Sam Foster

🔍 Behind the Scenes in Hiring, How Decisions Are Truly Made When I started working in HR within the FMCG sector, one of the biggest shocks for me was realizing how much goes into a single hiring decision. I remember a role we opened up that attracted over 100 applications in just two weeks. On the surface, many candidates looked strong. But once we dug deeper, it became clear that only a fraction had actually tailored their CVs to reflect what the role required. Little details, like aligning achievements with the job description made a huge difference in who moved forward. But here’s the part most candidates don’t see: shortlisting isn’t just HR ticking boxes. Behind closed doors, we sit with hiring managers, debating things like: • Should we go for someone with more years of experience, or someone younger with stronger growth potential? • Will this person adapt to the culture of a fast-moving FMCG environment, or will they struggle? • Which candidate’s story truly reflects resilience and a long-term mindset? I’ve seen candidates with “less shiny” CVs win a role because they told a compelling story in their interview. And I’ve also seen “perfect” profiles passed over because they didn’t connect beyond the paper. The truth is, hiring decisions are rarely about just qualifications. They are about fit, growth, adaptability, and how well you help us imagine you thriving in the role. So if you’re currently job hunting, here’s my advice: • Don’t just submit a generic CV. show us how you meet the needs of that specific role. • Use your cover letter or interview to tell a story about your growth, not just your tasks. • And remember, behind every “Congratulations, you got the job!” is a long conversation about who you are beyond the resume. Because hiring isn’t about filling a vacancy, it’s about investing in the right future. ✍🏻Cynthia Nancy Omoviro™

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This Production manager rejected an offer from a Food Manufacturer Instead of taking it personally, the company stayed in touch 3 months later, they’re working together! Last month, a brilliant Production Manager was interviewing for one of my clients.  He ended up turning down the offer. There were a few personal issues that came up, and he had to dedicate his time and attention to them. Here's what 95% of employers do next: Take it personally Ghost the candidate Delete their details Move on forever My client did the opposite. They called to say: "Thanks for your time. Let's stay in touch - we'd love to work together when the timing's right." And then they actually followed through. A LinkedIn message here, a coffee chat there. Zero pressure. Zero resentment. 3 months later, a new role opened up - Different scope. Better timing. My client called first. The candidate said yes immediately. When I asked why the change of heart, they said: "They treated me like a professional, not a transaction." That’s it. Rejected candidates aren't dead ends. They’re future hires waiting for the right moment. So, stop burning bridges over timing. There was a reason you liked them in the first place! Start building talent pipelines that actually pay off.

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We talk a lot about attracting payroll talent… but what about keeping them? The best payroll professionals don’t just stay for a good salary they stay where they feel valued, trusted, and part of something bigger than a process. Here’s what I’ve seen make the biggest difference in retention. Communication & Recognition – Payroll can be a thankless job. A simple “thank you” or public acknowledgment goes a long way when the team quietly makes sure thousands get paid correctly. Development Opportunities – Payroll is constantly evolving (think AI, globalisation, compliance). Give your team space to grow — whether it’s new system training, cross-border exposure, or leadership development. Empowerment – Trust them. Payroll people thrive when they’re given autonomy to solve problems, improve processes, and make decisions that matter. Culture & Flexibility – Work-life balance matters more than ever. Hybrid working and supportive leadership help payroll professionals bring their best selves to work. Retention isn’t just an HR metric it’s about building an environment where payroll talent wants to stay and grow. #Payroll #JGARecruitment

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The UK HR sector is undergoing a strategic transformation. HR is central to business growth, culture, and resilience. Despite being the most competitive job category in the UK, with 129 applicants per vacancy according to the UK Labour Market January 2025, certain HR roles are experiencing surging demand due to evolving workplace needs and technological shifts. N HR Business Partner (HRBP) ·        Strategic liaison between HR and business units · Need for alignment between people strategy and business goals ·        Expected growth: 7% through 2028 ·        Average salary: £86,000+ (ies Briefing - Labour Market Statistics) Compensation & Benefits Manager ·        Oversees pay structures, benefits, and compliance (e.g., ERISA, COBRA) ·        Cost-of-living pressures and retention strategies ·        Median salary: £131,000 ·        Ranked as the second most in-demand HR role HR Analyst ·        Uses data to inform hiring, retention, and compliance strategies ·        Critical for organisations adopting data-driven decision-making ·        Job growth: 11% ·        Average salary: £69,000 HR is about shaping culture, driving performance, and enabling transformation. HR professionals must now be tech-savvy, managing complex HRIS, LMS, and analytics platforms. With only 1 in 10 UK employees feeling engaged at work (Office for National Statistics), HR roles focused on development and culture are more critical than ever.

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Why is CRM often the last thing brands fix, and the first thing that makes them money? 🤔 Brands obsess over new customer acquisition - paid ads, influencers, flashy site launches. Meanwhile, CRM sits in the backlog. But in practice, CRM often gives the best returns. Take Harrods as an example: 💎 2.5 million registered loyalty members. 💎 Top 0.1% of customers generate ~20% of total sales. 💎 85% of spend comes through their “Rewards” programme. 💎 Loyalty programme members spend ~6% more than non-members. Fixing CRM isn’t sexy - It’s often complex. But when done properly (single view of the customer, meaningful loyalty tiers, personalised experiences), it becomes your first lever to unlock real revenue and stability. Is your CRM still on your to-fix list? Definitely worth getting ahead of your competitors! #CRM #Retention #Loyalty

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Salary is an important consideration when negotiating a job offer, of course it is. But let's not neglect the importance of the overall package. According to our salary survey, here's a breakdown of how many people receive the following benefits: Guaranteed bonus – 12% Discretionary bonus – 78% Education allowance – 37% Housing allowance / accommodation provided – 25% Company car / car allowance – 12% None of the above – 12% So only around 1 in 3 people get an education allowance. If the average education allowance is AED 40,000 per child (as per the survey), and you have two children, then this is an extra AED 6,666 per month in your pocket. Let's say your salary is AED 60,000 without this benefit. If you move into another role for the same salary but with education you get an automatic 10% pay increase! I think too many people focus purely on the core numbers. Bolt-ons/benefits are particularly prominent in senior packages, where you can easily receive 50% on top of your salary when all added together. Conversely, the policy can always change, so there has to be some caution around these. If you can get a salary increase and have the choice, I'd always pick that over benefits. Message me if you want to receive our full salary report to make sure you're getting paid fairly for the job you do.

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Recruiters, don’t be blasé about your billings & commission structure when you are interviewing for a Recruitment position. When you’re interviewing with an agency, your numbers matter. So if you don't know them before you meet an Agency or speak to someone like me: find out. Or if you are a temp recruiter that isn't measured on revenue, it could be number of hours billed per week or day, or temps out. But know them. Be armed with that information. Because it helps you. It also helps you build your desk. We know you aren't billing/placing what you were 18 months ago. If you share your billings and are able to explain your commission structure and how much you have earned in comms, (or not earned) every Leader and Manager in the room will do the maths. Because we work it out backwards, starting with the comms you have earned. If you've earned a certain amount of commission, and your structure pays, for example 30% monthly and your salary is $80k, we can work out what you've billed. If the figures don’t add up, it’s obvious and it damages your credibility and honesty. Instead, approach it like this: Be transparent. The market has shifted. No one expects you to be billing what you were two years ago. Owning that reality shows maturity. Know your structure. Understand your commission scheme and be ready to explain how your earnings were calculated. Highlight your value. If your numbers dipped, explain what you did to adapt whether that’s client development, smarter sourcing, or candidate care. Agencies don’t want a fairy tale version of your billings. They want an honest recruiter who understands their desk and can talk about performance with confidence. 🥰 check out my list of recruitment jobs here. https://lnkd.in/gyyscyX

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Ready, Steady… Stop. It happens more often than we care to admit. A client gives the green light to recruit. The job spec is finalised, the role goes live, candidates are shared for consideration, then.. silence. Annual leave takes place, there's radio silence and processes stall. Meanwhile, great candidates are left in limbo—waiting for feedback, unsure if the role is still active, and naturally… exploring other offers. In today’s market, speed matters. So does communication. We understand holidays are essential. But releasing a job and disappearing for two weeks without a clear process or point of contact? That can do real damage: ✅ Top candidates drop out. ✅ Your reputation suffers. ✅ Your employer brand takes a silent hit. ✅ The same role has to be re-briefed—and re-advertised—weeks later. If you're planning time away, a simple fix goes a long way: 🔁 Align with your recruiter on timelines. 📅 Delegate decision-making while you're out. 📢 Communicate with candidates upfront. Candidates don’t expect instant hires—but they do expect clarity. The best people never hang around. Plan your hiring like you’d plan your holidays—thoughtfully and with follow-through. #HiringInIreland #GalwayJobs #RecruitmentTips #ConnachtCareers #IrishJobs #cpl #cpljobs #cplgalway

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Operations Leadership - Manufacturing's toughest role? In over 15 years of recruitment, the most common role I've managed is the operations leader: from Factory Manager's to Chief Operations Officers (COOs) and everything in between. My theory on why? This is the toughest role in manufacturing and the talent shortage in this critical space is undeniable. Over the years, we've seen a steady decline in high-calibre candidates entering the manufacturing sector, despite the increasing demand for experienced leaders who can handle the challenges presented working in manufacturing. This challenge is only exacerbated by the fast pace of change in the industry and that the manufacturing sector is in decline. But Australia's manufacturing output is worth $80B (USD) in 2025 and is still a viable and rewarding sector for operations leadership careers. So, what does it take to thrive in this space? The key skills I see separating top candidates from the rest are: People Leadership: Leading teams through change and fostering a culture of excellence. Technical Problem-Solving: Addressing the ever-growing complexity of systems and processes. Commercial Acumen: Balancing operational efficiency with business growth to deliver bottom-line results. The reality is, finding an operations leader who can excel across these areas is a rare feat. But for those who can, the rewards are significant, both for the individual and the organisation. If you’re in need of top-tier operations talent, let’s connect. #Manufacturing #OperationsLeadership #TalentShortage #BusinessGrowth #SharpAndCarter #Leadership #SupplyChain

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The UK HR job market in 2025 is more complex than ever. We’re seeing fewer vacancies, sharper competition, and rising expectations on HR teams, all against a backdrop of economic pressures, regulatory change, and inconsistent adoption of AI. In my latest blog, I explore the greatest challenges reshaping HR recruitment today, and what they mean for employers, candidates, and consultants navigating this landscape. Link is in the comments, and leave your thoughts as well. #hrrecruitment

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Mid Year Market Temperature Check 💡 🎤 The current feeling from candidates is definitely one of frustration, over the last 12-18 months in the UK we have seen vacancy's decrease, unemployment increase and businesses under tremendous cost pressures when it comes to hiring. We have seen more restructures, redundancies and offshoring than there is building and hiring, pair that with more days back in the office being mandated, less people are moving roles and those vacancies that are available are extremely competitive to difficult to land the offer. Within Internal Audit, Risk & Controls specifically, Assurance professionals are working on the new Failure to Prevent Fraud legislation, Corporate Governance changes, the IIA Standards as well as their day job (!!) so people are feeling stretched and stressed but without the option to increase the team / use more co-source due to budget constraints only adding to this feeling of frustration. My advice to those candidates that have been in the market for a while, or new to the market is to 'try' to remain positive. The market is definitely tougher for candidates at the moment but this H1 at Michael Page, we have placed a record number of candidates into positions showing people are still getting the jobs they want! I would recommend partnering with an agency you trust, take on their feedback and allow us to manage your searches. We can help give you up to date market intel, CV advice and most importantly help to bypass the '300' direct applicants you're all seeing on the job profiles. Unfortunately for some, this is a market where you might have to sacrifice on your expected salary, job title and days in the office so also be aware of this. As we enter August (a typically very slow month due to annual leave and people enjoying the summer) try to remain positive, sharpen that CV and reach out to a specialist agency as it is our job to navigate this every day. There are unfortunately some that act unprofessionally often promising they're working on roles they haven't been briefed on but trust your gut and act with caution. Darragh O'Donnell Michael Page

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