Zoe Lewis

M4 Partners are collaborating with a highly innovative and commercially focussed consultancy to deliver outsourced PMO/ Programme management services for strategic or operational transformation change programmes.     This is true beneficial for clients who are looking for specific skills around the change or transformation initiatives but don’t necessarily need these services full time, our Partner can deliver at pace to embed best practice & effective customer driven solutions on either a project based contract or tailored statement of works.     Our partner offers   Experience in a wide range of different sectors, industries and environments focussing on transformational change at both programme and project level Effective communication and engagement of senior stakeholders at C Level / Board level and managing sensitive relationships with critical decision makers Definition, establishment & ownership of the necessary Governance Frameworks / Change Programmes and Transition / Cutover Plans Professional team management within matrix working arrangements, remotely and often internationally Ability to provide a flexible interim approach based on the needs of the transformation   If interested in an initial discussion about these services and how we can help to deliver when and where required, please get in touch. #consultancy #fractionalPMO #Outsourcing #transformation #m4partners

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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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In big recruitment firms,  “𝐬𝐢𝐧𝐠𝐥𝐞 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐨𝐰𝐧𝐞𝐫𝐬𝐡𝐢𝐩” is broken. Here’s why... Over the last 5 years with one client we had: >5 key consultants work with the client >10+ supporting team members >Delivering across a blend of permanent, contract, and consulting hires Result? That client scaled rapidly, worth 24bn JPY (~$16.3m USD) in recruitment value. No single recruiter could deliver that outcome! >It takes specialization. >It takes collaboration. >It takes solving problems across multiple hiring models. That’s the real value clients pay for. Steven Li follow for more cyber security recruitment content in Japan

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⚖️ The TA Capacity Planning Guide. Created from interviews with 72 Heads of People & Talent, capturing 600+ data points. A strategic resource for TA and People leaders in tech who need to: - Understand recruiter productivity - Understand capacity calculation - Benchmark against peers - Prioritise where to invest (or defend) capacity What’s inside: - Benchmarks by Company Size Live reqs hires/rec/month sourcing mix tech / AI maturity - Tooling Trends + Automation ROI What's adopted, what’s working, and where time is actually saved - Top Bottlenecks The constraints holding most teams back - Strategic Plays for 2025 AI-native workflows, skills-first hiring, dynamic planning models 🎯 Want the full report ? Comment "CAP REPORT" and I'll share access

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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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💬 Why are so many experienced executives looking for work, and finding it harder than expected to land their next role? Over the past few weeks, I’ve been speaking with a number of HR Directors and C-suite leaders who are currently on the market. Many have recently left roles, sometimes due to restructures, sometimes by choice, and they’re surprised at how long it’s taking to find the right next step. Here’s what I’m seeing in the market: 🔹 There are more leaders looking than jobs available In the past year, many organisations have restructured, merged, or reduced layers of leadership. That’s led to a real increase in the number of senior people looking for their next role at the same time, so competition is higher, even for those with excellent experience. 🔹 Hiring processes are taking longer Senior roles come with bigger decisions. There are more people involved, more expectations, and often more risk for the business. That means interviews can drag out across months, and sometimes roles get paused or changed mid-process. 🔹 Employers are asking for broader skill sets Companies are looking for leaders who can do more than just run a function. They want people who understand AI and technology, who can drive culture change, who have experience with ESG and diversity, and who can work across different parts of the business. That’s a tall order, and it means even strong candidates can get overlooked if their experience doesn’t tick every box. 🔹 Some roles aren’t clearly defined I’ve seen job ads for executive-level roles that are incredibly vague, or so broad that no one quite knows what success would look like. That creates confusion for candidates and can turn the right people away before they even apply. 🔹 Uncertainty is causing hesitation Even businesses with growth plans are being cautious. Economic uncertainty, global events, and internal reviews mean many organisations are holding off on hiring or only committing to short-term contracts and interim roles. As someone who specialises in HR recruitment, I want to reassure any leaders currently in this position: This is a tough market, not a reflection of your value. And for employers, there is outstanding senior talent available right now, ready to make a real impact. But they want clarity, meaningful work, and a human hiring process. If you’re navigating this space, whether you’re hiring or exploring your next role, I’m always open for a chat, share advice and connect you with others who could be beneficial on your journey.

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Had coffee with a Program Director I've known for years last week. We discussed her challenges when it comes to hiring, specifically a PMO Lead she has just been to market for: - CV's are too polished (written by AI) - Lack of depth in terms of outcomes/deliverables/being an enabling function - Feeling underwhelmed when the people sitting in front of her, couldn't clearly articulate/communicate what was on their CV's Interestingly enough, the most important things to her wasn't about the type of project or industry, or any of the usual stuff you'd expect. It was: 1) Genuine problem solvers 2) EQ 3) Ability to influence (and therefore communication) Goes to show, that all the tech we have available to us isn't necessarily going to help land jobs Being human, demonstrating value add and being able to solve problems are still the skills that people value the most. Finn Executive

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Positive momentum in the UK job market! 📈 Recent data shows a clear improvement in employer confidence and hiring intentions across the UK. After a period of uncertainty, businesses are feeling more optimistic about the economy and are ready to invest in their people. Here are some key takeaways: • Confidence is on the rise: Employer confidence in the UK economy and in making new hires is at its highest point in over two years. • Hiring is bouncing back: The number of new job postings has shown modest but consistent growth, a signal of increasing activity. • Key sectors are thriving: The demand for talent remains strong in critical areas like tech, healthcare, green energy, and construction, driving opportunities and innovation. This positive shift is a great sign for both job seekers and businesses looking to grow. It highlights the resilience of the UK economy and the ongoing need for skilled professionals. #UKJobs #Recruitment #JobMarket #Hiring #Economy

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100+ applications per role. How do you get shortlisted? UK vacancies are down for the 38th quarter running. There are now 2.3 unemployed people per vacancy. For roles in charities, not-for-profits and the public sector, competition has intensified. Most applications still fail on the basics. Generic submissions get rejected in seconds. I wrote about what actually works when hiring managers are screening at volume: - Match the brief, not just keywords - Quantify your outcomes instead of listing responsibilities - Prepare for stakeholder-focused interviews - Target your outreach Full article: https://lnkd.in/eG43EVWS

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💡 If you are going to hire interim support or consultants to deliver change programmes in HE, here is how you maximise value. 💥 Be extremely clear on objectives 💥 Give access to the right stakeholders and documentation EARLY (esp. during discovery phase). Why is this so often an after thought!? 💥 Welcome challenge and fresh perspectives. 💥 Focus on quick wins and sustainable change. What happens when they leave? Consultants can accelerate transformation but lasting impact comes when teams and leadership stay open, collaborative, and future-focused.

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