A Decade Of Change In Recruitment: What I've Learned And Where We're Heading

I’ve been with Arnold Clark for eight years and in that time, I’ve seen recruitment go through some pretty big changes–not just in how we find people, but in what people expect from a job and from us as employers. In my role, I manage a team of regional recruitment advisors who work across more than 70 automotive dealerships. Day in and day out, they’re networking with candidates, building relationships with stakeholders and helping place the right people in the right roles. It’s fast-paced, constantly changing and no two days are ever the same. Looking back over the past decade, it’s clear how much the landscape has shifted – from the impact of new technology to the arrival of a new government to the way we think about diversity and team dynamics. Here’s what I’ve learned along the way.

Recruitment Then Vs. Now: A Different Ball Game

20 years ago, recruitment was a more manual process. CVs were printed off, jobs were mostly advertised locally and candidates usually applied to jobs they saw in newspapers or in branch windows. Now? Everything is online. The pace is quicker, the reach is wider and candidates are savvier than ever. Job boards and marketing campaigns are crucial to attracting the best talent.

Previously, hiring managers held the power and candidates had to impress us with ‘why they should be hired’. Now the status quo has shifted; as recruiters, we have to convince the best talent to join our organizations. We’re not just selling a job anymore – we’re selling a whole experience. People want to know what it’s like to work with us, what we stand for and how they’ll be supported. Employer branding and EVP (employer value proposition) are no longer just ‘nice to have’– they’re essential. If you’re not telling your story, someone else is and candidates will make decisions based on it.

We’ve also had to adapt to a much more candidate driven market. Expectations around flexibility, development opportunities and even company values are higher than ever. And I don’t think that’s a bad thing–it’s made us better employers and recruiters.

Government Changes: Some Challenges, Some Opportunities

The impact of government policy on recruitment can’t be underestimated. Brexit, for example, made a noticeable dent in the available talent pool, especially in specialist and technical roles. Suddenly, roles that had been fairly straightforward to fill became a lot more challenging.

In response, we’ve had to be more proactive – investing in internal training, apprenticeships and developing our own pipelines of talent. The Apprenticeship Levy, while tricky to navigate at first, has helped us take a longer-term view when it comes to growing our own talent.

On the compliance side, legislation around gender pay gap reporting, flexible working and fair recruitment has forced many businesses – including ours – to review and improve how we operate. It’s added some extra layers, but it’s also made recruitment more accountable, which can only be a good thing.

Tackling Gender Bias: Progress, But Still Work To Do

One area we’ve been keen to address is gender bias–especially in traditionally male-dominated industries like automotive.

We’ve made a conscious effort to look at our recruitment materials, language and processes through a more inclusive lens. This has involved tweaking job adverts to remove gender coded language, delivering recruitment and selection courses to our managers on the dangers of unconscious bias and even reviewing our internal data via an employee census to see where unintentional bias might be creeping in.

It’s not about box-ticking – it’s about making sure the best people have the opportunity to thrive, regardless of their gender. And while we’ve made progress, we know we’re not finished. Creating an inclusive environment isn’t a project with an end date – it’s ongoing.

Managing Across Five Generations: One Size Doesn’t Fit All

One of the most interesting (and sometimes challenging) parts of my job is managing a team that spans five generations. I’ve realized just how differently people work, think and communicate – and how important it is to adapt your management style.

Some of the younger members of the team want regular feedback, clear progression paths and flexibility. They’re incredibly quick with technology and bring loads of fresh ideas. At the other end of the spectrum, I’ve got team members with decades of experience who bring rock-solid knowledge and a calm, steady approach and who would make it to work even with a broken leg.

It’s taught me a lot about being more flexible – not just in how I lead, but in how I listen. I’ve learned not to assume that what motivates me will work for another. Instead, it’s about understanding individual strengths and helping each person play to them. When it clicks, you get a really balanced team that reflects the candidate pool.

Looking Ahead: Adapting Without Losing The Human Touch

If there’s one thing I’ve taken away from the last decade, it’s that recruitment will always keep evolving. New platforms will come along, expectations will shift, goal posts will change and a new generation of hiring managers will be in place; that’s just the nature of the job. But what doesn’t change is the importance of human interaction.

You can automate parts of the process, but you can’t automate a first impression, a handshake, looking someone in the eye and understanding empathy, motivation or instinct. And those are the things that make a great recruiter and help build the foundation of a successful company.

Advice To My Younger Self Or Anyone Starting Their Journey Today?

There’s no substitute for hard work and no shortcut to success. Whenever possible, focus on finding a way to get things done. Don’t become a blocker by dwelling on reasons why something can’t be done or making excuses. Instead, look for solutions. And remember to ‘eat the frog’–tackle the difficult tasks first and don’t put off until tomorrow what can be done today. After all, how we do anything is how we do everything.