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Our Specialist Divisions

We're not everything to everyone

With over 190 years of recruitment experience within the team, we are confident in our knowledge, skills and expertise. We are a specialist agency which means whilst we would love to be able to do everything for everyone, we can't. We have four defined divisions to ensure the service you receive is focused, dedicated and tailored to your needs. 


Make Cherry Professional the first call if you're contemplating your career/hiring into your team. 

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Candidates

If you’re looking for a new finance or office role in the East Midlands, we provide introductions to leading employers and all the support you need to make the most of the available opportunities. As the region’s leading finance and office recruitment agency, we’ll use our expertise, knowledge and networks to help you secure the right role in the right company, enabling you to achieve your aspirations and ambitions.

Clients

We’ll find the best candidates for your roles and enable you to recruit the right people for your business. We get results through relationships, working closely with you to build a deep understanding of your requirements, preferences and priorities. We can then make sure that you get the most from our expertise, knowledge and networks so we can move quickly to secure the skills and talent you need.

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Cherry Professional

a bit about us

About us

​We strive to be the most trusted finance and office recruitment partner in the East Midlands; the first call if you are contemplating your career or hiring into your team. We know that people make business happen and in recruitment that couldn’t be more true. Our entire business is built on long termtrusting relationships with candidates and clients alike. We truly value how important your ambitions are and that is why we work tirelessly to understand your needs.

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Latest Blogs

 

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Importance of Employee Wellbeing

I’m sure that most of you have seen the statistic, 1 in 4 of us will fight a mental health problem this year, but recent research suggests this statistic will increase to 1 in 2 in the near future. But why does good mental health matter in the workplace? Around 91 million working days are lost each year due to poor mental, costing the UK economy £94 billion. Most importantly do you know the cost of ignoring mental health for your business. What would you say if I told you that you can increase productivity in your business by as much as 12% if you invested in an effective wellbeing strategy? That for every £1 you spent on improving employee wellbeing you would see between a £1.5 to £9 return. Good mental health should be a priority for your business and implementing it needs to involve more than just the HR department. It’s vital to get buy-in from senior leadership and make sure conversations about mental health and wellbeing happen at board level. When staff feel happy and well cared for, they are more engaged, motivated and loyal. Currently 67% of employees feel scared, embarrassed or unable to talk about mental health concerns with their employer - it is important that as an employer you are creating an open and caring culture. So how can you put mental health on the agenda and break the taboo? Understandably senior leaders are under pressure to cut costs and optimise ROI and perhaps do not immediately understand the business impact of poor mental health. Be prepared to make the business case and have figures to back up your proposal, such as, relevant figures on staff turnover, moral and feedback from exit interviews. When would be the most beneficial time to start the conversation to get buy-in? Using important dates to help start the conversation, for example World Mental Health Day in October or Mental Health week. However, don’t feel you have to wait for these dates, board / management meetings, staff surveys and staff absence report, although they can provide the right opportunity to broach the topic. Did you know that those with goals are 10x more likely to succeed? Try identifying key drivers for mental health and the key indicators; define how you can measure them and what level the company should achieve. Setting these performance targets will be an integral part of achieving an effect wellbeing strategy. Having a well-defined mental wellbeing strategy is imperative to future proofing your business. It is important to take action on mental health NOW, as it is predicted by 2030 that depression will be the most common illness and the global burden of this condition will be greater than illnesses such as diabetes, heart disease and cancer. Employers need to take action to prevent (safeguarding the mental health of your workforce), intervein (stepping in before problems become more serious) and protect (supporting staff if they need time off, or need help retuning to the workplace) their workforce. Brands like the Royal Mail and Deloitte have already partnered with organisations to develop training and create peer-to-peer support networks for their staff in a bid to improve and support the mental wellbeing of their work force. Efforts to improve mental health span further than the business world, I hope this will motivate you to take action because we can no longer simply ignore the fact that unreported, unmanaged stress increases the prevalence of mental health issues in the UK.

Libby McCaughey

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England Rugby World Cup: Business Lessons

With the England Rugby team about to face South Africa in the Rugby World Cup Final in less than 24 hours, we found it fitting to make them the centre of this blog. Late last month O2 Business sent former England International player, Ugo Monye, to Japan prior to the first match to find out what England could expect over the coming weeks. Ugo met with Head Coach Eddie Jones to discuss the origins of Samurai code, Bushido, and the relevance of its values in sport today. So, what is Bushido – it literally means ‘the way of the warrior.’ Bushido is the code of honour that Samurai lived and died by. Several of these accident principles are still relevant in sport, in business and in everyday life, five of which most relevant to Rugby. Ugo asked Eddie whether or not these five principles also applied to business. Duty A core value to any team is a sense of duty, players have a duty to look after themselves and their family. Duty as a value is equally relevant in business. Each one of us commits to completing tasks, adhering to deadlines and making promises. We understand why it is also important to attain our duty and what has to be done to manage our obligations to clients, candidates and business relationships. An effective leader will take responsibility for what they do and say. They avoid excuses and don’t shy away from their duty. With regards to Bushido, to do less would be dishonourable and considered a great failure. Duty in the sense of business is a commitment, once you’ve made this commitment you must do what you can to deliver it. Courage Eddie Jones very simply considers Bushido courage to mean the courage to do the right thing. “For a player it means being able to be yourself and play to the game as you think you should play it.” Mirroring this value in the world of business is fundamental. Managing a business or even a team can be tough. It takes courage to make those difficult and often unwelcomed decisions when challenging market conditions or facing aggressive competitive activity. Much like England when facing New Zealand in the semi-final, in the face of aggressive competitive activity (the Haka), the decision to make a ‘V’ formation faced criticism however England succeeded winning 19-7 securing their place in the final. The most effective leaders need to have courage to keep motivated and to motivate their team, through the peaks and short falls. This doesn’t mean to pursue ego-driven goals, but taking the needs of everyone into accounts, and raising yourself above the moral obstacles that you will undoubtably be faced with. Respect Eddie talks about respect in terms of tolerance – recognising difference in other people. In any team (sporting or business) there will be an array of personalities, yet they will all share the same aspirations and goals. They will all have the shared desire to put in their best to achieve the best results. Respect in business has never been more vital. Respect is about being inclusive, respecting diversity, going beyond more than just being polite. One of our core values at Cherry Professional is respect. People are at the heart of everything we do, are committed to equal opportunities and are working hard to ensure our processes are always up to date with legal requirements. Diversity hasn’t only helped make us a more innovative business but enabled us to better understand our clients and candidates to deliver a better and more efficient service. Loyalty In both the sporting and corporate world, staying focused on your vision or goal can be challenging which is why loyalty towards the case is imperative. With England’s rugby team, you would expect complete loyalty between teammates. This magnitude of loyalty will establish strong bonds and relationships between players. In reference to business, loyalty is often regarding to customer brand loyalty however in Bushido loyalty is about people. Having your people be more loyal is an asset to your business, no matter what it takes you team will deliver for you simply because they are emotionally invested in your business. Integrity “Playing rugby with integrity is about knowing what your team is trying to achieve and taking responsibility for understanding your role and doing the right thing” says Eddie Jones. Within the business sense, it is important to recognise that consumers want to buy from a business or potential employees who want to be a part of a business which operates ethically, sustainably and honestly. Millennials are the first generation to demand a better work life balance, whereas previous generations could only hope for it. In fact, it is so important that work-life balance was the top-rated factor when looking for a new role. Whether you are fan of rugby or not I hope you took some value from the lessons that can be learnt from the sport. From managing a small team to running a multinational business there is something for everyone to take from Bushido and England Head Coach Eddie Jones. Watch Ugo and Eddie’s interview Click Here Information sourced from O2 Business: Work Smarter.

Libby McCaughey

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How to help improve your Mental Wellbeing

Mental health problems can affect anyone, at any time. You might not be talking about it because sadly mental health is still a very taboo subject. Many still feel uncomfortable and scared to talk about it let alone confronting the issue in the workplace. There are a number of small simple steps that you can take to help maintain a healthy mental wellbeing at work. Here are five simple ways to wellbeing suggested by Mind. Connect Extensive research has shown that feeling close to and valued by other people is a “fundamental human need and one that contributes to functioning well in the world”. (Mind) It is apparent that social relationships are important to the promotion of wellbeing and acts as a safeguard against mental ill health in people of all ages. Knowing this Mind suggest trying something new today and make a connection: Talk to someone instead of sending an email Speak to someone new Ask how someone’s weekend was and really listen when they tell you Put five minutes aside to find out how someone really is Give a colleague a lift to work or share the journey home with them. (Mind) Be active There is a direct correlation between how often you participate in physical activity and a reduction in rates of depression and anxiety across all ages groups that participated in a study. It has been proven “exercise is essential for slowing age related cognitive decline and for promoting well-being”. The physical activity doesn’t need to be intense in order for it to be good for you – slow-paced activates like walking can not only provide a level of exercise but also encourage social interactions. Here are some suggestions form Mind to try today: Take the stairs not the lift Go for a walk at lunchtime Walk into work - perhaps with a colleague – so you can ‘connect’ as well Get off the bus one stop earlier than usual and walk the final part of your journey to work Organise a work sporting activity Have a kick-about in a local park Do some ‘easy exercise’, like stretching, before you leave for work in the morning Walk to someone’s desk instead of calling or emailing. Learn To help encourage social interactions, be more active in life and enhance self-esteem, you need to continue to be open to learn. Anecdotal evidence suggests “the opportunity to engage in work or educational activities particularly helps to lift older people out of depression.” (Mind) If you practice setting yourself goals related to adult leaning, there is research to suggest it will promote higher levels of wellbeing. Learn something new today… Here are a few ideas suggested by Mind: Find out something about your colleagues Sign up for a class Read the news or a book Set up a book club Do a crossword or Sudoku Research something you’ve always wondered about Learn a new word. Take notice To help strengthen and broaden your awareness remind yourself to ‘take notice’. Multiple studies have shown that the more you are aware of what is taking place around you in the present it directly enhances your wellbeing and savouring ‘the moment’. A heightened awareness also enhances your self-understanding and allows you to make positive choices based on your own values and motivations. It’s important to take some time for yourself and enjoy the moment. Take some guidance from the ideas suggested by Mind: Get a plant for your workspace Have a ‘clear the clutter’ day Take notice of how your colleagues are feeling or acting Take a different route on your journey to or from work Visit a new place for lunch. Give Taking part in social and community life has been central to the research around wellbeing. Many who reported greater interest in helping others were more likely to rate themselves as happy. Research into actions for promoting happiness has shown that committing an act of kindness once a week over a six-week period is associated with an increase in wellbeing. Metal health is personal and perceived differently to each individual so use these as guidelines rather than definitive rules to help improve and promote positive mental wellbeing for yourself and share as advice for those around you. For more help, guidance and information about taking care of yourself please visit the Mind website via the link below. Mind: https://www.mind.org.uk/workplace/mental-health-at-work/taking-care-of-yourself/

Libby McCaughey

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Elon Musks: Management Principles to Increase Productivity

Let’s be honest, we’ve all bought a book on management styles, googled the 7 top tips of an effective Manager or looked to TED Talks for an insight on how to be a better leader because Management is extremely difficult. It seems management theories haven’t changed for the last 50 years even though the working world continues to evolve every day. So, what actually makes an effective Manager? Do we micro-manage or give employees freedom? Do we offer salary incentives or perks and benefits to retain employees? Should we be their friend or rule with an iron fist? Now ask yourself honestly, what kind of a Manager are you? Micro-manager? Hands off? Do you run frequent meetings or 1:1s? Or do you wait for employee to come to you? Now what kind of Manager do you want to be? Do you want to see results, have a team all working towards the same goal and maximise productivity? Well, acclaimed entrepreneur Elon Musk has yet again answered all our prayers with an email that defines the rules of management and corporate culture. His 11 techniques to improve productivity perfectly outline a unique perspective on what it takes to be an effective Manager, no frills, no glitter, just straight to the point. Before we uncover the holy grail of management techniques, what is it about Elon Musk that makes him one of the greatest visionaries of our time? He has founded or been heavily involved in some of the most innovative companies like Tesla, SpaceX, PayPal, SolarCity and Neuralink. Many who have worked close to Musk say he’s kept a hand in the day-to-day operations of every company he leads. Musk has crafted a persona that positions him to be both intimidatingly aspirational and personally accountable. He is a unique case of an entrepreneur who both internally and externally champions his brand. So, here are the 11 bullet points outlined in the email that I know you’re all eagerly waiting for: - Excessive meetings are the blight of big companies and almost always get worse over time. Please get of all large meetings, unless you’re certain they are providing value to the whole audience, in which case keep them very short. - Also get rid of frequent meetings, unless you are dealing with an extremely urgent matter. Meeting frequency should drop rapidly once the urgent matter is resolved. - Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value. It is not rude to leave; it is rude to make someone stay and waste their time. - Don’t use acronyms or nonsense words for objects, software or processes at Tesla. In general, anything that requires an explanation inhibits communication. We don’t want people to have to memorize a glossary just to function at Tesla. - Communication should travel via the shortest path necessary to get the job done, not through the “chain of command”. Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere. - A major source of issues is poor communication between depts. The way to solve this is allow free flow of information between all levels. If, in order to get something done between depts, an individual contributor has to talk to their manager, who talks to a director, who talks to a VP, who talks to another VP, who talks to a director, who talks to a manager, who talks to someone doing the actual work, then super dumb things will happen. It must be ok for people to talk directly and just make the right thing happen. - In general, always pick common sense as your guide. If following a “company rule” is obviously ridiculous in a particular situation, such that it would make for a great Dilbert cartoon, then the rule should change. (VIEW FULL EMAIL HERE) It's clear that Musk is not a fan of meetings, hierarchy, bureaucracy or any system that impedes immediate communication. He prefers people apply common sense to the task at hand, and if employees don't meet his expectations, he can be ruthless. Ultimately, the main theme of Musks’ email is productivity and efficiency. He has no tolerance for laziness and excuses. His management style challenges convention and older ways of getting things done. Many would agree that frequent distractions are the biggest productivity killer. Studies have found that it takes around 25 minutes to fully return to the original task after an interruption. Meetings seperate your employees from their duties entirely, and if meetings are a frequent norm to your business you are potentially wasting hours of productivity. Musk also touches on the importance of communication, suggesting that it can make or break a company. Productivity thrives on good back-and-forth, so if there is a question that needs answering or a problem that needs resolving then you should be able to approach heads of departments or even CEO’s. This email is jam-packed with lessons and takeaways you can apply to your own practices, in some form or another. Musk brings some real wisdom to the way you should perceive management and what it means to be an effective leader and while there is a lot to learn from Musk it is important to bring your own personality and flare to your management style.

Libby McCaughey

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Elon Musk (Full Email)

" Progress First, congratulations are in order! We have now completed our third full week of producing over 2000 Model 3 vehicles. The first week was 2020, the second was 2070 and we just completed 2250 last week, along with 2000 Model S/X vehicles. This is more than double Tesla’s weekly production rate last year and an amazing feat in the face of many challenges! It is extremely rare for an automotive company to grow the production rate by over 100% from one year to the next. Moreover, there has simultaneously been a significant improvement in quality and build accuracy, which is reflected in positive owner feedback. Starting today at Giga and tomorrow at Fremont, we will be stopping for three to five days to do a comprehensive set of upgrades. This should set us up for Model 3 production of 3000 to 4000 per week next month. Another set of upgrades starting in late May should be enough to unlock production capacity of 6000 Model 3 vehicles per week by the end of June. Please note that all areas of Tesla and our suppliers will be required to demonstrate a Model 3 capacity of ~6000/week by building 850 sets of car parts in 24 hours no later than June 30th. Any Tesla department or supplier that is unable to do this will need to have a very good explanation why not, along with a plan for fixing the problem and present that to me directly. If anyone needs help achieving this, please let me know as soon as possible. We are going to find a way or make a way to get there. The reason that the burst-build target rate is 6000 and not 5000 per week in June is that we cannot have a number with no margin for error across thousands of internally and externally produced parts and processes, amplified by a complex global logistics chain. Actual production will move as fast as the least lucky and least well-executed part of the entire Tesla production/supply chain system. By having a Model 3 subsystem burst-build requirement of 6k by the end of June, we will lay the groundwork for achieving a steady 6k/week across the whole Model 3 system a few months later. As part of the drive towards 6k, all Model 3 production at Fremont will move to 24/7operations. This means that we will be adding another shift to general assembly, body and paint. Please refer anyone you know who you think meets the Tesla bar for talent, drive and trust. Between Fremont and Giga, Tesla will be adding about 400 people per week for several weeks. Precision Most of the design tolerances of the Model 3 are already better than any other car in the world. Soon, they will all be better. This is not enough. We will keep going until the Model 3 build precision is a factor of ten better than any other car in the world. I am not kidding. Our car needs to be designed and built with such accuracy and precision that, if an owner measures dimensions, panel gaps and flushness, and their measurements don’t match the Model 3 specs, it just means that their measuring tape is wrong. Some parts suppliers will be unwilling or unable to achieve this level of precision. I understand that this will be considered an unreasonable request by some. That’s ok, there are lots of other car companies with much lower standards. They just can’t work with Tesla. Profit A fair criticism leveled at Tesla by outside critics is that you’re not a real company unless you generate a profit, meaning simply that revenue exceeds costs. It didn’t make sense to do that until reaching economies of scale, but now we are there. Going forward, we will be far more rigorous about expenditures. I have asked the Tesla finance team to comb through every expense worldwide, no matter how small, and cut everything that doesn’t have a strong value justification. All capital or other expenditures above a million dollars, or where a set of related expenses may accumulate to a million dollars over the next 12 months, should be considered on hold until explicitly approved by me. If you are the manager responsible, please make sure you have a detailed, first principles understanding of the supplier quote, including every line item of parts & labor, before we meet. I have been disappointed to discover how many contractor companies are interwoven throughout Tesla. Often, it is like a Russian nesting doll of contractor, subcontractor, sub-subcontractor, etc. before you finally find someone doing actual work. This means a lot of middle-managers adding cost but not doing anything obviously useful. Also, many contracts are essentially open time & materials, not fixed price and duration, which creates an incentive to turn molehills into mountains, as they never want to end the money train. There is a very wide range of contractor performance, from excellent to worse than a drunken sloth. All contracting companies should consider the coming week to be a final opportunity to demonstrate excellence. Any that fail to meet the Tesla standard of excellence will have their contracts ended on Monday. Btw, here are a few productivity recommendations: - Excessive meetings are the blight of big companies and almost always get worse over time. Please get of all large meetings, unless you’re certain they are providing value to the whole audience, in which case keep them very short. - Also get rid of frequent meetings, unless you are dealing with an extremely urgent matter. Meeting frequency should drop rapidly once the urgent matter is resolved. - Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value. It is not rude to leave, it is rude to make someone stay and waste their time. - Don’t use acronyms or nonsense words for objects, software or processes at Tesla. In general, anything that requires an explanation inhibits communication. We don’t want people to have to memorize a glossary just to function at Tesla. - Communication should travel via the shortest path necessary to get the job done, not through the “chain of command”. Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere. - A major source of issues is poor communication between depts. The way to solve this is allow free flow of information between all levels. If, in order to get something done between depts, an individual contributor has to talk to their manager, who talks to a director, who talks to a VP, who talks to another VP, who talks to a director, who talks to a manager, who talks to someone doing the actual work, then super dumb things will happen. It must be ok for people to talk directly and just make the right thing happen. - In general, always pick common sense as your guide. If following a “company rule” is obviously ridiculous in a particular situation, such that it would make for a great Dilbert cartoon, then the rule should change. If there is something you think should be done to make Tesla execute better or allow you to look forward to coming to work more (same thing in the long term), please send a note to [redacted]@tesla.com. Thanks for being such a kickass team and accomplishing miracles every day. It matters. We are burning the midnight oil to burn the midnight oil. Elon " SOURCE: https://jalopnik.com/tesla-switching-to-24-7-shifts-to-push-for-6-000-model-1825335216

Libby McCaughey

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Trio of hires are cherry on the cake for growing recruitment consultancy

Specialist recruitment consultancy Cherry Professional has announced a trio of new hires and has signalled its intention to create five more jobs across its Nottingham, Derby and Leicester offices. Having received support from the D2N2 Growth Hub UpScaler Project, the company increased its turnover by 44% from £3.3 million to £4.8 million during the last financial year and is now looking to bolster its finance, administration and business professional divisions even further. Linda Allaway has joined the 30-strong firm to manage the administration and business professional division, bringing 20 years of experience to the role, while Libby McCaughey joins as graduate marketing assistant and Rory Mattinson comes on-board as a graduate recruiter. Managing director Danielle Asano told TheBusinessDesk.com that the company is now looking to double its turnover and employ five more staff. She said: “From the moment we started upscaling we always wanted to grow the business and take our finance, admin and business professional divisions to the next level. “We have invested heavily in all areas of the business and that’s why we’ve grown so successfully. We are still looking for more recruitment consultants and intend to create five more positions across our East Midlands offices. This is a really exciting time for us.” The company, established by directors Danielle Asano and Martin Burnett in 2009, began trading at Beeston Business Centre before it made the move to Nottingham city centre and subsequently established three more offices across the region in Derby, Leicester and Lincoln. Work for Us: https://www.cherryprofessional.co.uk/about-us/work-for-cherry Source: https://www.thebusinessdesk.com

The Business Desk

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'Moments that Matter': Burton Brewing company with industry-leading approach to work life balance

Candidate supply has continued to fall at the quickest rate in 20 months, with Brexit on the horizon talented candidates are reluctant to move. So, what can you do to attract the most sought-after skills and talent? Research shows around 80% of workers would stay in a job with better benefits, rather than one that offered more pay with less or no benefits! This has led to companies becoming more creative with the benefits packages that they offer employees. Several large companies across the UK have already made drastic changes to their benefits policies. One of the largest global brewing companies, Molson Coors launched a new employee initiative, which offers staff up to two weeks extra paid leave annually. The ‘Life Leave’ policy was released back in July as part of the brewer’s new ‘Moments that Matter’ program, which was created to offer employees an industry-leading approach to work life balance. Molson Coors have recognised the growing demand for flexible working policies. Their employees will be able to use the ‘Life Leave’ policy on top of existing holiday entitlement and other leave policies, including sickness and compassionate absence. ‘Life Leave’ can be used for significant moments in life, such as wedding preparation, moving house and even taking time to help a new puppy settle in at home. Adam Firby, HR Director for UK & Ireland at Molson Coors said, “One of our driving principles is to empower our people to come to work as themselves… This mindset puts us in a really good place to embed this scheme and with our ‘Moments that Matter’ programme we hope we can continue to nurture and attract the best talent in the industry.” Like many employers, to Molson Coors employee attrition is key. 57% of UK workers have changed jobs in search of greater job satisfaction. Therefore, if your company, like Molson Coors, embodies your core ethos and offers competitive employee benefits they can’t find anywhere else it is unlikely they will turn their back on your company. Adam goes on to say, “the way we all work has changed. For our people to perform at their best, we recognise they need an employer that provides flexibility and understands their personal priorities.” It is important for your business to devlope with the changing world and understand what your target audience expects from employers. Understandably small businesses may find that benefits and perks are too expensive. They may not be able to offer private medical and dental care however here are some low-cost alternatives: Free office snacks Team Lunches Commuter Benefits Gym Memberships Unlimited Holiday Days If you're interested in knowing more about employee benfits or if you would like a bespoke evaluation on Cherry Professional's benefits, salaries and retention please fill in the form below. (Information gathered from Molson Coors) Form ID:4863

Libby McCaughey

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How the 2019 Ashes can teach you to be a more effective Manager...

Are you an adaptive leader? If you want to excel as a Manager to help your organisation thrive in a changing world, to strengthen your practice of leadership and help others strengthen their capacity for change then you will have to embody an adaptive leadership style. But what makes an adaptive leader? An adaptive leader needs to drive their team to focus on business goals and keep them motivated by drawing on positives. Adaptive leaders aren’t micromanagers – they focus on the what and the why! They need to be both a coach and a career counselor. By making a priority of the employees’ career aspirations’ and developmental needs, adaptive leaders will get the best out of their employees as the employee’s goals will align with those of the organisation. A notable example of an adaptive leader would be this year’s England Ashes captain, Joe Root. Root faced challenges from day 1 as England found themselves behind in a home series against Australia for the first time in 14 years after Australia won the first Test Match by 251 runs. He has learned to identify and capitalise on smart risks and avoid wasteful distractions, leading to the success of a draw during the Second Test, when it looked like England were heading for a second defeat. Root was able to keep his team motivated, drawing on confidence from the fact that they have not lost consecutive Tests against anyone for over 11 years, despite having lost 6 of the previous 7 Test Matches to Australia. Adaptive leaders understand that situations constantly evolve and require both flexibility and innovation. In the instance of when employees call in sick, hand in their notice or if external factors such as the weather effects the working of the business. An adaptive leader would, act with a level head, be open to experimentation and risktaking and embraces diversity of views, taking advantage collective knowledge to benefit the organisation. Many researchers show that adaptive leaders also have strong emotional intelligence, they don’t shy away from the truth which makes those who deliver the message feel respected and valued. Adaptive leadership can provide Chief Executives and others in influential positions the opportunity to maximize the skills of employees, as well as attain goals. Adaptive leaders have intangible qualities, unique combinations of skills, perspectives and unwavering effort that enables true excellence. So, what can you do to adopt an adaptive leadership style? Expect the unexpected: Adaptive leaders are well-prepared and expect their plans to change, as did Root with the uncertainty of the British weather anticipating batting orders may change. Channel fear into positivity: Just like Root did, even though England had lost 6 out of 7 previous matches he kept moral up by drawing on a positive. Be open to learn and change: Leaders that think they have nothing left to learn nor do they feel like they have an obligation to teach those they lead ensure they will never meet their true potential. Don’t shy away from the truth: Learn how to unite what your team think, what they want to hear, and how they want to hear it. Understanding and valuing your team opinions will earn their respect.

Libby McCaughey

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The Benefits of Temporary Workers

Have you got plans to hire a temp? For maternity cover, sickness cover, project work, or just to help out over a busy period. We provide temporary staff at all levels from self-employed people with their own limited companies through to day-rate interims or hourly rate PAYE temps. But what are the benefits of taking on temporary resource? In business we know that time is critical and that’s one of the benefits when hiring a temporary candidate as temps and interim professionals are traditionally quick hires, who can have an immediate impact on your business. When working with Cherry Professional we offer you the opportunity to conduct working interviews to ensure that the candidate is a cultural fit and has the experience that you need. Temporary workers with specific skill sets, for example, specific system and process skills, can have a positive effect on your business, they can come in and deliver a project efficiently and then move on. Niche interim professionals with a unique skill set can offer a speedy and cost effective solution to any problem in your business from change management to system implementation. The average time to fill a permanent vacancy is seven weeks, so what if you need someone now? A temporary worker can start immediately leaving you with piece of mind and time to find, interview and hire a permanent employee for the role. If a gap in your team is unforeseen you may well need a temp to ensure its ‘business as usual’ and there is no loss of productivity. Hiring a temp is a great way to ‘try before you buy’. So if you feel the temp in your business could be a permanent member of staff, you already know they can do the job, fit in with the team and deliver results. Remember though, some people choose to be temps for a reason (such as flexibility) and they may turn your offer down. Please contact us if you need any advice about temporary resource or if you have any recruitment issues you would like us to solve.

Melissa Kilday

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Understanding, Attracting and Retaining a Millennial Workforce.

As uncertainty grows due to Brexit, companies are having to adapt and become even more competitive when it comes to attracting and retaining new talent. No longer do we work in a labour market where money is the key motivator. People look for better work benefits and overall work culture when considering their next role. So, what can your business do to entice the most sought-after skills and talent? Did you know it’s the first time in history where we’re seeing 5 different generations in the workplace? But companies are using the same blanket techniques to attract, engage and retain them all. It is crucial to understand that one size doesn’t fit all and now is the time to act. Companies need to better adjust their strategies for specific cohorts, and millennials may be the best place to start. By 2030, millennials will make up 75% of the UK workforce, bringing wants and needs unlike any generation before them. Companies need to be aware of what selling points will allure them and what perks will get them to stay once they’re through the door. Firstly, it’s important to understand the traits of a millennial. They’re curious and need to know why they’re doing a task, it’s value and how it’ll affect the big picture. Millennials usually stay in any given role for a maximum of three years, before they quickly become hungry for their next role. Frequently considered to be ‘digital natives’, they’re tech-savvy and are the first generation to be truly connected globally. To millennials a work-life balance is highly important and as the most confident generation when it comes to challenging “the system”, they will demand it! With the rise of globalization, millennials have become the most tolerant of diversity and are more likely to seek it, especially in the workplace. Now you know what millennials tend to be like as people, what are they looking for when it comes to a career? Culture is key when millennials are scanning the marketplace. How an organisation portrays the overall experience of working for them will be a key factor in their decision. Companies need to focus on cultivating working conditions that will encourage creativity and morale. Quick wins like early finishes on a Friday could do the trick! The use of social media can help promote company culture externally, praising internal promotions and celebrating small successes as well as the bigger ones! Google and Glassdoor reviews are easy ways for potential hires to see what other people think, pushing reviews and feedback helps consolidate your company culture. Millennials actively look to enjoy their work experience and are the first generation to describe their dream job as being ‘fun’. They prioritise enjoyment. Employers need to ensure from the moment they begin their day to the minute they finish they enjoy every second of it! Millennials are the first generation to demand a better work life balance, whereas previous generations could only hope for it. In fact, it is so important that work-life balance was the top-rated factor when looking for a new role. Cloud-based systems now give employees the ability to work from home, so introducing a flexible working policy can benefit you as your employees feel trusted, which in turn makes them want to do even more for their employer. Win-win! Making these small changes, being adaptable and flexible when it comes to your employees needs will help give you a competitive edge. Helping to create an engaged and diverse work force. Afterall, a happier workforce means a more productive workforce and a more productive workforce means more revenue and more revenue means more rewards for your employees.

Libby McCaughey

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Toxic work cultures are forcing High-Performers to “QUIT

Continued uncertainty surrounding Brexit has increased difficulty in attracting and retaining highly skilled staff. The UK Prime-Mister Elections have only just concluded, and the UK jobs market has begun to seize up, with both employers and candidates waiting to see which direction Brexit talks will take. With that said, you’d have thought retention rates would be fairly high as candidates seem to be reluctant to move and employers want to keep talent that is becoming scarce. However, this is not the case, around 79% of those employees who have recently quit, said it was due to a ‘lack of appreciation’ and hostile work environments! Afterall people don’t leave companies, they leave bosses. Arguably the most high-profile boss/leader in the world, who has a somewhat aggressive leadership style is Donald Trump. Trump has been known to publicly question and humiliate his subordinates and announce drastic changes without informing his department heads. This has led 34 members of his senior staff to either resign, be forced out or fired. One even publicly described him as an ‘egocentric maniac’. There has been a slight movement toward kinder, more empathetic leaders, yet many fear that the President’s high profile may make it seem OK or better to be a bad boss. But why is it so detrimental to a workforce to be a ruled by an iron fist? Well, more than half of workers questioned in a recent survey conducted by an ivy league University said their superiors were toxic, prone to explosive outburst and criticising employees or even taking credit for others ideas. Part of this problem lies with those who rise to the top, they tend to be good performers but not necessarily good leaders. They are generally confident, competitive and neglect to praise or accommodate employees. They’re so focused on success and hitting targets, that employee wellbeing is not a priority. Don’t be too disheartened if you’ve not succeeded in finding the perfect leader for your team as it’s proven to be a difficult task. In Gallup research, it found that very few people are natural-born leaders: saying that only 1 in 10 has what it takes to be a great Manager and 82% of the time companies fail to hire candidates with the right skills and talent. As a result its causing half of a company’s work force to quit. Intolerance for bad bosses is increasing, especially in work places dominated by millennials, who are more likely to view authority figures as equals. With a rich pool of job openings and companies desperate to retain talented workers, Supervisors are aware they can no longer get away with what they once might’ve. Now with platforms like Glassdoor it’s really easy for a toxic work culture to spill over, employees are able to anonymously and publicly criticise their bosses, giving them the power to detrimentally affect the companies brand and image. So, what can you do to prevent a bad hire? Well, unlike most countries, German firms give their employees the power to elect representatives to serve on the Board of Directors. Perhaps try asking your staffs opinion before promoting or hiring a new leader. Bob Bechek of Brian and Co was named Glassdoors top-rated boss and he said that he considers empathy key to long-term success. With new jobs perks such as flexi-working growing in popularity, it’s an easy and effective way to demonstrate that you, as an employer care about your team. Sometime not everything goes to plan. Parents may have childcare fall through or perhaps an employee has an injury who is unable to get into the office, with cloud-based systems they are able to work from home and still be valuable. At Cherry Professional we put people at the heart of everything we do, believing in respect, tolerance and honesty. If you’re unsure on how you can rectify damage caused by a toxic boss we can provide free advice and support when hiring the next candidate who is a great fit culturally as well having the right skills. Form ID:4716

Libby McCaughey

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Should men be allowed to wear shorts in the Office?

Today has been the hottest day on record this year in the UK! We have heard and read some pretty gruesome stories about people working outside, in retail and even in offices where you’d think you’re safe from difficult working conditions… Maybe not? Almost 45% of offices don’t have air conditioning to help their employees cope with the overwhelming heat that us Brits simply aren’t used to! In efforts to keep us cool, the Cherry team are chowing down on ice-lollies even a cooled office, and we’ve been thinking why is it still considered unprofessional for men to wear shorts to work, and what else you could be doing to help your employees keep cool? Back in 2017 a group of school boys successful protested their academy’s anti-short policy by wearing skirts to class during a heatwave. Several similar protested have been made over the years, all focusing on comfort and fairness. As temperatures soar to 37 degrees, it is proving challenging to find a professional outfit which will keep me cool and comfortable, and as a woman a smart dress or skirt is the perfect option. However, the men who came to work in trousers this morning are now finishing the day in shorts, something we are grateful for in a flexible and casual office. But others aren’t as lucky, with many companies across the UK sharing an anti-shorts dress code. In a nutshell, an outdated and archaic perception of men wearing shorts in a formal seating as it makes them look unprofessional and some even say it makes them look like children. This is leading them to say that they’re ‘drenched in sweat’ before they even reaching the office! In a world where equality is being sought after, why is there such an in-balance when it comes to summer work-place dress-codes? While we all understand that short-shorts or even beach shorts are not the way to go, but if they were suitable and professional looking why wouldn’t it be okay for men to wear shorts to work? We want to know what you think, so please get in touch with your thoughts and opinions!

Libby McCaughey

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Stranger Things is Back! What can you Learn from the new season

Stranger Things is back, and we cannot contain our excitement. The much anticipated third season of the hit Netflix sci-fi horror is everything you’d hope it to be and more! Some of the team will definitely be binge watching the entire season this weekend! But why are we writing a blog about it? There’s more than meets the eye when it comes to the 80s nostalgia show. We want to talk about team work is one of the main themes, and here is how Mike, Lucas, Dustin, Will and Eleven demonstrate that they are the perfect team; They communicate, focus on their goals, have equal contribution, support each other, they’re organised and most importantly they have fun. These 6 qualities help make up such a successful team and the fab 5 demonstrate them throughout all 3 seasons. Com