Welcome to the latest edition of MS:i - ‘Morgan Spencer Intelligence’ - the newsletter dedicated to our Clients. This time we’re discussing the impact of the new Agency Workers Regulations, now in effect. Our comprehensive guide tells you everything you need to know. We’re looking at recruitment processes and whether we need to change our strategy to match the new generation of candidates, and this month also sees our 10th anniversary, and the launch of our new HR Recruitment Division. Plus we want to know what you think about some of the issues discussed here. Enjoy MS:i , and we look forward to hearing your thoughts.

in this issue: : Morgan Spencer 10th Anniversary & HR Recruitment Division Launch

: Agency Workers Regulations: Morgan Spencer is ready, willing and able

: Emotional Intelligence versus IQ - Which roles need one more than the other?

: Is your recruitment process talent-friendly? : Social media contacts - who owns them, your employees or you? : Has LinkedIn killed the CV? : The latest London salary trends : New arrivals at Morgan Spencer

Applications supported by CVs have been the norm for a hundred years, but with LinkedIn’s ‘apply with your profile’ feature now available on recruitment sites like ours, is it finally time to file away the CV?

Here are some Pros and Cons of the mighty Curriculum Vitae;

Pros:

• CVs are the norm, creating a level playing field for candidate measurement.

• They demonstrate a person’s mind-set when applying for work; for example do typos mean a lack of desire or skill?

• The appeal of a CV is globally accepted.

• Generally, software systems are geared towards holding and maintaining talent pools based on the CV.

Cons:

• CVs now have numerous rules; for example they must be a maximum of 3 pages long. The problem is that if you’ve worked for 20 years how do you show your skills in just 3 pages?

• CVs with typos are often dismissed, but how do you know they haven’t been sent by a dyslexic genius?

• They’re not easily transferable to your mobile phone, thus restricting job seekers who browse via the mobile web.

• CVs create wars amongst recruitment vendors when they’re sent out without permission to meet a ‘first past the post’ recruitment process with a potential client.

So what do you think? Has the social networking giant sounded the final death knell for the faithful CV? Complete the survey and let us know, at www.morganspencer.co.uk, and for every completed survey we’ll donate £1 to Cancer Research UK.

“The Curriculum Vitae is History!”

Definitely agree Not sure I agree OtherSomewhat agree I disagree

(Go to the surveys page at www.morganspencer.co.uk to take part, and for every completed survey we’ll donate £1 to Cancer Research UK.)

Survey: Has LinkedIn Killed The CV?

Has LinkedIn Killed the CV?

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“Emotional Intelligence is of greater importance, post recession”

Survey: EI versus IQ

Definitely agree Not sure I agree OtherSomewhat agree Has no effect

“The departments I rank as needing EI the most are...”

(Go to the surveys page at www.morganspencer.co.uk to take part, and for every completed survey we’ll donate £1 to Cancer Research UK.)

Findings suggest that emotional intelligence is making a comeback on the list of wants as opposed to IQ, but which roles need one quality more than the other? A recent nationwide survey found that 34% of managers believe EI is of greater value when it comes to hiring and promoting employees post-recession.

The survey also revealed that 71% of hiring managers value emotional intelligence in an employee more than IQ, 59% would not hire someone with low emotional intelligence, and for a remarkable 75% of hiring managers emotional intelligence trumps IQ when it comes to deciding on employee promotions.

Some of the industry data is particularly interesting when comparing a major employer such as Government with hot sectors like IT. And it does seem that other industries follow similar patterns, although not all:

We all have emotional intelligence to some degree, and there are increasing results to be had from training and career counselling services to engender, and in some cases increase through training, greater emotional intelligence into your workforce.

At Morgan Spencer we’d love your feedback on how you rank EI, and in which departments you think it should rank highest. Go to the surveys page at www.morganspencer.co.uk to take part, and for every completed survey we’ll donate £1 to Cancer Research UK.

Emotional Intelligence versus IQAs EI makes a popular comeback, Margaret George asks which roles need one

quality more than the other?

Government IT IndustryIs placing a greater emphasis on high EI for hiring and promotion decisions, post-recession 34% 37%

Values EI in their employees more than IQ 70% 52%

Would not hire someone who has a high IQ but low EI 62% 55%

Are more likely to promote the high EI worker 77% 61%

Gemma Stacey - Recruitment Consultant, Temporaries/ContractGemma has been working within the recruitment industry for 10 years, with the past 8 years spent in boutique high-end London consultancies. She has a strong knowledge of both permanent and temporary recruitment across a range of industries from investment banks, financial and professional services to smaller, creative companies. She joined Morgan Spencer in March 2010 and has since built strong relationships with candidates and clients alike on the temporary division.email: gemma@morganspencer.co.ukLinkedIn: gemmastacey

Claudine Williams - Senior Recruitment Consultant, PermanentClaudine has over 8 years London recruitment experience, having started her career in a small boutique agency specialising in Legal recruitment in the City. She then moved to a large international agency but found herself missing the intimacy of boutique agencies, and so joined Morgan Spencer in July 2010. Claudine says “For me, my candidates are as important as my clients, and I like to take the time to fully understand their needs so I can get them their dream job!”email: claudine@morganspencer.co.ukLinkedIn: williamsclaudine

Amy Wise - Recruitment Consultant, Temporaries/ContractAmy is a graduate with over 9 years London HR and recruitment experience ranging from Secretarial/Administration, Legal & Compliance, Finance, Marketing, and specialist niche. She is highly experienced in providing on-site recruitment, permanent, interim and large-scale graduate recruitment campaigns, and flexible temporary staffing. With a long-standing client base Amy attributes her success to complete honesty and an open communication style.email: amy@morganspencer.co.ukLinkedIn: wiseamy

Alan Hewett - Recruitment Consultant, PermanentAlan is an experienced consultant with 5 years recruitment experience in the City of London covering Business Support and Sales & Marketing. He graduated from London Guildhall University with a Degree in Marketing and Business.email: alan@morganspencer.co.ukLinkedIn: alanhewett

Emma Robinson - Recruitment Consultant, Temporaries / ContractEmma joins us with 6 years of Human Resources experience, and a real passion for the people element of her job. She’s worked in a range of fast-paced industries including Construction, Insurance and Media.Emma is confident that her previous background on the client side will be hugely beneficial in her new role. She believes that listening and understanding our individual clients’ business needs are vital to offering the very best tailored service.email: emma@morganspencer.co.ukLinkedIn: emmarobinson1

Gemma Burke - Recruitment Consultant, PermanentWith over 7 years experience in the financial sector Gemma has just made her move into recruitment. Having recently joined our successful permanent division as Trainee Consultant she is still learning the role, but she’s already enjoying this fast-paced, dynamic industry. With strong customer service skills to contribute to the team, Gemma is looking forward to growing within our Business.email: gemmaburke@morganspencer.co.ukLinkedIn: burkegemma

Louise Girdlestone - Recruitment Consultant, Temporaries / ContractLouise has recently joined the Morgan Spencer team in our energetic temporaries division. With a business-to-business sales background she has just over 1 year’s experience in recruitment, providing both interim solutions to businesses as well as permanent staff for fast turnaround positions, including administration and secretarial, sales, marketing and financial positions.Her honest, client-centric approach will enable Louise to provide the outstanding service levels that Morgan Spencer’s team are known for in the market place.email: louise@morganspencer.co.ukLinkedIn: louisegirdlestone

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Margaret George - Managing Director Margaret is a professional recruiter with 15 years recruitment experience predominantly working with a FTSE 250 client base within the London market. With experience ranging from multiple national branch network responsibilities, on-site recruitment solutions, interim and permanent resourcing. Margaret understands that building a successful business can only be done through developing dedicated and committed teams of people.email: mg@morganspencer.co.ukLinkedIn: georgemargaret

Julie Jones - Director, Permanent DivisionJulie, a Director of Morgan Spencer, has a “hands on” approach to business. Along with her committed team she is responsible for delivering permanent recruitment solutions in our fast expanding division.Julie has over 14 years experience in recruitment and has managed major PSL’s throughout her career. Prior to entering the recruitment industry, Julie has always worked in the service industry and prides herself on delivering outstanding client results.email: Julie@morganspencer.co.ukLinkedIn: jonesjulie1

Kay Atkinson - Director, Temporaries/Contract DivisionKay has worked in the recruitment industry for 14 years, with 5 years working within the financial sector as well as building temporary recruitment business and teams. Kay has a client-centric approach to business, and with her dedicated team of consultants is committed to providing a professional yet personal recruitment service to the London market. Maintaining a large database of loyal skilled temps is the key to our success, ensuring continuity for our clients, one of our ultimate goals.email: kay@morganspencer.co.ukLinkedIn: kayatkinson

Tina Ablitt - Administration Manager Tina joined Morgan Spencer in May 2002. Prior to this she has worked continuously in the service industry for over 20 years.Tina is responsible for operational functions including dealing with suppliers, IT and overseeing the smooth daily running of our fast expanding business.email: tina@morganspencer.co.ukLinkedIn: tinaablitt

Claire Bentley - HR Divisional ManagerClaire has worked within HR for over 7 years with all her previous positions being heavily recruitment-focused. She has recruited for a range of sectors both national and international, including secretarial & administration, specialist staff, senior management, marketing, sales, finance, IT, retail, supply chain and logistics. Understanding my clients’ needs is the key to my success, with a passionate approach to providing an ethical recruitment service to other HR professionals.email: claire@morganspencer.co.ukLinkedIn: clairebentley

Meet The Team...Our team works hard every day to give you the best possible service in temp and permanent recruitment, so we’ve put the team in the spotlight so you can match faces to the names. Oh, and we have two new kids on the block, as well - no, not the 80s and 90s boy-band (although they are still going, by the way) - these are the new kids in the Morgan Spencer office... block! We’ve been joined by Emma Robinson and Louise Girdlestone, two new Recruitment Consultants in the Temps division.

The Social Media Contacts DilemmaWho owns them, your employees or you?

Social media is the Gen X & Y equivalent of the old boy network, or the ‘little black book’. So the question is this; do you have a policy about who owns it, and what can be done with it?

Much has been said in the press about employees’ behaviour in the social media environment, and the effect it has on their work. But very little has been said about the value of the networks

you create while at work.

These days it’s commonplace for PAs to be asked to grow their own personal LinkedIn and Facebook profiles along with other networking sites. Many of these relationships can create

income or save money for the company, so who should benefit from that network if the employee moves on? Should one group of employees be singled out over others (for example

the sales force?) Tell us what you think. Go to the surveys page at www.morganspencer.co.uk to take part, and for every completed survey we’ll donate £1 to Cancer Research UK.

“Companies should have a social network policy”

Definitely agree Not sure I agree OtherSomewhat agree I disagree

(Go to the surveys page at www.morganspencer.co.uk to take part, and for every completed survey we’ll donate £1 to Cancer Research UK.)

Survey: Social Media Ownership

Happy Birthday To Us!Morgan Spencer is 10 years old

Here in the Morgan Spencer office we’re celebrating ten fantastic years of service in the London recruitment industry. And as it’s our birthday, we’re treating ourselves with a special present; our very own HR Recruitment Division.

Synonymous with providing quality recruitment services in the city for 10 years, we thought it was high time we had our own HR Recruitment team (and to be honest the request from our clients helped!)

More information will be released in the coming weeks, and we’ll be scouting for ideas and feedback on how you would like our HR Recruitment service to work. Think of it as due diligence as we finalise exactly what Morgan Spencer HR should and should not represent in its daily undertaking to deliver the best possible service and jobs. Send your thoughts and ideas to info@morganspencer.co.uk. We look forward to hearing from you!

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A recent survey suggest that as many as 79% of candidates think that employer’s recruitment processes are long-winded, and instead of turning them on they have exactly the opposite effect! Almost half of respondents pulled out of the process because they didn’t have any rapport with the interviewer, whilst three quarters lost interest during the interview process. This got us thinking about the fundamental issues our clients should avoid, and whether recruitment processes should be generation-related. For example, Generation Y may prefer a Facebook / LinkedIn ‘apply’ button, whereas Generation X might respond better to a bit more of the human touch. However, regardless of what you do it’s important not to stereotype, because you can bet there will be a 23 year old actuary who thinks like a baby boomer, and a 53 year old trader who tweets regularly!Here are a few process areas to consider;

Job descriptions should sell the job. If all they are is a list of duties and nothing more, then you’re relying on your employer brand and interviewer rapport to land the talent you want. Employer branding and interviewer rapport are emerging skills, and HR needs to do more work in this area.Don’t look for mirror images of your present staff. Unless they have an identical twin then your most-prized team members are unique, so measuring one person against another is a recipe for disaster. It’s skills that matter, and how that person can apply them.Your career site is your talent acquisition touch-point for the masses. Therefore make sure it shouts your employer brand story, has rich media messages, and works with Facebook and LinkedIn ‘register’ and ‘apply’ tools.Interviews are a two-way process. You should have a message that you want to give out to the potential recruit, and then test and seek feedback to see whether that message has been received.

The decision makers in your interview process need to have a clear and fixed agreement on what to test for to be sure that the person matches your needs. At Morgan Spencer we often see up to four line managers, each from a different department and each with conflicting requirements, asked for feedback on a particular candidate. Seeking agreement from people who do different jobs, with different demands, needs, experiences, personalities, and tastes ensures that qualified talent will slip through your process. Life doesn’t work this way and neither should your talent acquisition process.Given that lack of rapport is a significant factor for a large number of respondents, a few thoughts on rapport skills may prove invaluable;

Don’t be too impersonal or standoffish; remember the human factor. Try sending ‘thank you’ letters to all the people you interview. Thank them for their time and attendance and for bringing their skills to your attention and make sure they know your door is open for feedback.Be prepared to hire people you don’t like, and adjust your communication style with others as a result. None of us are perfect and liking or not liking a person in today’s market might be finished as a hiring criteria. It definitely is in high demand, low availability markets.

Is your recruitment process talent-friendly?Position Min. Max. Avg.GeneralistHR Assistant/Administrator £24k £32k £28kHR Officer/Advisor £32k £40k £36kSenior HR Officer £40k £45k £42.5kHR Business Partner/Manager £45k £60K £52.5kSenior HR BP/Manager £60k £80k £70kHR Director £75k £80k £77.5kLearning & DevelopmentL & D Assistant/Administrator £23k £28k £25.5kL & D Officer/Advisor £28k £38k £33kL & D Manager £40k £60k £50kL & D Director £75k+ £75k+ £75k+

Position Min. Max. Avg.Compensations & BenefitsHR Assistant/Administrator £26k £30k £28kHR Officer/Advisor £30k £45k £37.5kHR Business Partner/Manager £45k £60k £52.5kSenior HR BP/Manager £60k £80k £70kHR Director £90k+ £90k+ £90k+RecruitmentResource Asst./Administrator £23k £28k £25.5kResource Officer/Advisor £28k £38k £33kResource Manager £45k £60k £52kHead of Graduate Recruitment £50k £75k £62.5kSenior Resource Manager £60k £75k £67.5k

London HR Salary Trends: Permanent

London HR Salary Trends: Temporary

Position Min. Max. Avg.GeneralistHR Assistant/Administrator £56 £91 £73.5HR Officer/Advisor £77 £105 £91Senior HR Officer £105 £140 £122.5HR Business Partner/Manager £200 £350 £275Senior HR BP/Manager £300 £500 £400HR Director £450+ £450+ £450+Learning & DevelopmentL & D Assistant/Administrator £84 £105 £94.5L & D Officer/Advisor £105 £154 £129.5L & D Manager £200 £350 £275L & D Director £450+ £450+ £450+

Position Min. Max. Avg.Compensations & BenefitsHR Assistant/Administrator £105 £140 £122.5HR Officer/Advisor £140 £210 £175HR Business Partner/Manager £160 £350 £255Senior HR BP/Manager £300 £600 £450HR Director £500+ £500+ £500+RecruitmentResource Asst./Administrator £77 £105 £91Resource Officer/Advisor £154 £315 £234.5Resource Manager £150 £300 £225Head of Graduate Recruitment £275 £450 £362.5Senior Resource Manager £300 £500 £400

The new HR Recruitment Division at Morgan Spencer has a team of experienced Consultants across all HR recruitment disciplines. Our specialist areas are Permanent, Interim and Executive HR jobs and HR

Contract opportunities, including:

HR Directors • HR Business Partners • HR Generalists • ER Specialists • HR Consultants Talent Professionals • Change Specialists • Learning & Development • Training Professionals

Reward Professionals • Resource / Recruitment Professionals

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Position Avg. Max.AdministrationAdministrator Financial Services £11 £15Administrator Legal £11 £12BilingualBilingual Executive Assistant £19 £23Bilingual Secretary £17 £18Business SupportCustomer Service & Telesales £9 £10Data Entry & Post Room £8 £10Event Support £12 £14HR Support £12 £16Marketing Support £12 £16Project / Desk / Research Assistant £10 £14Sales Support £10 £13Executive PAExecutive Assistant £17 £19Personal Assistant £15 £17

Position Avg. Max.Financial Services Secretary SalariesAssistant Secretary Financial Services £12 £14Secretary Financial Services £14 £16Legal Secretary SalariesLegal Secretary £15 £19Assistant Legal Secretary £12 £14Marketing SalariesMarketing Executive £16 £19Marketing Manager £18 £23Office SalariesOffice Assistant £9 £11Office Manager £16 £18Receptionist SalariesReceptionist Legal £13 £15Receptionist Financial Services £10 £12Receptionist & Front of HouseReception Manager £12 £14

London Salary Trends: Temporary

Position Min. Max. Avg.SecretarialBoard-Level EA £40k £55k £48kExecutive Assistant £35k £47k £38kPersonal Assistant £30k £37k £35kTeam Secretary £28k £35k £33kTeam Administrator £23k £27k £25kBi-Lingual Secretary / PA £30k £36k £33kLegal PA £33k £36k £35kLegal Secretary £28k £33k £32kEntry-Level Secretary £18k £22k £20kMarketingMarketing Executive £28k £38k £33kMarketing Assistant £22k £26k £24kHuman ResourcesHR Business Partner £65k £90k £75kHR Manager £55k £70k £60kHR Officer / Advisor £28k £35k £32kHR Assistant / Administrator £23k £28k £25k

Position Min. Max. Avg.AccountsPart Qualified £25k £35k £32kAccounts Assistant £22k £26k £24kLedger Clerk £20k £24k £22kAdministrationTeam Administrator £22k £28k £26kOffice Manager £30k £40k £35kAdministrator £20k £28k £24kData Entry / VDU £18k £24k £20kClerical Assistant £14k £18k £16½kReceptionReception Manager £28k £35k £33kSenior Receptionist £25k £30k £28kReceptionist £18k £25k £22kCustomer ServicesCustomer Services £18k £25k £21½kSales Coordinator £19k £25k £22kHelp Desk Operator £20k £24k £22k

London Salary Trends: PermanentHarvard Business Review took a survey of Gen X and Y students and potential interns, and the complaints which came back are summarised as follows;

Gen Y like you to focus on their potential, not on their past.One size doesn’t fit all - your corporation may be greater than the sum of its parts, but millennial workforces have lots of choice and tend to exercise that choice based upon flexibility and the custom choices they are able to make about their lives.The interview process is too rigid, even when the company is informal. Gen Y is not looking for a return to the 60s, with peace and love for all! What they are saying is that the world has changed, and the process needs to change with it.Gen Y are largely tech savvy, so make sure that you’ve made as much of your website, career site, mobile recruitment site and social recruitment marketing as possible.

Generation X like you to be upfront and clear about your message.Work-life balance is important to Generation X, so make sure your process demonstrates those options loud and clear. We are more mobile, resourceful and experimental as we enter into the Generation X age range than at any point in history, so it’s important to let your potential recruits know they can work, play and grow.

A common thread for both Gen X and Y is that they may no longer be lifers when it comes to their career choices. Their focus could well be on developing their skills rather than working for a single employer. Expect and accommodate the job that permits a 2-3 year stay, and a return in the future with new skills and experiences gathered from a competitor.Here are a few simple comparisons on the thought differences between Gen X & Y:

For more information on Gen X & Y, including their attitudes to rewards, training, work hours, work life balance, loyalty and the meaning of money, plus loads more request a copy of our white paper at info@morganspencer.co.uk.

Gen. X Gen. Y

On Leadership Their leaders must be great, or they will not follow them.

They enjoy collaboration with management

On Value of ExperienceThey want you to show them what you know, and not what you did before.

Your experience is irrelevant; the world is changing, and they want to see how you cope with change.

On Autonomy Give them a direction, and they will get on with it.

Questions, then questions, and then more questions…

On Receiving Feedback They expect quality, well planned feedback.

They like constant and immediate feedback.

technology is changing the application process

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AWR: The Essential GuideMorgan Spencer is ready, willing and able!

Well, it’s finally here; the new Agency Workers Regulations became law on 1st October 2011. A recent survey of HR professionals revealed a number of concerning misconceptions, particularly regarding benefits in kind, bonuses and the role of recruitment agencies. More than half of those surveyed (55%) think that the regulations entitle temporary workers to exactly the same benefits in kind as permanent staff, whilst a third believe they will be eligible for the same bonus arrangements.

To help overcome these misconceptions, we’ve put together this essential guide to support you in your compliance process. AWR can be effectively managed so that the impact doesn’t have to be significant, and Morgan Spencer can work with your organisation to minimise the impact of this legislation, whilst maintaining our supply of high quality staff.

Rights under the Agency Worker Regulations 2010 (“AWR”)

The AWR came into force on 1st October 2011, providing individuals that are classed as agency workers with additional rights. These rights can be split into two categories;

1. those which apply from the first day of an agency workers’ assignment (or 1st October 2011 if they were already on assignment when the regulations came into force),

2. those rights which apply after an agency worker has been engaged with a hirer in the same role for a continuous period of 12 weeks (with some short breaks, or breaks for particular reasons such as illness or maternity, preserving such continuity).

Day One Rights

An agency worker will have a right to access collective facilities and amenities on your site, and to be notified of suitable vacancies within your organisation. The collective facilities and amenities would include canteens, car parks, toilets and changing rooms, crèche facilities, prayer rooms etc. However, this is only to the extent that you would provide them to a directly engaged person undertaking the same job, and you can be excused from providing access to such facilities if you can provide a good, objective reason why you cannot provide such access. With regard to the notification of vacancies, this extends only to suitable vacancies, and can be achieved by posting them in a central location such as a notice board or intranet. Alternatively, you can provide details to us at Morgan Spencer and we’ll circulate them to any agency workers we have supplied.

For many hirers these obligations will not necessitate any changes to your current arrangements, as it is our experience that agency workers are already notified of vacancies and have access to facilities and amenities.

12-week rights

An agency worker will also have rights after they have been working in the same role for the same hirer for 12 weeks. These 12 weeks can be through any agency or a combination of agencies, so it will therefore be important that you advise us if a candidate we supply has worked for you previously

and in what role.

After 12 weeks an agency worker will have a right to receive the same pay and basic working conditions that they would have received had they been engaged directly by you on the first day of their assignment. This is provided that such rates and terms are “ordinarily in force” within your organisation, i.e. formally recorded or the usual custom or practice. This effectively means that Morgan Spencer will need to pay agency workers the same rate you would have paid had you taken them on directly, and provide the same rest breaks, overtime, bonuses and annual leave that would have been applicable.

How will Morgan Spencer be addressing this matter?

Our staff will need to discuss with clients the terms that are ordinarily applicable within your organisation, in order to establish the correct rates and terms to apply to the temporary workers we supply, after they have completed 12 weeks on an assignment. If an assignment is for less than 12 weeks, we don’t need to change anything.

In looking at these terms, it is very important that we make the correct comparison, and in particular we need to establish the role and type of engagement had the agency worker been engaged directly - whether as an employee or worker - and what the applicable rates and terms would have been at the start of their assignment. This exercise may also provide an opportunity to set applicable starter rates, or ensure that recruitment policies are accurate moving forwards.

At Morgan Spencer we believe that the best way to address these issues is to meet with you to discuss and record this information. Alternatively we can provide you with a questionnaire to complete and return to us with details of your requirements. Then we’ll be able to advise what the

applicable rates and conditions will be after 12 weeks on assignment, although in most cases we don’t envisage a significant difference as compared to what we currently offer our agency workers.

Once we have the information from you Morgan Spencer will apply the relevant rates and terms, and deal with any administration with regard to contractual requirements with temporary workers, the monitoring of assignment periods and the application of rights to the individual agency workers. We’ve already re-written our recruitment software to ensure that tracking and monitoring is fully compliant with all new legislation.

We look forward to discussing the best way forward with you, and we’ll be happy to answer any questions you have regarding AWR, our services and how we can best work together to achieve the same high standards you currently receive, whilst minimising any potential liability, costs or administrative burdens.

In the meantime, please feel free to get in touch to discuss AWR or any other aspect of our services. Call Margaret George on (020) 7680 7000, or email mg@morganspencer.co.uk

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