• The current market is challenging and uncertain, with slow growth and the highest inflation rate we’ve seen for over 40 years. 
• Clients and employers are looking for help in navigating this uncertainty and fast-changing labour market. 
• Talent attraction is a major concern for organisations, especially in the digital analyst skills space, where they struggle to compete with other industries. 
• The rise of artificial intelligence is changing the marketplace, creating a need for organisations to pivot quickly to understand new roles and what future new skills may be needed. 
• Flexibility in working arrangements is becoming a significant driver for candidates, with a shift towards remote working options. 
• Support and inclusion in the workplace are crucial factors for candidates when considering job opportunities. 
• The healthcare sector, particularly the NHS, is facing challenges in recruiting and retaining skilled professionals due to the increased demand for services and reliance on international recruitment. 
• Recruiters can help organisations improve the candidate experience, support team cohesion, and provide guidance on job design and market rates for skills. 
• Organisations need to focus on employee benefits beyond salary, such as medical insurance, well-being, and work-life balance. 
• The public sector often struggles to compete for talent with private sector organisations due to pay restraint and limited branding appeal. 
• Employers must consider the overall employment offer including: values, career frameworks, and support for employees. 
• The use of technology, including AI and automation, is impacting industries and reshaping job roles, necessitating a focus on skills development and job design. 
• Recruiters can play a role in helping organisations adapt to technological changes and communicate realistic job expectations to candidates. 
• Misrepresentation or over-promising job opportunities can negatively affect candidates' experiences and retention. 
• Collaboration and strong relationships between employers and recruiters are essential for successfully onboarding and retaining contingent workers in short-term roles. 
• Recruiters can help organisations present attractive employment offers, including benefits and career growth opportunities, to attract top talent. 
• Ethical and transparent practices in recruiting are vital for supporting strong relationships between employers and recruiters. 
• The global market poses challenges in attracting international talent, and recruiters can aid organisations in navigating this space ethically and effectively. 
• The candidate experience and how organisations show that they support and value their employees are critical factors in attracting and retaining the best talent. 
• Recruiters can partner with organisations to understand their needs, help with job design, and find candidates with the right skills for specific roles. 
• Organisations must consider the impact of technological advancements on their industries and workforce, embracing technology to improve processes and services. 

"There is a higher level of expectation, employees are asking 'What can you offer or how are you going to support me as an employer, beyond salary?' That educational point is crucial to us as employers." - Penny Scott-Bayfield, Group Finance Director, Bloomsbury Publishing Plc

"The challenge for us is pivoting with changes in the marketplace. The big one everyone is talking about is AI. We need to pivot, quickly to understand what the new roles will look like, and the skills that go with them, so we can compete in a timely manner" - Dan Ellis, Director of People, Acas

"We're not like any other industry, we're trying to bring people in and in finding the right people, we try to use more benefits. We work hard with recruiters, in specialist areas and must be innovative on where we find people" - Peter Stoll, Director Marsh, Commercial

"There are common themes of it being a bumpy ride that shows how we need to work better together" - Sarah Thewlis, Chair, REC and Managing Director, Thewlis Graham Associates

• A major challenge that some companies are facing is restructuring and downsizing, there is also a scarcity of talent. This leads to a focus on sourcing talent internally. 
• HR Tech is growing rapidly, making processes faster, better, and cheaper- this can create both opportunities and risks for the recruitment industry. 
• AI is transforming millions of jobs, leading to the need for continuous digital upskilling and adaptation in the recruitment sector. 
• ESG (Environmental, Social, and Governance) is becoming a central focus for big clients, and Gen Z talent that demands new ways of working. 
• The UK market is full of opportunities and is seen as a thought leader in EDI (Equality, Diversity, and Inclusion) trends. 
• Technology will never replace human expertise, and companies need to embrace tech while combining it with human intervention to add value. 
• New competitors for recruitment firms include big data providers, internal talent marketplaces, and non-traditional solutions. 
• The UK recruitment market lags the US in some tech developments – but this could be an advantage for the UK to learn from US successes and failures. 
• Strategic relationships and advice is critical in an increasingly competitive and tech-focused market. 
• Small businesses can stay competitive by staying up-to-date with the latest trends, investing in upskilling, and not being complacent. 
• HR Tech investment has been growing, indicating the importance of staying tech-savvy for recruitment firms. 
• AI in recruitment should be carefully used to avoid perpetuating biases and discrimination while improving the hiring process. 
• The UK's geographical advantage allows for testing tech and strategies before implementing them in other global markets. 
• The conversation about navigating trends in recruitment is relevant for both small and large businesses in the sector. 
• The UK's balanced approach to work issues positions it as a thought leader in various aspects of the employment market. 
• Emphasising the value of human expertise is crucial in a tech-driven world, and companies must find ways to integrate technology effectively. 
• Staying close to the C-suite and offering strategic advice is crucial to remain relevant and competitive in the recruitment industry. 

"AI continues to transform millions of jobs. Talking to leaders who can't even map career paths as by the time they're down on paper the jobs have already changed!" - JC Townend CEO, LHH UK&I and President, UK&I, The Adecco Group

“The challenge is big data and big tech, who definitely want to be part of this industry. In each area we're seeing new entrants in the marketplace." - JC Townend CEO, LHH UK&I and President, UK&I, The Adecco Group

“Technology is never going to replace human expertise and that's what we bring to our clients in the market. There's a call to action that the industry needs to continue to invest in people, even through periods of downturn." - JC Townend CEO, LHH UK&I and President, UK&I, The Adecco Group

• We may be less than 18 months away from a general election, discussions with both government and potential government are crucial. 
• The Labour party aims to increase economic growth and sustained business growth to the highest sustainable level in the G7 if they win the next general election. 
• The Green Prosperity Plan to use targeted public sector investment to unlock private capital and stimulate economic growth. 
• Long-term stability and clear plans for taxation and regulations are essential for businesses to thrive. 
• The Labour party emphasises the importance of a modern industrial strategy to provide certainty and support for businesses. 
• Government's role is to provide strategic and stable regulations and support for different sectors and industries. 
• Devolving power to local authorities for skills provision to ensure growth in all parts of the country. 
• Aligning skill and immigration systems to meet Labour market demands and shortages in specific sectors. 
• Collaboration and co-working between businesses and the opposition is crucial for policy development. 
• The Labour party is committed to pro-worker and pro-business policies, recognising different types of work and the need for fair regulations. 
• Labour party views childcare as part of national infrastructure, essential for economic growth and supporting families. 
• Public procurement can be used to support wider goals, like buying more from British firms and supporting small businesses. 
• Labour party aims to use public procurement to help all businesses, regardless of size, grow and benefit the economy. 
• All Labour party plans will be fully costed and funded to ensure deliverability and trust. 
• The Labour party is committed to listening to and collaborating with businesses and workers to inform policy development. 
• Support for early years and childcare is seen as an investment in both people's lives and economic growth. 
• The Labour party acknowledges the importance of businesses in the temporary and flexible work sector and aims to support and protect them. 
• Use of public procurement to support British firms and industries and help small businesses thrive is a priority for the Labour party. 
• Collaboration and co-working with the Labour party and their representatives can help businesses have their voices heard and influence policy decisions. 

“We need to create good jobs in every part of the country. Give power and responsibility to local authorities to ensure they have the right skills locally. We are striving to build a greater partnership between business and government. Levelling up is genuinely at the heart of what the Labour Party want to do. We recognise the need for skills and immigration systems to be more interconnected. Our policy making is informed by listening to those people on the frontline.” - James Murray MP

• The challenges recruiters face from various stakeholders, including investors, clients, and candidates. 
• Macro outlook and labour market sustainability: Investors are concerned about the macroeconomic outlook and the sustainability of resilient Labour markets, impacting the recruitment and staffing sector. 
• Impact of technology on the industry: the panel discusses the cautious view on technology's impact, including generative AI, on profit growth and valuation of recruitment firms. 
• Social partnership and workers' bargaining power: Trade Union representatives will emphasise the tough conditions workers face due to long-term pay stagnation, leading to industrial actions and the importance of fair pay and job security. 
• Employers are always encouraged to consider fair pay, job security, sick pay, and support during family emergencies to enhance worker satisfaction and loyalty. 
• Embracing technology for better service: recruiters must adapt to technological changes, ensuring accessibility, data security, and ethical AI practices while focusing on candidates' and clients' needs. 
• ESG and its impact on the sector: Environmental, Social, and Governance (ESG) considerations are becoming significant factors for investors and clients, pushing recruiters to align with sustainability and social initiatives. 
• Delivering value through ESG commitments: companies' focus on ESG can enhance their value proposition and attract top talent, aligning values with potential employees. 
• ESG challenges for staffing agencies: measuring and implementing ESG initiatives is more challenging for staffing agencies compared to other industries, but it can become a vital financial and investor concern in the future. 
• Government involvement in shaping modern work practices and expectations for companies in terms of fair work and worker well-being. 
• The transition to a greener economy is intrinsically linked to job creation and presents opportunities for recruiters to find candidates for new roles. 
• Recruiters play a vital role in promoting fair recruitment practices to increase EDI within organisations. 
• The Employment and Workers' Rights Bill has stalled, but the Labour Party proposes a new deal for workers' rights and trade union access to workplaces. 
• Recruiters need to ensure compliance and ethical practices in their operations to maintain industry standards. 
• Recruiters should support employers in developing and implementing EDI strategies to attract and retain diverse talent. 
• Temporary workforce may face automation challenges, and as such, recruiters need to adapt to new demands in various sectors. 
• Recruiters can play a role in training and upskilling candidates for the changing job landscape, focusing on both technical and soft skills. 
• Recruiters could help employers navigate labour shortages by finding innovative solutions and adapting to changes in the job market. 
• Technology can streamline and automate recruitment processes, but recruiters should maintain human interactions and consider candidates' preferences. 
• Long-term vision: emphasise the importance of treating workers well as a sustainable business strategy for the long term. Prioritise candidates' and employees' needs to thrive in changing economic conditions. 

“This year workers have had more bargaining power and pay squeeze. Core pay is absolutely vital but elements of job security and a sense of what happens if you can't work also play a key role. There needs to be an extended period of investing in pay and training” - Kate Bell, Assistant General Secretary, TUC

“We need to be aware about the impact technology has on our candidates." - Victoria Short, CEO, Randstad UK&I

''We know temporary labour is a core part of the economy, particularly as a way of flexing the workforce in a period of uncertainty. It's our obligation to help through the right training, access, empathy and ongoing transparency and communication with workers" - Victoria Short, CEO, Randstad UK&I

“ESG is becoming a focus for most investors and at the top of their agenda. But is somewhat harder for the recurrent sector with the focus on EDI offering, staff retention and engagement agenda." - Andy Grobler, Head of Business Services Research, BNP Paribas Exane

• Demystifying EDI: challenging misconceptions around taking action on workplace equality, diversity, and inclusion (EDI). 
• Practical insight: the panellists provide practical insights into developing a meaningful EDI strategy. 
• Three levels of EDI work: the organisation's EDI efforts encompass internal initiatives, member support, and outreach to government bodies and charities to create a more inclusive job market in the UK. 
• Importance of data: building an EDI strategy requires collecting and analysing workforce data to identify gaps and set actionable goals. 
• Tailored strategies: EDI strategies should be bespoke to each organisation's unique needs and challenges. 
• Focus areas: EDI strategies should concentrate on fair delivery of HR processes, improving diverse talent recruitment, and educating the organisation on inclusivity. 
• Involvement of senior leadership: senior leadership buy-in is essential for implementing effective EDI strategies. 
• Learning from experience: the panellists stress the importance of learning from others' good practices and experiences to drive positive change. 
• Challenging assumptions: recruiters should engage in constructive conversations with clients when faced with discriminatory briefs and challenge assumptions to promote inclusivity. 
• Anonymising CVs: one example where anonymising CVs helped a client evaluate candidates based on skill set rather than gender, leading to a more inclusive hiring decision. 
• The increasing prevalence of blind CVs is a positive development. 
• Addressing potential biases in candidate selection, such as a client expressing reluctance to interview candidates based on their gender or other protected characteristics. 
• Demonstrating the benefits of diversity in industries like healthcare and construction, including improved retention. 
• Emphasising the business case for diversity - that diverse organisations tend to be more profitable and innovative. 
• The importance of getting buy-in for diversity initiatives across the entire organisation, not just from HR or EDI leads. 
• Using a project management approach for EDI strategies, including clear ownership, accountability, and delivery dates for action plans. 
• Aligning EDI strategies with broader business objectives and goals. 
• The significance of data in building a case for diversity, showing the social value and impact of diverse hires. 
• Identifying and addressing challenges in EDI strategies, such as biases and barriers faced by recruiters and leaders. 
• Creating a safe space for open and honest conversations about bias to foster understanding and progress in EDI efforts. 

“Building an EDI strategy is not easy, but focusing on why you are doing this, or, why you are not. It’s important to be fully transparent with your staff, treat them like they are protected by the diversity act even if you don't know if they are.” - Julie Dennis,  Head of Inclusive Workplaces Policy, Acas

“Your first step in the EDI process should be led by the data, look internally gather insights and ask your staff what they are looking for and what the culture is. The most successful EDI strategy is set up like a project plan and has clear accountability, goals and deadlines”- Julie Dennis, Head of Inclusive Workplaces Policy, Acas

“If you want to make a change in your organisation it always starts from the top." - Abdul Mozzamdar, Group Social Value Director, Build a Career

“Involving your staff is really important and highlighting lived experience is better than an all-company email about important festivals.” - Abdul Mozzamdar, Group Social Value Director, Build a Career

“Look to your network and ask questions about best EDI practice." - Abdul Mozzamdar, Group Social Value Director, Build a Career

• Avoiding reputational risks for businesses by ensuring compliance along the supply chain. 
• Legal compliance and qualifications: services and support related to legal compliance and qualifications for members. 
• The presence of expert speakers (such as the director of Labour market enforcement and an IR35 expert) adds credibility to the discussion. 
• Risks in supply chain can be particularly high in relation to umbrella companies and payroll issues. 
• Certain sectors, like agriculture, construction, and care, face specific challenges due to the nature of their work and the potential exploitation of workers. 
• Government consultation: the government is aware of issues and is seeking feedback to address non-compliance in the umbrella company market. 
• Regulation of umbrella companies: the consultation explores potential solutions for regulating umbrella companies, including addressing issues like holiday pay and tax avoidance schemes. 
• There is a need for active enforcement to ensure compliance with regulations and prevent exploitation. 
• Modernising legislation to address the changing nature of work and working time provisions. 
• Alongside regulations, the industry itself is encouraged to play an active role in improving practices and ensuring transparency within the supply chain. 
• Importance of knowing and enforcing workers' rights. 
• Emphasising the need for statutory regulation in the industry. 
• Advocating for responsible recruitment principles and compliance. 
• Due diligence when choosing umbrella companies to work with, checking the legitimacy of umbrella companies and suppliers. Encouraging active participation in the consultation process for umbrella company regulations. 
• Payroll auditing and real-time monitoring of payments. 
• Risks associated with exploitation in Labour-shortage sectors. 
• Protecting the reputation of end clients and businesses. 

''The push towards umbrella companies in 2021 was quite dramatic, the main problem is the loss of revenue that these people are taking away from the exchequer.'' - Rebecca Seeley Harris, Independent Employment Status, Off-payroll & IR35 Expert, Re: Legal Consulting Ltd.

''The worker doesn't really have a choice in how they're paid and they don't understand the set up. The loan charge has also been an awful situation for some. You've got to look at how the money is being paid to the worker and part of that, for example, is real time pay-roll auditing'' - Rebecca Seeley Harris, Independent Employment Status, Off-payroll & IR35 Expert, Re: Legal Consulting Ltd.

''Holiday pay is an unfortunate situation, as the legislation is no longer fit for purpose. You're not going to solve this problem by just regulating umbrella companies- it needs to be actively policed. HMRC needs to step in on things like holiday pay in much the same way they do on National Minimum Wage” - Rebecca Seeley Harris, Independent Employment Status, Off-payroll & IR35 Expert, Re:Legal Consulting Ltd.

"Government is aware of the issues that are applying with workers rights, the tax and fraudulent behaviour, but my worry about regulations is they take so long to work their way through the system that they end up dealing with old problems. For example, as soon as you say ‘this is the definition of an umbrella company’ you'll find clever people who are able to slide around that definition. Of course, there should be statutory regulation, but this is only part of the solution. It would be better to focus regulations on the harms rather than the means, such as how to avoid exploitation of workers and ensure there is transparency around who is responsible for what.” Margaret Beels, OBE Director of Labour Market Enforcement, BEIS

“Regulators need messages coming from recruitment businesses on what you think would work best in your space - it’s important to look at the risks to your business.” - Margaret Beels OBE, Director of Labour Market Enforcement, BEIS

"A strong message here is that everyone in the supply chain has some responsibility to look at their relationship with everyone they are interacting with" - Lorraine Laryea, Chief Standards Officer, REC

• Climate action and the transition to a net-zero. 
• A key pillar of this transition is ensuring the current and future workforce is equipped with the necessary skills for adaptation. 
• Leadership is crucial in empowering employees to contribute effectively to climate action. 
• Embedding green skills across the organisation involves redesigning jobs and integrating sustainability into strategies and systems. 
• Inclusivity is essential, as certain groups, like women and ethnic minorities, may be at higher risk during transitions. 
• The shift to net-zero will impact various sectors, from technical roles like construction and manufacturing to less hands-on positions like financial services and public affairs. 
• Candidates' expectations have changed post-pandemic, with increasing interest in environmentally sustainable workplaces. 
• Green credentials are becoming a significant factor for candidates when choosing an employer. 
• The transition requires upskilling and reskilling the workforce to ensure a smooth shift to greener roles and avoid leaving people behind. 
• Hybrid working and recycling initiatives are commonly discussed approaches to achieving sustainability goals. 
• Recruiters and employers are interested in corporate social responsibility and investment in green initiatives within the UK, as it demonstrates a company's genuine care for environmental issues. 
• Candidates are increasingly looking for companies that are actively involved in green initiatives rather than just making empty claims. 
• Millennials and younger generations are more willing to take a pay cut or change jobs to work for companies that align with their values and contribute to solving environmental challenges. 
• Board members and C-suite executives often do not fully understand the short, medium, and long-term risks of not acting on climate change. 
• The cultural aspect of businesses needs to shift towards recognising the interconnectedness of the economy with the environment to drive real change. 
• Companies need to map out the regulatory landscape and prepare for mandatory climate-related financial disclosure reporting and other climate-focused regulations. 
• Businesses should invest in developing their workforce's skills to navigate the challenges posed by climate change and transition to a more sustainable future. 
• Government policy should focus on making public transport more financially accessible and environmentally friendly to reduce emissions and support the workforce's ability to commute sustainably. 
• Encouraging leaders to take climate change seriously requires mapping out the relevant issues for their business, understanding stakeholders' demands, and finding quick wins to get started on their Net Zero journey. 
• SMEs can make meaningful impacts by starting with achievable, material changes and fostering a mindset shift toward sustainability among employees and leadership. 

“Research has shown that, particularly amongst millennials, people are willing to take a pay cut to work somewhere that addresses climate anxiety.” - Gudrun Cartwright, Climate Action Director, Business In The Community

“The parts of the country that need support in being industrialised, are also where there is less job security.”  - Gudrun Cartwright, Climate Action Director, Business In The Community

"I would like the government to make it easier for people to be able to invest in their current and developing workforce." - Gudrun Cartwright, Climate Action Director, Business in the community

"Leadership should offer opportunities for upskilling and reskilling.” - Anna Kelly, Senior Consultant – Policy, Public Affairs & Strategic Communications, Murray McIntosh

“Public transport is both net zero and labour market related but the problem with public transport is the cost, it needs to be more financially accessible and viable." - Anna Kelly, Senior Consultant – Policy, Public Affairs & Strategic Communications, Murray McIntosh

• The private sector is important for growth and for funding wage increases and public services. 
• Government's current focus is on supporting businesses for the growth of the UK economy - private enterprise drives growth and prosperity. 
• The government is currently faced with somewhat limited room for manoeuvre due to the cost of living crisis and pandemic spending. 
• It’s possible to drive productivity and prosperity through economic levers. 
• The recruitment sector plays a critical role in driving growth and prosperity. 
• Labour shortages and demographic changes are impacting the UK workforce. 
• Strategies to address shortages include: skills development, immigration, and back-to-work support. 
• Government's commitment to reforming the apprenticeship levy to support businesses effectively. 
• The importance of ongoing discussions with the business community to find practical solutions. 
• Encouraging a flexible labour market to attract workers and meet individual and employer needs. 
• Recognising the value of temporary workers and the vital role they play in the economy. 
• Supporting workplace attractiveness and encouraging more people back into the workforce. 
• Focus on a stable legal framework and avoiding unnecessary instability for businesses. 
• Listening to feedback and making sensible tweaks and changes based on business needs. 
• Competition is important to maintain consumer choice and a flexible labour market. 
• There is a need for positive discussions with other government departments, like the Department of Health, to address industry concerns. 

"Every business and organisation knows people are its strongest asset” - Kevin Hollinrake MP, Minister for Enterprise, Markets & Small Business 

“There are 8.7 million people of working age in the UK that are economically inactive so we’re working on bringing them back into the workplace.” - Kevin Hollinrake MP, Minister for Enterprise, Markets & Small Business 

“When it comes to the skills agenda, we recognise that it is the employers, not Government, who are best placed to judge the skills gaps and the skills needed, and we’re listening.” - Kevin Hollinrake MP, Minister for Enterprise, Markets & Small Business 

“We recognise that the employment sector is different now that we've left the European Union. The UK’s flexible labour market is one of the reasons we're attracting so much interest and investment.” - Kevin Hollinrake MP, Minister for Enterprise, Markets & Small Business

• There is uncertainty in the economy due to rising interest rates and inflation, which can impact business decisions and hiring strategies. 
• Austerity policies are having a noticeable impact on living standards.  
• Labour market tightness: The current Labour market is described as a "seller's market" for labour, with candidates in a strong position due to demand and low unemployment. 
• The softening labour market has led to a shift in hiring needs, with some sectors facing layoffs while others are experiencing Labour shortages. 
• The focus on productivity improvement and investment in technology could be a potential solution to labour market challenges. 
• The potential impact of future government policies on the economy and labour market is discussed, particularly in relation to tax cuts and fiscal strategies. 
• There is a distinction between secular (long-term) and cyclical (short-term) growth. There needs to be an emphasis on the need for sustainable, productive growth. 
• Upskilling and investing in the workforce to drive productivity and better living standards will be a key part of improving retention and improving quality of life of the UK workforce. 
• The impact of inflation on pay rises and living standards, suggests a need for strategies to manage costs for both employers and employees. 
• Overall, the discussion emphasises the importance of sustainable growth strategies and policies that can benefit both businesses and individuals in the Labour market. 
• Problems in the modern workplace are becoming more complex, highlighting the need for individuals with strong analytical and critical thinking skills who will be able to solve them. 
• The Bank of England's recommendation for pay restraint is discussed, indicating potential implications for salary negotiations and employee expectations. 
• Employers may need to adjust compensation to attract talent, looking to market forces to influence their decisions on pay. 
• Recruiters and employers are interested in understanding the government's economic strategy to gauge potential business opportunities and challenges. 
• Government needs to bring in private sector expertise to improve governmental decision-making in investment strategies. 
• There is a lot of potential in focusing on basic improvements to productivity, employers should consider skills training and development for their workforce. 
• Andy’s book "Rigged," sheds light on the UK regulatory system and the banking scandal. Employers may find this relevant when dealing with financial services professionals and compliance matters. 
• There needs to be more attention brought to the ethics and transparency in the financial industry. There are currently challenges of whistleblowing vs the potential miscarriages of justice.  
• Accountability is an essential component in the financial system, and recruiters and employers should prioritise this quality in their business dealings.

“The last 14 years have been expectational in terms of interest rates, but now we’re going through a period of adjustment some of the consequences may take us by surprise. Household finances will suffer more from the bounce back with a deep impact on mortgage prices." - Andy Verity, Economics Correspondent, BBC 

"We should reflect on standards of living as that’s what matters to your members, firms and individuals. It’s not just about economic growth- public finances are improving, personal finances are deteriorating – what's the balance?" - Andy Verity, Economics Correspondent, BBC 

"The government needs to listen to the private sector to really understand what position could be taken." - Andy Verity, Economics correspondent, BBC

• Collaboration is essential for success in the current marketplace: there is a growing sentiment for working better, together. 
• The focus on short-term targets and performance may hinder recognising individuals with medium to long-term talents who could contribute significantly once they overcome initial barriers of entry into work. 
• More collaboration with employability sectors will help recruiters better understand employer requirements and prepare candidates for sustainable longer-term employment. 
• Encouraging employers to be flexible and accommodating to candidates who may need workplace adjustments or support can create opportunities for previously excluded individuals. 
• The recruitment industry needs to adapt to the changing times, moving away from traditional metrics like call volumes and focusing more on building meaningful relationships with clients and candidates. 
• Hybrid working arrangements are gaining popularity, and trust is crucial in allowing employees to work in ways that suit them best, increasing productivity and retention. 
• Consultants need to shift their approach to become true consultants, considering clients' long-term workforce needs rather than just filling immediate job roles. 
• Building trust with clients is vital, and being a reliable consultancy that adds value and solves workforce challenges fosters strong relationships. 
• The industry seeks collaboration, innovation, and teamwork from highly motivated individuals to drive success. 
• Balancing short-term goals with long-term objectives is essential to achieving sustainable growth in the recruitment sector. 
• We’re in a pivotal moment in the economy: and current economic prospects and the global environment will especially impact the recruitment industry. 
• It’s good to see that the labour market is significantly influencing government thinking and policy, highlighting the how crucial recruiters are in addressing labour market challenges. 
• The recruitment industry is a substantial contributor to the UK economy, putting millions of people into work, both permanent and temporary roles every year. 
• There has been plenty of successful collaborations between recruiters and employability providers:  such as the restart scheme, aimed at supporting the medium to long-term unemployed. 
• The recruitment industry has significantly professionalised over time, gaining recognition as a key player in the economy. 
• There are still frustrations and challenges around issues of candidate communication, reputation of recruiters, and the impact of legislative changes on the recruitment process. 
• It’s important to understand client needs and how we, as recruiters can add value to clients: The panel emphasises the importance of understanding client needs and providing innovative solutions to address talent shortages and future workforce demands. 
• There is a need for recruiters to improve their reputation through ethical practices, including diversity, equity, and inclusion initiatives. 
• Advocating for the industry: there's a call for the industry to advocate for itself more effectively and showcase the positive impact of recruitment services. 
• Challenging public perceptions: the recruitment industry needs to challenge negative public perceptions and focus on showcasing the value recruiters bring to employers and job seekers. 

“We've seen a tremendous improvement in professionalising, where many of the larger players in the industry are listed industries. The government certainly listens to listed industries.” - Albert Ellis, Group Chief Executive, Staffline Group plc 

“Given the cost-of-living crisis, the challenge is how to retain people and help them overcome their personal challenges whilst having a strong balance sheet, considering the current economy.” - Albert Ellis, Group Chief Executive, Staffline Group plc

“We’ve brought 1200 people into work via the restart programme with our partnership with the REC!” - Gareth Parry, Programme Director - Employability Division, Maximus UK

"The marketplace is driving us to put pressure on achieving targets, performance and outcomes. I think that drives people re-entering employment away- the short terms pressure we're under doesn't give those people a chance." - Gareth Parry, Programme Director - Employability Division, Maximus UK

“We need to encourage employers to be slightly more flexible with new hires.” - Gareth Parry, Programme Director - Employability Division, Maximus UK

It’s harder to find talent now. We need to be able to innovate and partner much more with our customers to find the sort of solutions they are looking for, especially around ED&I.” - Doug Rode, Managing Director UK&I, PageGroup

“Our profession is more accessible as compared to other professional services and so we're able to mirror our customers more. We should encourage diversity, professional development and welcome more people into the recruitment industry” - Doug Rode, Managing Director, UK&I PageGroup

“According to a survey, 79% of candidates don’t hear back when they’ve applied for a role. This is an issue that is so easy to fix! We put candidates through such a rigorous process to provide top talent to our clients, surely we have to at least keep everyone informed in the process." - Carmen Watson, Chairperson, Pertemps Network Group Limited

“It’s people first- but we can’t ignore developing technology in the industry. - Carmen Watson, Chairperson, Pertemps Network Group Limited

“Level of service matters, consistency in our service is crucial. “There’s a real sense of opportunity here, that we’re central to the changes.” - Kate Shoesmith, Deputy CEO, REC

• Public Sector Procurement: how recruiters and the government can collaborate for effective public sector procurement. 
• The challenges recruiters face in the public sector and exploring opportunities for improvement. 
• The panel recognised Government's efforts in engaging with the recruitment sector through pre-market consultations. However, there were some concerns about whether the government truly listens to the feedback and implements suggestions from the recruitment sector. 
• There is some hope in the NHS Workforce plan and its goals for resolving workforce gaps and reducing waiting lists. 
• Recruiters can position themselves as partners to the government for sustainable procurement solutions. 
• Operating without checks has led to escalated bank rates and increased agency pay rates in certain regions. 
• Enforcing agency price caps through the recruitment industry and can have effect in different staff groups and regions. However, bank staff should not be exempt from price caps and there could be some impact on overall NHS spending. 
• There needs to be a balanced approach with permanent, temporary, and contingent labour solutions to address workforce challenges. 
• Collaboration and professionalism in the recruitment industry will be crucial in overcoming the upcoming challenges we all face and to supporting the healthcare system effectively. 
• Market forces are driving changes in pay rates, particularly for agency workers. 
• Some independent bank providers are aggressively reducing their rates, leading to speculation about underlying reasons. 
• The politicisation of temporary staff may lead to decisions that don't consider the full cost of employment. 
• The attractiveness of working in the NHS is being impacted by global competition and migration opportunities. 
• Retaining the existing workforce should be a priority for the NHS, given the long-term workforce gap. 
• Reduction of framework activity has been a recent focus, and NHS trusts are partnering with agencies to address this. 
• Collaboration with larger providers can benefit smaller agencies in securing NHS contracts. 
• Smaller agencies should prioritise compliance and customer service to build sustainable businesses. 
• As a collective, recruiters should focus on important points rather than diluting their impact with excessive noise and criticism. Collaboration can lead to a stronger collective influence on policy changes. 

“Locally, we’re starting to see more listening from frameworks in procurement, to a degree, but only where it suits their agendas at this stage. At least they are starting to acknowledge the underlying problems that sit around the volume of healthcare workers." - Gary Taylor, CEO (Health & Social Care Staffing), HCRG

"We need government to see us as the solution, I think to the same degree, we need our industry as a whole to act like the solution." - Gary Taylor, CEO (Health & Social Care Staffing), HCRG

"Not reflecting the pay award changes in the caps is a problem, particularly at the lower end of the spectrum where it’s potentially going to make smaller members unviable." - Gary Taylor, CEO (Health & Social Care Staffing), HCRG

“I still feel that the NHS can still wear a badge with honour and pride to its workforce.” - Gary Taylor, CEO, (Health & Social Care Staffing) HCRG

“I was surprised at some of the sharp practices that you can observe of people trying to cut corners. People have to look themselves in the mirror and think: are we acting in a way that is sustainable going forward?” - Mark Underwood, Chief Operating Officer, Acacium Group

“It is increasingly more attractive for healthcare professionals to go and work in other places in the world over working here in the NHS.” - Mark Underwood, Chief Operating Officer, Acacium Group

“There are just under 6 million people working in the public sector and that means it's such a key resource that the sector can’t ignore. Even during the crisis, the recruitment industry was complimented by the NHS for supporting during COVID. Everyone is really singing from the same hymn sheet around working with the NHS to make sure procurement works” - Bunmi Adefuye, Legal Advice Manager, REC

• Attracting and building the next generation of consultants in the recruitment sector. 
• The industry is experiencing high demand for recruitment services, and candidates have more choices, making it a candidate-driven market. 
• The COVID pandemic has created opportunities for the recruitment sector, such as changed attitudes towards work, increased demand for remote and flexible working, and a focus on future-oriented and long-term careers. 
• The recruitment industry faces challenges in attracting younger talent, mainly due to lack of awareness and limited exposure to recruitment as a career option. 
• To attract and retain driven and confident staff, smaller organisations should focus on creating structured career paths, professional development, and transparent promotion criteria. 
• We have the opportunity to promote the uniqueness of the recruitment sector: To differentiate themselves, recruitment businesses can highlight the distinct opportunities, challenges, and benefits of working in their specific sector within recruitment. 
• The industry should tap into the huge potential of older workers who may be career-changing, seeking flexible work options, and are already experienced professionals. 
• Small businesses should prioritise providing proper training and development opportunities to help new hires progress in their careers within the organisation. 
• Smaller organisations can consider hiring apprentices, committing to offer a structured career path, and benefiting from their investment in the long term. 
• Engaging and leveraging relationships with schools, colleges, universities and general educational institutions can help promote the recruitment sector as a viable career option and expose young talent to the opportunities available within the industry.  
• There are key strategies smaller organisations can deploy to attract and retain talent better such as apprenticeship routes, engaging with colleges and schools for early recruitment, considering the potential benefits of adopting a structured and accredited career path, similar to the CIPD model. 
• It's so important to honestly clarify your brand as an employer so as to attract the right candidates for the right role. 
• Evidence-based recruiting: Encourages using evidence-based recruiting, including psychometrics, to assess candidates' abilities and behaviours. 
• Recruitment of experienced professionals: methods to attract professionals over 45 and those making career changes later in life. 
• The benefits of investing in professional development and retraining for existing and returning employees is greater retention and return on investment with more productive workers 
• Flexible work arrangements can also attract and retain diverse talent. 
• The right employee support must be provided to help in adapt to new recruitment technologies. 
• Cultural diversity encourages fostering a culture that accommodates diverse talent and motivates different employees at different stages of their lives. 

“We, as an industry, need to foster the talent we already have, both younger and more senior people.” - Alison Humphries, NED & Business Mentor, Recruitment Leadership Ltd.

“A big proponent of staff retention is structured learning and development. It’s important to define and maintain a transparent structured career path: what leads to a promotion and what practically happens when you get a promotion (change in title, compensation, responsibilities etc).” - Alison Humphries, NED & Business Mentor, Recruitment Leadership Ltd.

“We need to practice evidence-based hiring, with a clear description of exactly what the client is looking for and candidates with comprehensive references; not going with gut feelings alone” - Alison Humphries NED & Business Mentor, Recruitment Leadership Ltd.

“A recurring key theme that draws young people into the jobs market is work life balance. Especially after the pandemic, we need the flexibility of working from home and not necessarily working the standard nine-to-five, five-days-a-week contract.” - John Thornhill, Chief Executive, LTE Group

"There's an appetite for upskilling and progression in every industry." - - John Thornhill, Chief Executive, LTE Group

Small businesses should support candidates and invest in their development; to offset the risks of losing these skills, they can require employees to stay with the company for a certain time period to retain this talent.” - John Thornhill, Chief Executive, LTE Group

“The thinking at the REC is about how to professionalise the sector more. Looking at that professional pathway and making that career progression clear, attainable and actively attractive to employees at every stage in their career.” - Adam Bolton, Director of Member Services, REC

• The importance and impact of technology on the recruitment industry and recruiters, individually. 
• Advancements in AI and ChatGPT (language models) are major technologies currently making headlines in the recruitment sector. 
• Adopting technology should focus on solving business problems and creating opportunities, not just following trends. 
• Recruiters should prioritise improving the candidate experience through technology, ensuring efficient and effective interactions. 
• Technology enables better connectivity, like virtual meetings and remote work, providing benefits in client and candidate interactions. 
• While technology can improve efficiency, it's essential to maintain a balance with the quality of service and candidate experience. 
• Technology can aid in sourcing diverse candidates, improving recruitment efforts to meet the needs of a diverse talent pool and contributing to better EDI practices. 
• Trustworthy AI: emphasising the use of trustworthy AI tools and understanding the risks and questions to ask while adopting AI in the recruitment process. 
• Recruiters must be cautious about potential biases and discrimination in AI-based decision-making processes, such as discriminatory advertising or candidate filtering. 
• While adopting AI in the recruitment process, trustworthiness of AI tools needs to be measured and an understanding of the risks must be calculated. 
• AI can be used to write less biased job adverts and make fairer decisions, highlighting the potential benefits of technology when used thoughtfully. 
• The emergence of AI-powered tools like ChatGPT and others is changing the recruitment landscape, allowing candidates to improve their application quality and success rates. 
• Democratising influence: these AI tools are democratising the hiring process, levelling the playing field for candidates and reducing the advantage once held by larger companies, and democratising the hiring process with more resources. 
• Understanding the black box: recruiters must work to understand how AI tools function, what they prioritise, and how they get to their results to ensure fair and effective usage. 
• AI tools are now providing citations and references, offering greater transparency about the source of content and information. 
• Recruiters need to be cautious about potential bias in AI systems and should inquire about steps taken to address bias, ensuring compliance with legal and ethical standards. 
• Without only focussing on the shiny new tech- organisations should also put some focus on optimising and leveraging existing technology to improve efficiency and decision-making. 
• The importance of data quality is key and businesses should ensure data is accurate, complete, and well-managed to be able to glean meaningful insights. 
• Organisations must comply with proposed AI principles, such as safety, transparency, explain-ability, fairness, and accountability. 
• Impact on Individuals: When AI is involved in decision-making about individuals' careers, transparency, fairness, and contestability become crucial. 
• Learning from the banking industry illustrates how technology can revolutionise a sector, improving accessibility and customer experiences. 
• The dynamics and the potential impact of AI tools on both recruiters and candidates are changing so the industry, and individual businesses, must stay on top of it. 
• To find out how to seamlessly integrate tech into your recruitment business take a look at our latest report Tech-enabled humanity; Your recruitment business and the tech revolution.

“Think about what you actually want to use the technology to achieve before you start, it’s only useful if it serves a purpose. There may be different tools that are useful at different stages.” - Felicity Burch, Executive Director, Centre for Data Ethics and Innovation

“Recruiters need to go into it with their eyes open as there are business risks. In this industry that could be a bias that some AI brings in – we've all seen the examples such as Amazon where machine learning was screening out women (which they obviously stopped when it became apparent).” - Felicity Burch, Executive Director, Centre for Data Ethics and Innovation

“Efficiency, scale and consistency of experience can lead to business cost reduction opportunities.”

“If you’ve not procured an AI tool it’s hard to know the right questions to ask for many recruiters. Technology is more and more complicated and often needs external reassurance, consider the value and effectiveness of the tool and how will it interact with your human processes and meet your values.” - Felicity Burch, Executive Director, Centre for Data Ethics and Innovation

“Going through the GDPR process you’ll have understood the value of your data as an asset which is a great starting point.” - Felicity Burch, Executive Director, Centre for Data Ethics and Innovation

“Government has recently proposed a number of principles around the use of AI. Around transparency and security and the use of technology to influence people’s lives.” - Felicity Burch, Executive Director, Centre for Data Ethics and Innovation

“To some extent, we’re all already robot whisperers, it’s just become normal use of technology, but now the nature of that technology and the job is changing. It’s more about how those tasks get done and understanding what’s out there to help us improve efficiencies.” - Shazia Ejaz, Director of Campaigns and Insight, REC

“There are no data quantity problems, but there are data quality problems. Data-led decisions will only be as good as the most of your data and you have to have the processes and behaviours that underpin it. You have to be clear on how you manage and control your data.” - Chris McKibbin, Managing Consultant, MH&A

“There are great examples of where technology has made life better for people. Donation Genie is a great example – simple technology that matches demand and needs to help local food banks.” - Chris McKibbin, Managing Consultant, MH&A

“Technology is a factor in all our lives. Not every recruiter has to be a robot whisperer but well integrated technology can offer new opportunities” - Tim Styles, Technology Advisor/Strategist, Jump Advisory Group

“Opportunity in recruitment to move businesses from customer service to being customer centric. Technology can give the opportunity to bring ‘A teams’ together and allow teams to meet more candidates than ever through video tech” - Tim Styles, Technology Advisor/Strategist, Jump Advisory Group

“When you’re looking at how to use technology in recruitment look at what technology you already have – are you using it as effectively as you could be? Office productivity suite for example can offer functionality for NPS processes." - Tim Styles, Technology Advisor/Strategist, Jump Advisory Group

“Sheer number of vending management systems many recruiters need to interact with can pose complexity. I’ve seen relatively simple automation assist with some of the processes” - Tim Styles, Technology Advisor/Strategist, Jump Advisory Group

“Ultimately technology is great, there are so many opportunities and it’s about how we utilise it” - Shazia Ejaz, Director of Campaigns and Insight, REC

• Nisha Katona shares her inspiring entrepreneurial journey of transitioning from a barrister to building a successful business, Mowgli Street Food. 
• Purpose-driven business: the focus of Mowgli Street Food is to run a business with people at its heart and a clear purpose of enriching lives in the cities it operates. 
• Employee well-being: Nisha emphasises the importance of creating a workplace that nourishes and fulfils its employees, leading to happy servers and great service. 
• Community sense: Mowgli's emphasis on community extends not only to its workforce, but also to customers who experience a warm, welcoming environment akin to visiting someone's living room. 
• Employee growth opportunities: employees at Mowgli have clear trajectories for advancement, empowering them to progress in their careers within the company. 
• Employee perks: Mowgli provides its employees with benefits such as time off for special occasions like birthdays, Christmas, and New Year's Day, as well as unique experiences like trips to India. 
• Social impact: Mowgli has a strong focus on giving back to the community, with each restaurant supporting a house charity and actively participating in charitable activities. 
• Balancing purpose and commercial success: Nisha's vision of creating a business with purpose allowed (and still allows) Mowgli to navigate challenges like the COVID-19 pandemic with enough headroom to minimise the need for harsh commercial decisions. 
• Employee satisfaction and recognition: Mowgli's approach to creating a nourishing work environment is evident in its being recognised as one of the top 10 best big businesses to work for, with high employee satisfaction and positive reviews on platforms like Glassdoor. 
• Nisha believes her role as CEO includes protecting and promoting the emotional well-being of employees, fostering a culture of purpose and fulfilment in the workplace and she always walks the walk by demonstrating sincere emotional concern for employees during challenging times. 
• Effective crisis management by supporting employees before mandatory closures were imposed, Nisha preserved jobs and paid employees in full during the shutdown period. 
• Made bold decisions with confidence and reassured employees during uncertainty. 
• Emphasised the importance of building a business with resilience to handle unforeseen events. 
• Visionary leadership and proactive risk management are key pillars in successfully managing a business. 
• Leaders need a collaborative and transparent working style and culture to empower employees to perform their best in the business. 
• Recognised the value of diverse leadership and the impact of being a female founder and CEO in the hospitality industry. 
• Adapted to challenges and lack of prior experience in the industry by building the business uniquely. 
• Prioritised building a business that aligns with personal values and purpose, focusing on steady and meaningful growth. 

"What is so great about the jobs we have, is that we create jobs for other people, and that gives you purpose. It’s so important to have a sense of focus and purpose in what you do, your working life has got to feed your soul and you need your team to feel the flame that burns in you." - Nisha Katona, CEO & Executive, Chef Mowgli Street Food

“One purpose of our business is to create a nucleus in the city where people feel purposeful, nourishment and fulfilment" - Nisha Katona, CEO & Executive, Chef Mowgli Street Food

“In all our employment we look for grace, intelligence and graft.” - Nisha Katona, CEO & Executive, Chef Mowgli Street Food

“When people feel safe, loved, respected and looked after, there's no limit to what they can achieve” - Nisha Katona, CEO & Executive, Chef Mowgli Street Food

"Once people are hired into the business and feel nurtured, they feel capable of anything" - Nisha Katona, CEO & Executive, Chef Mowgli Street Food