Nowhere fast

Greg Wyatt • February 24, 2024

Seneca once said,

“If one does not know to which port one is sailing, no wind is favourable.”

If you don’t have a clear goal, no plan will likely be effective.

The mistake a lot of recruitment makes, particularly for key hires, is in establishing what that goal is.

“We need to fill this job. What are the duties? Let’s get someone on board who can do it.”

But the goal is rarely to fill a vacancy.

The goal is to solve a business problem through the people you employ.

Harder to measure when fill rate and other such metrics are quantitative. Yet a qualitative outcome that can be transformational.

Take an Administrator role, and let’s say it’s a newly created position for a start-up.

The hiring manager will see the need for someone to do their admin, and form a job description around the duties.

But in a start-up environment, these duties can be various and many, becoming a list that is impossible for any one person to fulfil expertly.

And the hire is typically someone who can fulfil part of the role, with a great attitude, because the rest of the skills required can be learnt.

This often works well enough, unless the reality of the role proves different to what what was expected. And sometimes roles change with time, so that hire now might not be right in future.

Look at the same task in a different way.

What problems does an Administrator solve?

I use this example because it’s pretty straightforward and I’m sure we’ve all felt the pain of getting caught in admin.

An Administrator

  • takes away the administrative burden from the hiring team

  • frees up their time to do their job while saving them on opportunity cost, technical debt and the real-life cost of a salary spent doing unnecessary activity

  • knows to keep sufficient stocks of coffee

However, I also use this example because it isn’t a static hire.

The Administrator of now, is different to the role in 12 months time as the start-up grows.

Looking forward, the duties held by the exec team that are manageable now make less sense to run with. Such as admin-led HR, Health and Safety, Facilities Management.

So the future problem this solves may also be an opportunity:

  • this is a role that will grow with the company, allowing you to grow your career around your strengths.

Any role has dimensions beyond a job description. Even if it will never change in scope that is a fundamental aspect of the role.

An Administrator who wants to grow in their career isn’t going to hang around if that role doesn’t grow.

Whereas someone who enjoys admin, and doesn’t have plans to scale their career, might be the perfect hire now and in future.

Both might be great candidates, for very different jobs that have the same JD.

Outcomes are a time-laden dimension that runs throughout recruitment.

Another example - let’s say you need to implement a quality & compliance framework within 12 months from now, to enable a successful product launch.

When will you need your Quality Manager to start?

If a Quality Manager is on three months’ notice, not uncommon in the UK, the hypothetical earliest they could start is 24 May 2024, leaving you 9 months.

But how long does your recruitment process take?

Let’s say three stages of interview, which you can do over three weeks.

How long does it take you to flesh out your requirements before hitting the candidate market?

How long did it take you to find an acceptable shortlist of candidates to interview?

How long does it take to generate the offer paperwork for the successful candidate, have them read it, and then tender their resignation?

Maybe that will take three months, meaning you may only have six months to achieve your goal.

How long will it take your new employees to get up to speed, and learn everything they need to know before they can start putting a fit-for-purpose structure in place?

Or did you just want an off-the-shelf package that gets you the letters, but doesn’t do its job?

Perhaps you instead need an interim who can parachute in at short notice and get you what you need, before hiring a business-as-usual Quality Manager once the framework is in place.

Questions that should be probed now, rather than be opportunities missed in future.

Yet how many recruitment processes for such a key hire, instead prefer 5 CVs by Friday, as long as they match the job description?

As a final example, I interviewed a TA Manager recently who worked for a restaurant chain.

They had awful staff turnover at one of their sites, and the outcome they wanted was a stable workforce, who enjoyed what they do and gave better service to their customers.

Straightforward outcomes, so why weren’t they being achieved?

The answer, she said, came with spending a couple of days on-site to see the work environment. The one area they didn’t have staff turnover was the management, and the management was the reason for staff turnover.

With a new management team brought in, the rest of the problems took care of themselves.

Had they only relied on their job descriptions, they would have continued to have the same turnover issues.

Which no doubt would impact their customers.

By looking at the outcomes you want from your recruitment, you can assess how realistic they are against your context and needs.

You can work back realistically to find the optimal path.

And if that path isn’t right for whatever reason, you can course correct at the outset, rather than get lost along the way.

No one wants to go nowhere fast.

Regards,

Greg

p.s. I have capacity for one new client in March. Get in touch if you want to benefit from better outcomes in your recruit, and to see if we might be a good fit.

How to network for a job

By Greg Wyatt • August 4, 2026
I'm doing a lot of networking at the moment, both in setting up conversations and in agreeing to have conversations. My goal typically is to plant the seed for a relationship where we might be able to help each other at some point in the future. That help might be sharing knowledge, helping directly in business, making a recommendation, or even just sharing a load. Of course it's a little easier when we already know each other. Then there is already an element of trust, and we have a reputation with each other. I also know that new conversations are just as important, and it takes more work to build those points above too. Though I have found that sometimes when people ask for calls with me, they have a clear if hidden agenda - they want to see how I can help them. And they seem disappointed when I don't have anything for them. Seems like they aren't interested in a relationship after all, just what a relationship might give them. Two types of networking, where one isn't networking at all, in my book - it's prospecting. Speaking of which, the below is in A Career Breakdown Kit (Summer 2026) - a strategic approach to networking that can pay off long-term and, if you are so lucky, in the short term as well. If you need something more specific to you, try this tool, which is free and private: Your networking plan . And don't forget all the other free tools on www.bwrecruitment.co.uk/resources . 43 - How to network for a job Who are the two types of people you remember at networking events? For me two types stand out. One will be the instant pitch networker. This might work if you happen to be in need right now of what they have to offer or if mutual selling is your goal. There’s nothing inherently wrong with this but it’s a selling activity pretending to be networking. If you want to sell, go and overtly sell rather than disguise it with subterfuge. Lest we mark your face and avoid you where possible in future. The second is the one who gets to know you, shows interest and tries to add to your experience. You share ideas, and there’s no push to buy something. They believe that through building the relationship when you have a problem they can solve, you’ll think to go to them. It’s a relationship built on reciprocity. One where if you always build something together there is reason to keep in touch. And where the outcome is what you need if the right elements come together: right person, right time, right message, right place, right offering, right price. Job search networking is no different. The purpose of networking in a job search is to build a network where you are seen as a go-to solution should a suitable problem come up. In this case the problem you solve is a vacancy. Either because your active network is recruiting, or because they advocate for you when someone they know is recruiting. It is always a two-way conversation you both benefit from. Knowledge sharing, sounding board, see how you’re doing - because of what the relationship brings to you both. It is not contacting someone only to ask for a job or a recommendation. A one-way conversation that relies on lucky timing. That second approach can be effective as a type of direct sales rather than networking. If you get it wrong it may even work against you. How would you feel if someone asked to network with you, when it became clear they want you to do something for them? You might get lucky and network with someone who is recruiting now - more likely is that you nurture that relationship over time. If your goal is only to ask for help each networking opportunity will have a low chance of success. While if your goal is to nurture a relationship that may produce a lead, you’ll only have constructive outcomes. This makes it sensible to start by building a network with people that already know you: Former direct colleagues and company colleagues Industry leaders and peers Recruiters you have employed or applied through Don’t forget the friends you aren’t in regular touch with - there is no shame in being out of work and it would be a shame if they didn’t think of you when aware of a suitable opening. These people are a priority because they know you, your capability and your approach and trust has already been built. Whereas networking with people you don't know requires helping them come to know and trust you. Networking with people you know is the most overlooked tactic by the exec job seekers I talk to (followed by personal branding). These are the same people who see the hidden jobs market as where their next role is, yet overlook what’s in front of them. If you are looking for a new role on the quiet - networking is a go-to approach that invites proactive contact to you. Networking with people who know people you know, then people in a similar domain, then people outside of this domain - these are in decreasing order of priority. Let's not forget the other type of networking. Talking to fellow job seekers is a great way to share your pain, take a load off your shoulders, bounce ideas off each other, and hold each other accountable. LinkedIn is the perfect platform to find the right people if you haven't kept in touch directly. Whatever you think of LinkedIn, you shouldn’t overlook its nature as a conduit to conversation. It isn’t the conversation itself. Speaking in real life is where networking shines because while you might build a facsimile of a relationship in text, it's no replacement for a fluid conversation. Whether by phone and video calls, real life meetups, business events, seminars, conferences, expos, or in my case - on dog walks and waiting outside of the school gates. Both these last two have led to friends and business for me though the latter hasn’t been available since 2021. Networking isn’t 'What can I get out of it?' Instead, ‘What’s in it for them?’ The difference is the same as those ransom list job adverts compared to the rare one that speaks to you personally. How can you build on this relationship by keeping in touch? Networking is systematic, periodic and iterative: Map out your real life career network. Revisit anyone you’ve ever worked with and where Find them on LinkedIn Get in touch ‘I was thinking about our time at xxx. Perhaps we could reconnect - would be great to catch up’ If they don’t reply, because life can be busy, diarise a follow up What could be of interest to them? A LinkedIn post might be a reason to catch up When you look up your contact’s profile look at the companies they’ve worked at. They worked there for a reason, which may be because of a common capability to you Research these companies. Are there people in relevant roles worth introducing yourself to? Maybe the company looks a fit with your aspirations - worth getting in touch with someone who may be a hiring manager or relevant recruiter? Maybe they aren’t recruiting now. Someone to keep in touch with because of mutual interests. Click on Job on their company page, then "I'm interested" - this helps for many reasons, including flagging your interest as a potential employee Keep iterating your network and find new companies as you look at new contacts. This is one way we map the market in recruitment to headhunt candidates - you can mirror this with your networking The more proactive networking you build into your job search, the luckier you might get. While you might need to nurture a sizeable network and there are no guarantees, think about the other virtues of networking - how does that compare to endless unreplied applications? I often hear from job seekers who found their next role through networking. This Includes those who got the job because of their network even though hundreds of applicants were vying for it. While this may be unfair on the applicants sometimes you can make unfair work for you.  It can be effective at any level.

An Advice Advisory

By Greg Wyatt • July 26, 2026
What follows is Chapter 18 from A Career Breakdown Kit (Summer 2026 edition) . It's a chapter I was thinking on, when I heard from a connection last week. "I respect you Greg, but you really don't know what you're talking about with ATSs rejecting people." From a job seeker who's followed me for a few years, even when employed. It does sadden me a little, but I've chosen to share insight I know can be unpopular, because it goes against the grain of popular assumption. Can anyone be an ATS expert? Given there are hundreds on the market, and a nearly infinite number of possible configurations, balanced with what may be unknowable employer intent, it seems unlikely. Of course you can be an expert on some ATSs, and an expert on recruitment. While others might borrow expertise from what they've heard and read. For my part, I've created two basic ATSs from Access, Outlook/Word macros and an off the search file searching software, around 25 years ago. I've used multiple ATSs as a fractional Talent Acquisition Manager, and logging applications as a third party agency recruiter. I've written guides on aspects of ATSs such as how to do Boolean sourcing. And I'm relatively technical, tending to pick up knowledge to serve my needs. The AI tools on www.bwrecruitment.co.uk/resources are a good example of this. But I wouldn't say I'm an ATS expert. That's why when I debunk false narratives, I rely on my research of how peer recruiters use their own. Something I've been investigating since 2020, when my immediate reaction was "What's that now?" when job seekers told me they were being rejected by automation. The question should be, whose advice should you take? And how does that apply in your unique job search? Something this chapter seeks to answer. 18 - An advice advisory There’s a huge amount of advice out there, isn’t there? Even this book. Spend half an hour trawling social media and you’ll no doubt find many different hacks that will transform your job search. Much of it is contradictory and some that are plain awful. Consider what follows meta advice on what to look for when reading or taking advice. Advice context Today I read a post from a LinkedIn Top Voice on something who said something along the lines of ‘Tell them today is your last day,’ when you resign. The idea being that you don’t owe your employer anything - you need to manage your own risk in case they let you go without paying severance. Terrible advice if you are in the UK. Our notice periods are different to the US, where the thought influencer is based. I can’t tell you if it’s good advice in the US, although it seems to lack integrity to me. If you are a UK reader and come across such a post, how are you supposed to know it’s for a US audience? How are you supposed to know it is most certainly not for you? Hers is a post that highlights an issue with how social media works. By breaking down geographical and cultural barriers, it can become hard to know who advice is for. Legislation will differ from place to place, with variation across demographics. Then you have transadaptation, where lingo that makes sense locally and may have a different meaning elsewhere, even though the language is the same. Context fit When taking advice, the first thing to check is whether that advice is suitable for your context. What expertise does the advisor have that relates to your job, your market, the channels you have access to, your seniority, where you are based, or these many other variables that make up your context? What about the hiring process an employer takes? SMEs, corporates, public sector, government, civil service and more may have different rules of play. A 22 year old data scientist in Birmingham, UK, will need a fundamentally different job search approach from a 52 year old CFO in Birmingham, Alabama. The 4 Advice functions Opinion-led advice is typically given when someone strongly believes that what worked for them once is viable advice generally. There’s one question you might ask. Is it replicable for me? Often it’s tethered to words like Always or Never. Make sure passion is backed up by logic and evidence. Examples might be: ‘Always have a 2 page CV’ ‘Never use #OpenToWork’ ‘Don’t use job boards, they don’t work’ How does the hiring manager for your next role view these statements? My favourite line about opinion-led advice is this: ‘Ask 9 people for advice on your CV and you’ll end up with 10 CVs.’ Tactical advice works in a specific context. For example, if a cover letter is given priority in an application process for UK Civil Service, read up on how to write cover letters for the UK Civil Service. The chap I spoke to yesterday rightly pointed out that the article on this topic he read had no bearing on his applying to private sector companies, many of whom will never even read a cover letter. Tactical advice can be great because it’s advice you can act on straight away. What experience does the advisor have in your domain? Strategic advice works in any context. For example, advice that makes you ask the right questions… about advice. Or which helps you put together an informed job search strategy based on your market conditions. While strategic advice is potent, it takes agency and commitment to apply. It’s rarely a short fix. Selling advice is when someone gives advice to support their agenda. Such as a CV writer who tells you they can make your CV optimised for the ATS. Or how to access the part of the job market hidden from you through paywalled means. Or that classic, ‘My client wanted £100k, I got him $250k. She’s over the moon!’ If you are prepared to invest, ask yourself, ‘What evidence is there this seller can help me.’ Ask for testimonials and ask to speak to current clients. ‘Is this person going to do the work or outsource it?’ Understand what you are signing up to if money or commitment is involved. Remember that any advice you encounter - whether opinion-led, tactical, strategic, or selling - should be filtered through the lens of yourunique context and needs. Does this apply to me? What’s the motivation behind it? Evaluating advice in this way can keep you focused and help you make better decisions on which to follow.