most desirable job sector here in the UK. As a recruiter, I often interview entry-level/graduate candidates who say they want to work &lsquo;in marketing&rsquo; but, when you delve a little deeper, they have little understanding of what exactly that means. Marketing is a huge system of myriad channels &ndash; many of which are impossible to understand until you&rsquo;re in the midst of them. Which is why, when you&rsquo;re building your marketing team, it&rsquo;s important to consider what you actually need: in such a creative, ever-changing profession, the meeting of minds often breeds better, faster results than training might. Which is why marketing mentorship is so very key. Marketing is, technically, something many people could do &ndash; with so many online courses, qualifications and ways to self-learn or self-educate, there are few real obstacles for somebody who wants to learn the movements, the basics. But what about the psychology, the science behind it all? Marketing encompasses tech skills, design, writing, working with numbers and so much more &ndash; all skills which we either possess or would be able to hone by ourselves. But the meeting of minds in a profession such as marketing is what breeds ideas, understanding and overall success. This is where a mentor comes in. A marketing mentor is much more than a teacher or trainer. They&rsquo;re also a: 1) Sounding board for ideas &ndash; good and bad &ndash; offering the opportunity to deconstruct, evaluate and rethink things to the betterment of your/your clients&rsquo; goals 2) Challenger &ndash; to help an individual understand why they think A is a better strategy than B, or to ask different questions and create different thought patterns 3) Motivator &ndash; in an industry where opinions differ and creativity can as quickly be stifled as encouraged, your mentor ensures that you&rsquo;re able to persevere and stay driven throughout the good times, and the bad A mentor helps draw out ideas which exist, but aren&rsquo;t going to come to the surface without some prodding and poking. A mentor speaks from experience &ndash; what has worked historically and what hasn&rsquo;t, or even why what works for one won&rsquo;t for another. A mentor is able to draw upon numbers and statistics, things they&rsquo;ve learned along the way, rather than basing decisions on common sense. Furthermore, they&rsquo;ll still ensure that your junior marketer learns by trial and error themselves, so that one day they can speak of the same experience. Working in marketing, there&rsquo;s near-unlimited online resources for learning the &lsquo;how&rsquo; &ndash; simply reading blogs or utilising classroom-based learning (whether online or IRL) can teach you a lot. But the role of a marketing mentor is to help a person understand what they&rsquo;re doing and, most crucially,&nbsp;why. Show me any successful athlete, business owner, author or otherwise, and you&rsquo;ll find a mentor to whom they attribute much of their success not far behind. In an industry as fast-paced, diverse and often ambiguous as marketing, real-life skills and experience are invaluable. You&rsquo;re planning to hire someone who can come into your team and look after the company&rsquo;s [social media, print, digital marketing] capabilities&hellip; But, should you be considering developing your current team and instead hiring a mentor with which to do so? It could be a best-of-both-worlds situation. Please share your experience with us, whether you work in marketing or another sector altogether &ndash; do you have a business mentor and, if so, is it something you&rsquo;d recommend to those just starting out or hoping to develop their career in any given sector? Whether you&rsquo;re looking to add to your marketing team, or looking for general advice on the strategy in development for the future of it, we&rsquo;re here to help. Get in touch with myself or one of my marketing-specialist recruiters covering the UK today.

Marketing: Mentor or Manager?

We humans are an interesting bunch &ndash; despite there being no scientific evidence that ostriches do in fact bury their heads in the sand, the term &ldquo;being an ostrich&rdquo; has become synonymous with doing exactly that. Fun fact &ndash; ostriches do no such thing. But managers do. The running of a business isn&rsquo;t always a process without its challenges and bumps in the road; problems are going to arise which you need to face head-on, rather than pretending you&rsquo;re unaware or hoping they&rsquo;ll disappear of their own accord. I think the situation which is fast-blooming here in the UK with regards to Covid-19, and around the world for that matter, speaks enough to this cause. Myriad issues can arise in the workplace, both those which can be avoided in future and those which are entirely unprecedented, as we&rsquo;re all quickly learning; the key is, as a manager, not to bury your head in the sand and hope it&rsquo;ll all blow over. Here are some key tips on how to stay conscious in your leadership whilst trying to manage through a period of conflict. Know when to step in. There are tiers of leadership for a reason, sure &ndash; it&rsquo;s so that when an immediate manager feels unable, they too have someone to turn to. As a business leader it&rsquo;s crucial that you understand what&rsquo;s going on, when it&rsquo;s gone beyond your subordinate&rsquo;s power, and when it requires you to take the matter into your own hands. We could be talking about a clash of personalities for instance, creative differences between employees, or even staff who get on well but don&rsquo;t play benefit to one another in the workplace; rather than waiting to see if it can be handled by another, know when it&rsquo;s your turn to step in and bring about a solution. Leave discussions open. A problem arose, and you solved it &ndash; well done, pat on the back. But, that doesn&rsquo;t mean it&rsquo;ll forever be so; in the fast-changing world of business, it&rsquo;s important that your team understand that any subject is still open. One of the worst things you can do as a manager is to leave employees feeling as though they&rsquo;re unable to bring something up, for fear of &lsquo;dwelling&rsquo; or bringing negativity back into play. When it comes to new processes and systems where problems have been perceived, ongoing awareness and monitoring is needed; new insights, ideas and therefore obstacles are inevitable. As a manager, be willing to admit that your original solution may have been temporary &ndash; take the bull by the horns and focus on finding new solutions, for the now and for the long-term. The longer you bury your head in the sand, the worse things will become. Know when to get serious. As we&rsquo;re all learning &ndash; Mr Johnson the PM included, I&rsquo;d imagine &ndash; it&rsquo;s tough to know when a concern becomes an issue, and when an issue becomes a problem &ndash; one which requires action, and immediately. But the fact is, if you deign always to be an informed, open leader &ndash; one who&rsquo;s abreast of the inner goings-on of your business, current affairs and industry trends &ndash; it&rsquo;s less likely that you&rsquo;ll be taken unawares. When facing a problem head on, it&rsquo;s important to know when to get serious; stop putting things off, stop employing the &lsquo;wait and see&rsquo; method, and take action when it&rsquo;s most needed. Do you tend to bury your head in the sand as a manager? Whilst we can all agree that optimism is paramount and finding the bright side key, being able to admit to an issue and find solutions quickly is tantamount to success across all aspects of your business. False optimism in a time of struggle is more likely to hinder rather than help, especially if your employees feel as though you&rsquo;ve been ignoring it thus far. Transparency in business is a huge trend for 2020 and it&rsquo;s never been more important to face issues with an open, forward-thinking viewpoint. Whilst this always applies, with such divided opinion as to the UK government&rsquo;s response to the coronavirus pandemic, it&rsquo;s never been more relevant. As business leaders, it&rsquo;s our time to face the music and do as best as we can by the businesses we&rsquo;re responsible for, whether that be by implementing home working systems, offering support to our employees or simply trying our best to go on as normal in a safe manner. Whatever you&rsquo;re able to do, don&rsquo;t bury your head in the sand: this is happening, it will affect us all, and we can only tackle it as we must. Sending well wishes to our blog community and beyond under these challenging circumstances!

Ostrich Management: why it doesn’t work

KPIs, KPIs, KPIs. Is there any other aspect of business operations so widely spoken about, furthermore contested? It&rsquo;s a divisive subject in the business community &ndash; where some live by them, others dispute their place altogether; some employ but largely ignore them, either way. Whether you utilise them day-to-date or oppose them entirely, if you work in the corporate world, you&rsquo;ve come across KPIs at some point. The fact is, the reason they&rsquo;re so highly contested is that KPIs are seldom implemented effectively, or used properly. It&rsquo;s not about the &lsquo;numbers game&rsquo; &ndash; it&rsquo;s about business efficiency. Let&rsquo;s stop thinking about KPIs as targets, first off. There&rsquo;s a clear distinction between the two. The definition of a KPI is, as it says on the tin, a key performance indicator &ndash; a figure which is (or should be) derived from information your business is providing you. KPIs should be used to evaluate the activity a business needs to undertake in order to achieve its targets &ndash; not as a target in and of themselves. Get it? Let&rsquo;s put it into real terms. Your business currently has 10 sales execs. The team&rsquo;s target is to generate &pound;100,000 in revenue each month, so each individual&rsquo;s target is &pound;10,000. Currently, each person is achieving &pound;8,000 per month; upon drilling down into their activity, you find that they&rsquo;re each making 8 phone calls per month. What can you take from this? Your business is indicating that your team&rsquo;s activity needs to increase in order to reach target, and is telling you, hypothetically, how much it needs to increase by. Analyse these tricky figures and you&rsquo;ll find it makes sense that, were they each to make 10 phone calls per month, everyone would hit that &pound;10K, no problem. But here&rsquo;s the thing &ndash; there&rsquo;s no need to now storm onto the sales floor and inform the team that they had all better hit those 10 calls, or else. Not in that fashion, anyway. You&rsquo;re not setting this as a target: your business is doing it for you.
It&rsquo;s a KPI, not a target. See? KPIs should be in place to motivate, not condemn. Information is king, or so they say, and it&rsquo;s our job as leaders to use it to our advantage. Particularly in sales and marketing, numbers do play a big part in the performance sense &ndash; from calls made to appointments booked, website clicks to conversion rates, your team is constantly running through figures in their mind. Adding a panel of KPIs into that mix, specifically when posing them as targets/must-hits, definitely creates potential for the pot to boil over from time to time. However, if you were to go to your team and say, &ldquo;Hey, we&rsquo;ve collated some really interesting info here which we think is going to help you do your job better/more efficiently, want to take a look?&rdquo;, any employee worth his/her salt will be clambering to see your notes. Keep targets and KPIs separate; monitor them both as equals. Your KPIs should be based on fact and fact alone. Here at Certus we get to know our clients well, and I&rsquo;d be lying if I said we don&rsquo;t sometimes have to do a little &ndash; err &ndash; re-education, shall we say. Often, businesses blindly set their KPIs based on industry standards or what their competition appears to be doing which, fundamentally, doesn&rsquo;t make sense. Just because Oracle&rsquo;s techs have to sit four appointments per day, doesn&rsquo;t mean that your hyper-growth, disruptive SaaS start-up should be doing the same. In fact, we need to move away from this idea of &lsquo;setting&rsquo; KPIs altogether &ndash; I reiterate, your business sets them itself. Monitor activity, productivity, operations, all aspects of your business, over time to understand what your KPIs are and where they should sit in terms of activity. Don&rsquo;t pull numbers out of the air and &lsquo;set&rsquo; KPIs based on what you think you should be doing &ndash; base them on what you are doing, and the improvements that you want to make. Remember, more doesn&rsquo;t always equal more. Numbers and humans behave in very different ways. When a calculator does a complex mathematical equation, it doesn&rsquo;t need to take into account that, maybe, number 3 is recovering from a bout of the flu, or that number 4 is off on holiday for two weeks this month. So, when you take a look at your figures and see that 25 calls equals 1 appointment, don&rsquo;t think it&rsquo;s as simple as commanding your team to make 50, and expecting them to achieve 2 appointments as such. It just doesn&rsquo;t work that way. I&rsquo;m not saying that we as leaders shouldn&rsquo;t always strive for excellence and improvement &ndash; but, alas, we are humans managing humans. And that needs to be at the forefront of our approach, always. We shouldn&rsquo;t be setting KPIs, we should be running our businesses based on the information it provides us &ndash; looking at them as the dataset they are, rather than another number to hold over our teams&rsquo; heads. As ever, love to hear your opinions &ndash; what&rsquo;s your approach to KPIs, and are you making the most of them across your business?

KPIs: Use them properly, or else

Established in January 2001, the Certus Recruitment Group has become a leading specialist recruitment consultancy with a global presence and a client list that is envied by our competitors. Revenues have grown consistently and are continually invested back into the business to enhance growth and reward those that contribute to our success.

Established in January 2001, the Certus Recruitment Group has become a leading specialist staffing consultancy with a global presence and a client list that is envied by our competitors. Revenues have grown consistently and are continually invested back into the business to enhance growth and reward those that contribute to our success.

Established in January 2001, we are a specialist recruiter working with businesses of all sizes from global &lsquo;Superbrands&rsquo; through to innovative start-ups and everything in between. Working globally we help our clients plan, source, attract, and retain world-class talent for their business. Our people are each specialists within one of our three practice areas; sales, marketing, and technical, operating at all levels of experience up to Director &amp; Executive level.

Established in January 2001, we are a specialist recruiter working with businesses of all sizes from global ‘Superbrands’ through to innovative start-ups and everything in between. Working globally we help our clients plan, source, attract, and retain world-class talent for their business. Our people are each specialists within one of our three practice areas; sales, marketing, and technical, operating at all levels of experience up to Director &amp; Executive level.

Established in January 2001, we are a specialist staffing company working with businesses of all sizes from global ‘Superbrands’ through to innovative start-ups and everything in between. Working globally we help our clients plan, source, attract, and retain world-class talent for their business. Our people are each specialists within one of our three practice areas; sales, marketing, and technical, operating at all levels of experience up to Director &amp; Executive level.

At Certus Recruitment Group our people are our greatest asset. We believe a coherent and motivated team of passionate people will always achieve more than a collection of individuals.The ongoing success and growth of our business are determined by our behaviours as commercially focused recruitment professionals who demonstrate expertise and commitment to the provision of service excellence to clients and candidates alike. We have defined these behaviours as:​

At Certus Recruitment Group our people are our greatest asset. We believe a coherent and motivated team of passionate people will always achieve more than a collection of individuals. The ongoing success and growth of our business are determined by our behaviors as commercially focused recruitment professionals who demonstrate expertise and commitment to the provision of service excellence to clients and candidates alike. We have defined these behaviors as:​

At Certus Recruitment Group our people are our greatest asset. We believe a coherent and motivated team of passionate people will always achieve more than a collection of individuals.The ongoing success and growth of our business are determined by our behaviours as commercially focused staffing professionals who demonstrate expertise and commitment to the provision of service excellence to clients and candidates alike. We have defined these behaviours as:​

"Certus has been simply fantastic. The support along my journey to securing my dream job has been faultless. They provided clarity throughout the process and offered guidance that has undoubtedly helped me prepare for a successful interview!"

We're always keen to introduce great talent to our extensive network

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We're always keen to introduce great talent to our extensive network

We're always looking to introduce great talent to our extensive network

At Certus Recruitment Group we recognise that our employees are our greatest asset, which is why we have developed a rewards and benefits package that recognises the value of your contribution to the business. From protection for your family through to discounts on gifts and events, our benefits are designed to ensure everyone benefits, regardless of their individual circumstances.

At Certus Recruitment Group we recognize that our employees are our greatest asset, which is why we have developed a rewards and benefits package that recognises the value of your contribution to the business. From protection for your family through to discounts on gifts and events, our benefits are designed to ensure everyone benefits, regardless of their individual circumstances.

Established in January 2001, the Certus Recruitment Group has become a leading specialist recruitment consultancy with a global presence and a client list that is envied by our competitors. Revenues have grown consistently and are continually invested back into the business to enhance growth and reward those that contribute to our success.We have a clear vision of where the company is going and how it will get there. This vision is shared with everyone at Certus and we work hard to create a vibrant working environment that provides real opportunity to develop, progress and prosper within the Company.To achieve our objectives we need great people and are always looking for applications from both experienced recruiters or from experienced sales, marketing or technical professionals who have a strong knowledge of their sector and are looking to forge a new career within a professional recruitment environment.

We attribute our success to our core values

Global Specialist Recruiter to the Technology Sector

Great companies are built on great talent

Cookies are files that are recorded in temporary Internet folders on your PC. They're a useful tool as, by recording the way you use our site, they enable us to get to know you better. For example, we’re able to recognise you when you return to the site, identify your preferences so as to provide you with a more personalised service and speed up searches that you conduct when visiting.​You don’t have to accept them. Most browsers allow you to refuse cookies by activating the relevant setting (please check the help menu of your browser for more details) however, selecting this setting may mean that you are unable to access certain parts of our site.​Please note that unless you have adjusted your browser setting so that it will refuse cookies, our system will issue cookies when you log on to our site.​Further Detail on Cookies​Cookies are text files containing small amounts of information which are downloaded to your device when you visit a website. Cookies are then sent back to the originating website on each subsequent visit, or to another website that recognises that cookie. Cookies do lots of different jobs, like letting you navigate between pages efficiently remembering your preferences, and generally improve your web site experience. They can also help to ensure that adverts you see online are more relevant to you and your interests.​We can split cookies into 4 main categories:​Category 1: strictly necessary cookiesCategory 2: performance cookiesCategory 3: functionality cookiesCategory 4: targeting cookies or advertising cookies​Category 1 - Strictly necessary cookiesThese cookies are essential in order to enable you to move around the website and use its features, such as accessing secure areas of the website. Without these cookies services you have asked for, like register for job alerts, cannot be provided.​Please be aware our site uses this type of cookie​Category 2 - Performance cookiesThese cookies collect information about how visitors use a website, for instance which pages visitors go to most often, and if they get error messages from web pages. These cookies don’t collect information that identifies a visitor. All information these cookies collect is aggregated and therefore anonymous. It is only used to improve how a website works.​By using our website and online services, you agree that we can place these types of cookies on your device.​Category 3 - Functionality cookiesThese cookies allow the website to remember choices you make (such as your user name and password) and provide enhanced, more personal features. These cookies can also be used to remember changes you have made to text size, fonts and other parts of web pages that you can customise. They may also be used to provide services you have asked for such as watching a video or commenting on a blog. The information these cookies collect may be anonymous and they cannot track your browsing activity on other websites.​By using our website and online services, you agree that we can place these types of cookies on your device.​Category 4 - targeting cookies or advertising cookiesThese cookies are used to deliver adverts more relevant to you and your interests. They are also used to limit the number of times you see an advertisement as well as help measure the effectiveness of the advertising campaign. They remember that you have visited a website and this information is shared with other organisations such as advertisers. Quite often targeting or advertising cookies will be linked to site functionality provided by the other organisations.​We do have links to other web sites and once you access another site through a link that we have provided it is the responsibility of that site to provide information as to how they use cookies on the respective site.​You can find more information about cookies by visiting www.allaboutcookies.org or www.youronlinechoices.eu. Google also have a brief video which explains the use of cookies.

<h2>Our team</h2>
Our Senior Leadership Team has a combined experience of 60+ years of recruiting into the technology sector, with experience gained in sales, marketing and technical experience across the globe. They continue to be heavily involved in the business, operating at the coal face and remaining close to clients and candidates alike. Please feel free to reach out to any of our leaders to discuss any aspect of how Certus Recruitment can help you achieve your objectives. We look forward to working with you.

<h2 style="text-align: left;">Experienced Leaders. Personally Invested.</h2>
Our Senior Leadership Team brings more than 60 years of combined recruitment experience across Go-to-Market and Technology, gained working with businesses and talent across international markets.
But experience only matters if it's put to work. Our leaders remain actively involved in Certus, staying close to our clients, candidates and the assignments we deliver. That means senior expertise isn't reserved for the initial conversation &mdash; it's part of the relationship throughout.
Whether you're building a team, making a critical hire, entering a new market or exploring a different approach to talent, our leadership team is always happy to talk about what you're trying to achieve and how Certus can help you get there.

Global Specialist Recruiter to the Technology Sector.

If you have any further questions or would like to find out more about how we can help your business grow, we'd love to hear from you. Just pick your preferred way of contacting us and we look forward to speaking with you soon.<ul><li>Pick up the phone and give us a call on +61 (03) 4050 7777</li><li>Click&nbsp;<a href="https://certusrecruitment.com/au/submit-job/" rel="noopener noreferrer" target="_blank" style="color: rgb(234, 13, 140);">here</a>&nbsp;and you can send us details of your business and your current vacancies</li><li>Send us an email to: hello@certusrecruitment.com</li></ul>

There is no shortage of fantastic recruiters to choose from. There are those that specialize by sector or by function, there are large multi-site high street agencies, global players, and single-site niche businesses. So how do you determine which one will be best to support your business?​We believe the most important element is to choose a partner you trust. If you don't immediately feel they understand your unique situation and they don't go out of their way to really understand your purpose, speak to another. Your reasons for choosing may sometimes be difficult to articulate, however, after speaking you will quickly know which company is best to represent your brand.​And finally, whilst price is an important element in choosing a supplier, make sure you're calculating all the costs - not just the fee %. The company that delivers you a great shortlist the first time round, who organizes your stakeholders and minimizes wasted time will save you thousands over the course of the project.Ultimately, the best way to measure us is to speak to us. However, in the meantime here are a number of frequently asked questions that may just help you decide to include us on your shortlist!

<h3 class="PDq2pG_selectionAnchorContainer" data-section-id="18jrhjz" data-start="212" data-end="258">Recruitment Doesn't Have to Be Complicated</h3>
Every hiring challenge is different. The right approach depends on the role you're hiring, the market you're operating in, the stage of your business and what you're trying to achieve.
For 25 years, we've helped technology businesses across the UK, US and Australia make better hiring decisions across Go-to-Market and Technology. Along the way, we've answered just about every recruitment question imaginable.
Below, we've brought together answers to some of the questions we're asked most often — from finding and assessing the right people to choosing the right search model, managing an effective interview process, fees and guarantees.
And if your question isn't covered, talk to us. We're always happy to give you a straightforward answer.

If you have any further questions or would like to find out more about how we can help your business grow, we'd love to hear from you. Just pick your preferred way of contacting us and we look forward to speaking with you soon.<ul><li>Pick up the phone and give us a call on +1 737 201 9992</li><li>Click&nbsp;<a href="https://certusrecruitment.com/us/submit-job/" rel="noopener noreferrer" target="_blank" style="color: rgb(234, 13, 140);">her﻿e</a><a href="https://certusrecruitment.com/us/submit-job/" rel="noopener noreferrer" target="_blank">&nbsp;</a>and you can send us details of your business and your current vacancies</li><li>Send us an email to: america@certusrecruitment.com</li></ul>

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For 25 years, we've partnered with technology businesses to build, strengthen and scale the teams that drive their growth. From critical leadership hires to complete team builds and international expansion, we combine deep GTM and Technical expertise with a flexible, consultative approach.

Talent expertise built around your business

We have a clear vision to be the Global Specialist Recruiter to the Technology Sector. To achieve our Vision we need amazing people who share our vision and subscribe to our values: Passion, Energy, Commitment, Integrity and Fun. If the Tech Sector excites you as much as it does us, get in touch or explore our current openings.

We are always looking for great people to join our team within either our GTM or Technical practices. If you love what you do, love accountability and align with our values: Passion, Energy, Commitment, Integrity and Fun then get in touch - we might be just what you're looking for.&nbsp;

Great companies are built on great people

We&rsquo;re always keen to introduce great talent to our extensive network.

With an extensive client network across Europe, North America and APAC, let us take you to the market.

View job details

We&rsquo;re always looking to introduce great talent to our extensive network.

Contact Certus Now

Our specialist consultants can&rsquo;t wait to hear about your business!

Find out how we deliver Top Talent for your business within a matter of days.

Looking out for fresh talent for innovate organizations

At Certus Recruitment Ltd ("we", "us" or "our" for short) we and our group companies are committed to protecting your personal information. Your personal information (also called ‘personal data’) is the information which identifies you as an individual that we get from you and others in various ways. Under the Data Protection Act 1998 (the "Act") and the General Data Protection Regulation 2018 (“GDPR”) specific obligations are placed on us in the way we handle this type of information. The aim of this privacy policy is to let you know what personal information we collect from you when you apply for a job with us or our group companies, when you use our website and when you contact us, how we store and use it, and how you can access and manage this information.​Your personal information may be stored online and therefore we take steps to ensure that our systems are well protected.​The registered office of the above company is at 1 Vincent Square, London, SW1P 2PN. Our company number is 12619774. We and our group companies, together with the products and services we sell and provide, are regulated by the Recruitment &amp; Employment Confederation (REC - https://www.rec.uk.com/)​Please note that this privacy policy only covers https://www.certusrecruitment.com/. Other websites belonging to us or accessible via links are not covered by this policy. If you access any of these sites, please check the privacy policy applicable to these sites (if any) before you submit any of your personal information to them.​So, what personal information do we collect about you?​We process the following types of personal data about you:• Contact details• Identification information• Information about past and current employment• Education and qualifications• Information about your lifestyle​We collect the personal information requested on our application forms and contact forms together with any comments or remarks that you may provide in free text fields (such as personal statements) or CVs (where applicable). We may also keep a record of references received from third parties (including those you give us, credit reference and fraud prevention agencies) and of any other correspondence or communication between you and us, whether written, e-mailed, or as a result of visits, interviews or recorded telephone calls.​We also monitor site traffic, and like most websites, we use a Unique Visitor Cookie (which is supplied and managed by a carefully selected statistics provider) to identify your PC by a random number (e.g. #12489). More details about cookies and how you can disable them can be found below.​We will (unless it's impractical) tell you if we obtain and store information from any other source and also how we intend to use it in accordance with this privacy policy.​Making sure your personal data is secure​Whilst we take steps to protect user privacy, no data transmission over the internet can be entirely secure. We therefore do not guarantee the security of personal information that you send to us, or your use of the site. Any personal information you do send is at your own risk but once we receive it we use strict procedures to safeguard it.​How do we use your personal information?​In connection with a contract between you and us or an employer… We (and any At Certus Recruitment Ltd group company may use and process your personal information where it is necessary for us to do so to in connection with or anticipation of a contract between you and us (or At Certus Recruitment Ltd group company) or an employer.• to process your job application and otherwise manage the recruitment process• help potential employers assess and process your job application;• help potential employers check and confirm the references that you provide as part of your job application;• check with any necessary regulatory, industry and/or security authorities relevant to the position that you have applied for; Our Legitimate Business Interest… We (and any At Certus Recruitment Ltd group company may use and process your personal information where it is necessary for us to pursue our legitimate interests as a business for the following purposes:• help us identify you so we know who we are talking to;• help prevent and detect fraud or loss;• to contact you with information about opportunities that you might be interested in from time to time via phone or post;• assess risk, carry out market research, statistical analysis, test systems, improve the way that we run our recruitment process and your application (including quality assurance) and analyse your application and recruitment history;• train staff and monitor our services. This may mean that we record our conversations or our correspondence with you to make sure we are providing you with a good service and to make sure we keep to our legal and regulatory obligations. Where you have provided consent… We and any At Certus Recruitment Ltd group company may use your personal information where you have consented for us to do so• to contact you by email or other electronic means about opportunities that you might be interested in from time to time;• to provide you with job alerts. This consent can be withdrawn by logging-in to your account on the website and updating your details. Unless otherwise stated, we will hold data processed through contractual and legitimate interests indefinitely. Data processed via active consent will continue to receive marketing relative to the initial opt-in until we have received a request to unsubscribe/opt-out.​Who do we disclose your personal information to?​We may make your personal information available to agencies and employers who subscribe with us or use our Website, working within the above ways in which we use your data. These clients may then use that information to contact you about specific roles via email, phone or post. Other clients or agencies should not send direct marketing messages by email or SMS to you unless you have consented (opted in) to this.​We may disclose your personal information to any member of our group, which means our subsidiary companies, our ultimate holding company and its subsidiary companies.​We may disclose your personal information to third parties:​• In the event that we sell or buy any business or assets, in which case we may disclose your personal data to the prospective seller or buyer of such business or assets.• If at Certus Recruitment Ltd or substantially all of its assets are acquired by a third party, in which case personal data held by it about its customers will be one of the transferred assets.• If we are under a duty to disclose or share your personal data in order to comply with any legal obligation, or in order to enforce or apply our terms and conditions to and other agreements; or to protect the rights, property, or safety of At Certus Recruitment Ltd, our customers, or others.​How can you find out what personal information we hold about you?​You are entitled to see the personal information that we hold about you at any time. (If you write to, email or phone us and ask to see this information, it is known as a ‘subject access request’ or ‘SAR’ for short) You can do so by:​• e-mailing us at dpo@certusrecruitment.com inserting the words ‘Data Request’ in the heading or• writing to us at Data Request, Certus Recruitment Ltd, 1 Vincent Square, London, SW1P 2PN​Even if you don’t want a copy of your personal information, you can still contact us to check that the personal information that we hold is accurate or to let us know of any changes to your personal information. We always try to ensure that the information we hold is accurate, up to date and relevant and, as you are applying for a job with us, it is important that we have the right information in order to be able contact you. We'll be more than happy to make changes or to correct any inaccuracies.​You have the following rights when it comes to your data:• to object to any legitimate business interests processing;• to withdraw consent (only in respect of any processing which depends on consent);• to ask for your data to be updated or corrected (where it is inaccurate);• if we have carried out any automated decision making as part of recruitment practices, contest any such decision and ask for a human intervention;• ask for the client to stop processing for any reason or exercise their right to be forgotten;• ask for a copy of their information that they have provided to you electronically (such as their CV) in a portable format;• complain to the ICO.​External links from our site​From time to time we may include hypertext links to sites which are created by individuals and companies outside of our group companies. We do this when there is a particular relevance to the topic you're reading about. Whilst we endeavour to check that the content of these sites is suitable, we unfortunately cannot take any responsibility for the practices of the companies who publish the sites that we link to, nor the integrity of the content contained within them.​What if we update our privacy policy?​We do keep our privacy policies under regular review so please do check each time you use the site. You'll be able to read about any updates on this page - as soon as they happen.​If you have any questions or if you feel that we are not complying with the terms of this privacy policy please do contact us by e-mailing us at the following address dpo@certusrecruitment.com inserting the words ‘Privacy Policy Grievance’ in the heading.​This policy was last updated on Thursday 4th June 2020.

Supporting businesses going through transformation, managing a transition or completing animplementation, our contract services team understand the challenges associated with resourcingyour project. In addition to our knowledge of the technical functions, our understanding of projectmanagement methodologies and the project life cycle means we’re best place to identify the bestcontractors for your project.Recognising the importance of continuity, we ensure our contractors are managed and supportedthroughout the duration of your project, utilising the latest technologies to ensure a seamlesscontractor experience.

Put simply, we help technology businesses scale.

We're always keen to introduce great talent to our extensive network.

We're always looking to introduce great talent to our extensive network

We provide a bespoke, specialist recruitment service that adds real value to your organisation. We believe a truly great recruitment service is not about filling a vacancy, it&rsquo;s about helping you scale your business. On every occasion it&rsquo;s our job to identify the right candidate who, due to experience and cultural alignment, goes on to significantly contribute to the attainment of your organisations goals.

We provide a tailored, specialist recruitment service that adds real value to your organization. We believe a truly great recruitment service is not about filling a vacancy, it&rsquo;s about helping you scale your business. On every occasion, it&rsquo;s our job to identify the right candidate who, due to experience and cultural alignment, goes on to significantly contribute to the attainment of your organizations' goals.

Call Certus Now

Send a brief

Our specialist consultants can't wait to hear about your business!

Although we assess each application we receive, due to the volume of responses we are unable to respond to all enquiries personally.<a href="/au/jobs/" rel="noopener noreferrer" target="_blank">View all jobs</a>

Although we assess each application we receive, due to the volume of responses we are unable to respond to all enquiries personally.<a href="/jobs/" rel="noopener noreferrer" target="_blank">View all jobs</a>

Although we assess each application we receive, due to the volume of responses we are unable to respond to all enquiries personally.<a href="/us/jobs/" rel="noopener noreferrer" target="_blank">View all jobs</a>

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Retention - A Strategic Priority

Why “Agencies vs. Internal Talent Teams” Is the Wrong Mindset — And How Certus Does It Differently

The Importance of Managing Expectations

GTM Hiring: What the Data Tells Us — And Why Certus Outperforms Internal Teams

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​Training vs Coaching in the Age of AI

Great Technology Starts With Great People

Thriving or Surviving?

GTM Leadership: Working On the Business vs Working In It

25 Years of Certus Recruitment

Retention - A Strategic Priority

Why “Agencies vs. Internal Talent Teams” Is the Wrong Mindset — And How Certus Does It Differently

The Importance of Managing Expectations

GTM Hiring: What the Data Tells Us — And Why Certus Outperforms Internal Teams

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UK

US

Training vs Coaching in the Age of AI