jhrecruitment

Why 70% of Professionals in Leeds Feel Underpaid

Thu, 26 Mar 2026 11:06:09 GMT

Pay remains one of the most powerful signals of how valued people feel in their work. While salary is rarely the only factor influencing career decisions, it continues to shape how professionals assess their role, their employer and their career prospects.

Recent findings from The Holdsworth Index , a workforce insight report produced by Jo Holdsworth Recruitment, offer a clear snapshot of how professionals across Leeds and West Yorkshire currently feel about pay and reward. One of the most striking findings is that over 70% of respondents say they feel underpaid in their current role .

At first glance, this statistic may appear concerning. However, the insight reveals something more nuanced about how professionals evaluate their careers today. Pay dissatisfaction is often connected to wider themes such as fairness, transparency and progression rather than salary alone.

Understanding these perceptions is important for both employers looking to attract and retain talent, and professionals assessing their own career direction.

Pay Is More Than Just a Number

For many professionals, pay represents far more than a monthly salary. It acts as a signal of recognition, fairness and trust within an organisation.

The responses gathered in the Holdsworth Index suggest that when employees feel their pay does not reflect their responsibilities, experience or contribution, it can influence motivation and engagement over time. In some cases, it also shapes how individuals view their long-term future with their employer.

Importantly, feeling underpaid does not always mean that someone’s salary is significantly below market level. In many cases, the perception is shaped by questions such as:

How transparent salary decisions are within the organisation
Whether progression pathways are clear and achievable
How pay compares with similar roles in the wider market
Whether contributions and performance are recognised

When these elements feel unclear or inconsistent, employees may begin to reassess their position even if they are otherwise happy in their role.

Differences in Experience Across the Workforce

The report also highlights that perceptions around pay can vary across different groups within the workforce.

Within the survey sample, 78% of women reported feeling underpaid compared with 62% of men .

This finding does not attempt to explain the causes behind this difference. However, it does highlight that pay is experienced differently across the workforce and that perceptions of fairness can vary depending on individual circumstances and career journeys.

For employers, this reinforces the importance of reviewing pay structures regularly and ensuring that salary decisions feel clear, consistent and well communicated across teams.

The Salary Band Where Frustration Is Highest

Another important theme emerging from the report centres on professionals earning between £30,000 and £40,000.

This group appears consistently across the findings as the most dissatisfied with their pay and the most open to exploring new opportunities. Many respondents within this salary band indicated that they expect a pay increase within the next twelve months and may consider a move if their situation does not change.

This stage of a career often coincides with growing responsibilities and expectations around progression. Professionals may feel they have developed significant experience but are still waiting to see clear advancement or recognition reflected in their salary.

For employers, this group represents a critical segment of the workforce. They are often experienced enough to make a meaningful contribution to teams, yet early enough in their careers to be highly motivated by progression opportunities.

When progression pathways or salary growth feel unclear, frustration can naturally increase.

The Role of Salary Transparency

One of the most consistent themes throughout the Holdsworth Index is the importance of salary transparency.

Across all demographic groups, openness around pay strongly influences how people perceive their employer. Many respondents indicated that a lack of transparency around salary decisions can raise questions about fairness even when the pay itself appears broadly competitive.

Salary transparency does not necessarily mean sharing every detail of an organisation’s pay structure. However, it often involves clear communication around:

Salary ranges within roles
Criteria for pay increases or promotions
How performance and progression influence reward

When these factors are communicated openly, it can strengthen trust and reduce uncertainty.

Why Pay Influences Retention

The findings suggest that salary dissatisfaction is rarely the sole reason someone decides to leave a role. However, it can contribute to a broader reassessment of whether an organisation offers the right long-term opportunities.

When professionals feel recognised, supported and able to progress, they are often more willing to remain engaged even if salary growth takes time. Conversely, when pay concerns are combined with unclear progression or limited development opportunities, individuals may become more open to exploring the wider market.

For employers, this highlights the importance of viewing pay as part of a wider employee experience rather than a standalone factor.

How Professionals Can Assess Their Own Situation

For professionals who feel uncertain about whether they are fairly paid, it can be helpful to step back and consider a broader set of questions.

For example:

How does your salary compare with similar roles across the local market?
Do you understand how pay decisions are made within your organisation?
Are there clear opportunities for progression or salary development?
Are your responsibilities aligned with your current level of pay?

Speaking with a recruiter who understands the local market can also offer valuable perspective. Many professionals find that gaining insight into comparable roles, salaries and career paths helps them make more informed decisions about their next step.

A Changing Conversation Around Pay

The Leeds and West Yorkshire job market remains active and resilient. At the same time, expectations around work are evolving.

The findings from the Holdsworth Index suggest that professionals remain ambitious and motivated. However, they are also becoming more thoughtful and selective about what they expect from employers. Pay, fairness, flexibility and progression are increasingly interconnected factors that influence how people assess their careers.

For employers, responding to these expectations does not always require dramatic changes. Often, thoughtful communication, transparent reward structures and clear development pathways can make a meaningful difference.

Want to See the Full Findings?

This article explores just one insight from The Holdsworth Index, Jo Holdsworth Recruitment’s latest report on workforce priorities across Leeds and West Yorkshire.

The full report also explores:

Hybrid and flexible working expectations
Career confidence across different age groups
How professionals are searching for new roles
The skills employees most want to develop
What influences trust and retention in the workplace

If you would like a copy of the report or would like to discuss what the findings could mean for your organisation or career plans, our team would be happy to share the insight.

At Jo Holdsworth Recruitment, we speak with employers and professionals across the region every day. These conversations give us a clear understanding of how expectations around pay, progression and flexibility are evolving.

To request a copy of The Holdsworth Index or discuss the findings with one of our consultants, please get in touch with the team. We would be delighted to share the report and talk through the insights in more detail.

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Davina Cooke

Director Executive Search

Temporary vs. Permanent Hiring: Which Is Right for Your 2026 Plans?

Thu, 19 Mar 2026 16:34:29 GMT

Recruitment advice for employers across Leeds and West Yorkshire

As 2026 gets underway, many organisations across Leeds and West Yorkshire are reviewing how their teams are structured and where new talent will make the biggest impact. After years of uncertainty and shifting employment trends, one question keeps coming up - when should you hire permanently, and when is a temporary solution the smarter move?

Whether you're expanding, stabilising or adapting, the choice between temporary and permanent recruitment will shape how effectively you reach your goals. At JHR, we support businesses across the region using both approaches. Some focus on long-term development, others prioritise agility. The right model depends on your structure, your challenges, and your goals for the year ahead.

In this blog, we explore when permanent hiring delivers the best return, where temporary recruitment adds value, and how a blended approach can reduce hiring risk and improve flexibility.

Understanding Today’s Hiring Landscape

Across Leeds and West Yorkshire, we’re seeing a clear split between employers seeking stability and those prioritising agility. Job vacancies remain strong in professional services, customer support and finance, though specialist roles continue to face skills shortages. Many employers tell us they’re balancing cost control with the need to secure reliable, high-quality talent.

In 2025, Statista reported that the number of UK temporary workers rose from 1.46 million in January 2024 to 1.54 million a year later. This shift highlights how more businesses are turning to flexible staffing to support growth without overcommitting to fixed costs.

We expect that trend to continue in 2026, as employers look for ways to stay agile while maintaining core stability. At the same time, permanent recruitment is becoming more targeted, with a focus on critical hires that drive leadership, client relationships and long-term culture.

When Permanent Hiring Delivers the Best Return

Permanent hiring is ideal when you are designing for stability and growth. These roles form the backbone of your business and often represent investments in leadership, culture, and continuity.

Permanent roles are often most effective when:

You are expanding a department or building future capability.
The position involves detailed onboarding, training, or management responsibility.
Cultural alignment and collaboration are key priorities.
The role contributes directly to business growth or client retention.
You want to reduce turnover and build long-term loyalty.

Although permanent recruitment requires greater initial investment of time and budget, the benefits tend to far outweigh the cost. Permanent staff are deeply engaged, develop valuable institutional knowledge, and often drive innovation and stability across teams.

At JHR, we focus on understanding both the technical requirements of each role and the underlying dynamics of your organisation. By recruiting for attitude as well as skillset, we help you secure high-quality team members who strengthen culture, integrate quickly, and stay longer.

Case Study: Sustained Growth through Long-Term Partnership

One of our clients, a well-known conveyancing firm in Leeds, first approached us more than 15 years ago to recruit customer service staff during a period of rapid expansion. Over time, that relationship evolved into a complete hiring partnership across their business. We have now placed over 500 permanent employees with them, many of whom have advanced into leadership positions. Their success shows the value of consistent, long-term hiring based on potential and cultural fit.

Where Temporary Hires Add Immediate Value

Temporary recruitment offers flexibility and speed, making it ideal for employers who need to respond instantly to change. Whether you are covering short-term absences, responding to market peaks, or testing a new function, temporary staff can help you maintain productivity without committing to a permanent headcount.

Temporary recruitment works best when:

Cover is needed urgently or at short notice.
Your workload fluctuates seasonally or by project.
You want to assess a new position before fully committing to it.
You need administrative or back-office support quickly.
Internal teams are stretched and need backup for busy periods.

Our temporary division at JHR is designed for fast response and reliability. Every candidate we supply is pre-screened, referenced, and ready to start as soon as required. Many assignments are filled within the same day, which is particularly valuable for fast-paced sectors such as call centres, finance, customer service, and business support.

Case Study: Fast-Paced Flexibility for a Global Brand

A global FMCG company based in Leeds came to us looking for a scalable temporary recruitment solution that wouldn’t compromise quality. Over the past six years, we’ve supported them through seasonal peaks and large project launches, placing more than 1,000 temporary staff across multiple departments. Because we understood their culture and internal processes, we could deliver the right people, quickly and consistently. This flexibility helped them meet commercial targets without adding complexity or long-term cost.

Temporary to Permanent: Reducing Hiring Risk

For many employers across West Yorkshire, offering a role on a temporary basis with the option to go permanent has become a valuable recruitment strategy. It allows you to assess a candidate’s performance, attitude, and cultural fit before making a long-term commitment. This approach works particularly well in sectors where adaptability and interpersonal skills are just as important as technical experience.

The model provides reassurance for both sides. Employers gain confidence that the person is right for the role and the wider team, while candidates have the chance to experience the workplace first-hand before accepting a permanent position. Many of our clients have improved retention and reduced early attrition by using this phased approach to hiring.

Comparing the Approaches

To help visualise your options, it can be useful to compare the advantages of each hiring method side by side.

Permanent:

Best for : Building core teams and leadership roles
Benefits : Cultural stability, growth potential, loyalty
Considerations : Higher initial cost and longer recruitment process

Temporary :

Best for : Short-term or reactive needs
Benefits : Speed, flexibility, reduced downtime
Considerations : Less continuity and need for ongoing coordination

Temporary to Permanent:

Best for : Testing fit before commitment
Benefits : Lower hiring risk, improved retention
Considerations : Slight delay before full onboarding

Practical Questions to Guide Your Decision

Before making your next hire, consider the following questions:

Are your current business needs short-term or long-term?
How critical is this role to daily operations?
How much time and internal resource can you commit to onboarding and training?
Do you need immediate cover, or can you plan ahead?
Is this an established role or a new position being trialled?

Cost is another factor worth evaluating. Permanent hires generally provide stronger long-term value through lower turnover and deeper contribution, while temporary hires deliver flexibility, speed, and reduced downtime. The most effective employers use a combination of both, aligning each type of hire with a clear business goal.

Planning a Balanced Workforce for 2026

Across Leeds and West Yorkshire, more employers are adopting a blended hiring strategy that combines permanent stability with temporary flexibility. This approach offers security for core functions and scalable support for times of growth or change. It also helps businesses remain resilient in uncertain market conditions while keeping control of costs.

The key is to plan ahead. Define what success looks like in each role, understand which positions add long-term value, and identify where agility matters most. By taking a strategic view of workforce planning, you can build a structured yet flexible team that’s ready for whatever 2026 brings.

At Jo Holdsworth Recruitment, we understand that every business is different. Whether you’re reviewing your long-term talent strategy or simply need high-quality support at short notice, our Leeds-based recruitment specialists are here to provide practical, honest advice.

Ready to shape your 2026 hiring strategy?

Whether you’re hiring permanently, temporarily or somewhere in between, we’re here to make recruitment simpler, faster and more personal.

At JHR, we work closely with your business, offering honest advice, tailored solutions and a strong understanding of the local market. From same-day temporary cover to long-term hiring partnerships, businesses across Leeds and West Yorkshire trust us to deliver the right people at the right time.

Get in touch to talk through your 2026 hiring plans.

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Andrea Lee

Manager

What Leeds Businesses Need to Know About the Latest Employment Law Changes

Tue, 03 Feb 2026 12:20:19 GMT

Working alongside businesses across Leeds and West Yorkshire each day, we see the real-time impact of regulatory change on hiring decisions. From short-term temporary requirements to long-term strategic appointments, organisations are adjusting their approach in response to evolving compliance and cost pressures.

The Employment Rights Act 2025 introduces significant updates rolling out through 2026 and 2027. These changes are designed to strengthen worker protections and modernise employment practices. For employers, they also bring practical implications for recruitment, retention, contracts and team management.

For growing businesses building teams across key commercial functions, early preparation will make all the difference.

April 2026: Day-One Rights Come into Force

From 6 April 2026, several rights that previously required service qualification will apply from day one of employment.

This includes:

Statutory Sick Pay (with no waiting days)
Paternity leave
Unpaid parental leave
New unpaid bereavement leave

For employers, this shifts the tone of onboarding. Contracts, policies and payroll processes will need reviewing to ensure full compliance.

From a recruitment perspective, this may also influence candidate expectations. Professionals moving roles will have immediate access to key protections, which may make them more confident in changing jobs. That presents opportunity, but only for businesses that are prepared.

The Fair Work Agency will also launch in April 2026, with powers to enforce minimum wage, holiday pay and broader compliance issues. Combined with strengthened whistleblowing protections, this signals a clear move towards tighter scrutiny of employer practices.

For businesses across Leeds and West Yorkshire, especially SMEs without large HR teams, this means being proactive rather than reactive.

We’re already advising clients to:

Review employment contracts and handbooks
Sense-check onboarding documentation
Align hiring messaging with updated rights
Ensure line managers understand the changes

When your recruitment process reflects fairness and transparency, it strengthens your employer brand in a competitive market.

October 2026: Stronger Harassment Prevention Duties

By October 2026, employers will be required to take “all reasonable steps” to prevent sexual harassment in the workplace, including harassment from third parties such as clients and contractors.

This will be relevant for organisations of all sizes, particularly those with client-facing environments or external stakeholder interaction. It represents more than a policy update; it reinforces the importance of creating a workplace culture where standards are clear, reporting processes are trusted and preventative action is taken seriously.

Businesses will likely need to:

Introduce or refresh training programmes
Implement clear reporting structures
Strengthen documentation processes
Demonstrate preventative action, not just reactive handling

For hiring managers, this may also influence how leadership capability is assessed. Emotional intelligence, accountability and team awareness are becoming increasingly important attributes when recruiting managers and senior professionals.

At Jo Holdsworth Recruitment, we focus on cultural alignment and mindset as much as skill. As regulatory expectations continue to evolve, that balanced approach gives our clients greater confidence in the long-term strength of their hires.

2027: Unfair Dismissal and Flexible Working Reform

From January 2027, employers face major dismissal reforms: the unfair dismissal qualifying period drops to six months, compensatory awards become uncapped, and protections against fire-and-rehire practices strengthen significantly. Zero-hours contracts will also face tighter restrictions on exploitative terms. Meanwhile, flexible working becomes a default day-one right from April 2026

For employers, this raises important questions:

Are your job descriptions clear and realistic?
Are managers trained to handle flexible working requests consistently?
Does your culture support the flexibility you advertise?

From flexibility and culture, to pay and leadership, candidates are assessing the full picture when considering a new role. Businesses that approach these reforms strategically, rather than defensively, are likely to strengthen both attraction and retention.

Broader Implications for Leeds and West Yorkshire Employers

Although these reforms focus on employment rights, their real impact will be felt in recruitment and retention. They are reshaping candidate expectations and raising standards for employers.

As qualifying periods shorten and flexible working becomes a day-one right, professionals may feel more confident about changing roles. That creates opportunity for businesses with strong onboarding, clear communication and consistent management practices. It also increases competition for employers who have not yet reviewed their approach.

Stronger enforcement and tribunal time limits extending from 3 to 6 months (via ACAS early conciliation) mean recruitment decisions will carry more weight. Hiring the right permanent team member is not just about capability. It is about mindset, values and long-term fit. In this environment, a mis-hire can be costly financially, legally and reputationally.

For organisations across Leeds and West Yorkshire, recruitment can no longer sit separately from compliance and culture. Employers who act early, strengthen their processes and communicate clearly are more likely to attract and retain high-quality talent.

As a long-standing recruitment agency in Leeds, we see legislative change as a chance for businesses to sharpen their hiring strategy, not slow it down. Those who adapt proactively often build stronger, more resilient teams and a reputation that makes future hiring easier.

What This Means for Your Hiring Strategy

The most successful organisations will integrate legal compliance into their recruitment planning, not treat it as an afterthought.

That may include:

Reviewing probation processes ahead of shortened unfair dismissal timelines
Strengthening manager training before new rights take effect
Auditing temporary recruitment practices to ensure compliance
Reassessing zero-hours arrangements
Aligning job adverts with updated flexible working rights

As a recruitment agency in Leeds with over 20 years’ experience, we’ve supported many local organisations through market shifts, regulatory updates and economic cycles.

Our role is not just to source candidates. It is to act as a long-term recruitment partner.

That means helping you hire permanent team members who align with your evolving culture, advising on temporary recruitment where flexibility is needed, and supporting senior appointments with a clear understanding of leadership capability, risk and long-term impact.

A Practical Compliance & Recruitment Checklist

To prepare effectively, we recommend:

1. Conduct a Full Policy Audit
Review contracts, onboarding documents and employee handbooks against day-one rights and dismissal reforms.

2. Upskill Your Managers
Train leaders on harassment prevention, flexible working requests and fair dismissal procedures

3. Align Recruitment Messaging
Ensure job adverts and interview processes reflect the updated legal framework.

4. Monitor Regulatory Guidance
Stay up to date with Fair Work Agency and ACAS developments.

5. Partner with Specialists
Work with a recruitment partner who understands both the legislation and the local talent market.

How Jo Holdsworth Recruitment Can Support You

Based in Leeds city centre, we understand the realities facing growing businesses across West Yorkshire.

Whether you need:

Temporary cover during transition periods
A permanent team member to strengthen your finance or HR function
Volume recruitment support
Or a carefully managed senior appointment

We’ll take the time to understand your organisation properly, offer clear advice, and ensure every hire is aligned with your culture and compliance responsibilities.

Employment law is evolving. Your recruitment strategy should evolve with it.

The businesses that prepare early will not just stay compliant, they will stay competitive.

If you’d like to discuss how these changes could affect your hiring plans, contact Jo Holdsworth Recruitment on 0113 233 7760 .

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Becki Hume

Partner

Get to know our team - Becki, Partner

Mon, 22 Dec 2025 21:30:29 GMT

Becki’s growth journey at JHR

Becki started with JHR in January 2016 with 18 months experience under her belt and worked extremely hard to achieve three promotions within her first three years with the Jo Holdsworth Recruitment.

Progression Journey:

Joined Jo Holdsworth Recruitment as a Recruitment Consultant in January 2016
Promoted to a Senior Consultant in October 2016
Promoted to a Managing Consultant in January 2018
Promoted to Divisional Manager January 2019
Promoted to Company Director January 2020
Promoted to Partner January 2023

Jo Holdsworth says..

Since joining JHR Becki has been hugely successful and has become a pivotal part of our success and growth. It has been a pleasure to see Becki grow during her time with JHR, she has consistently added value by exceeding my expectations time and time again, Becki has high levels of natural commercial acumen and has taken our business forward by influencing a great deal of positive change.

Becki is extremely fair and team orientated and always considers the team and the business when making decisions. I am very excited about Becki’s growth at JHR and look forward to our continued partnership and her own personal professional develop ment.

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Jo Holdsworth

Managing Director

What is Psychological Safety and why is it so important?

Mon, 22 Dec 2025 07:57:54 GMT

As the war on talent continues companies that can attract and retain the best talent all have one thing in common, psychological safety, but what is it and why is it so important?

Dr Amy Edmonson of the Harvard Business Review who originally coined the phrase ‘psychological safety’ shares that psychological safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. In the workplace, it gives employees the confidence to speak their mind without the fear that their teammates will embarrass or reject them, and it creates an environment which fosters creativity. Psychological safety has a huge impact on how employees feel on Sunday night before returning to work on Monday morning.

Organisations which lack psychological safety will find employees less likely to share ideas or voice concerns for fear of embarrassment or rejection and it can lead to increased turnover and lower employee engagement.

Whereas those companies who create a safe space for employees to share ideas and bring their authentic selves to work will be rewarded with increased employee engagement, better team collaboration and a more creative workforce.

So now we know why it is important, what can we do to create psychological safety in the workplace? **

It all starts with transparency. If you are a business leader or manager you need to be utterly clear and transparent with your team in order to build trust. Employees want to know the vision of the company, any challenges the business is facing and have a clear understanding of the company goals.
Ask for feedback and reassure team members that their opinions and ideas are important and will be listened to. Be proactive and ask people for their opinions, then be respectful when they speak up. Be mindful that everyone processes information differently and while the extroverts in the team may be quick to volunteer their thoughts and ideas, the introverts may need more time to think about the question or process the information, so give people options of ways they can communicate.
Encourage people to take calculated risks and reassure them it ok if they don’t succeed or make mistakes.
Own up to any mistakes you have made as a leader and share what you have learnt from that. Then ask your team to share anything they have tried which hasn’t worked out as expected, and what they have learnt from it.
Show value and appreciation of ideas. Establish an environment where all ideas are welcome by respecting the voice and opinions of others. Thank people for sharing their thoughts, you don’t have to act on all ideas put forward, but the more you acknowledge people for sharing their thoughts the more likely others will be to contribute.
Get to know your employees, ask if they are ok. Show you care about them as people, and you will build trust which will give people the confidence to contribute.
Follow through on your commitments and be precise with your expectations and information. To build trust your team need to know they can rely on you so set clear expectations and adhere to your commitments.
Explain reasons for change and allow people time to process the change.
Where possible, include your team in decision making. This will make them feel valued and you will get less resistance to change.
Champion your team. People thrive with regular positive praise and recognition, instead of criticising things that have gone wrong, praise the things which have gone ri ght.

Davina Cooke

Director Executive Search

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The Counter-offer conundrum | Part 1

Mon, 22 Dec 2025 07:55:00 GMT

Part 1 | The business perspective

The UK employment market has faced a lot of turbulence over recent years. From mass layoffs to mass hires, ‘the great resignation’ to an economic crash. Businesses owners and leaders have had so much to contend with over the past 3 years and the everchanging demands of managing a workforce has been a huge part of that.

The initial reaction to receiving a resignation you weren’t expecting from a valued employee can often be “what can I do to retain you”. In fact, more than 50% of employees who resign are presented with a counteroffer (which is also why it’s SO important to put your best foot forward when making employment offers to new employees. The days of negotiating and ‘seeing what you can get them for’ are over!).

But there is a staggering pattern between employees who accept a counteroffer and those who go on to leave within a short timeframe thereafter, usually within 6-12 months!

Does that mean you shouldn’t counteroffer as a business? Not necessarily. The key if you decide to present a counteroffer to an employee is to listen, truly listen, and react. A counteroffer shouldn’t just be throwing more money at your employee or giving them a flash new title. Those elements can be important, but you need to establish why it’s necessary in the first place and react to those factors.

Let’s take a deeper look…

❌ Promoting an employee because they feel their career has stagnated, but not backfilled their original role, in fact meaning the person now has a higher workload
✔️ Work on a collaborative plan to enhance an employee's role and potentially those around them at the same time to open up new challenges for your entire team, increasing engagement along the way

❌ Giving an employee a pay rise because they feel overworked for the money they are on
✔️ Understand how the employee has got to the point they feel overworked. What can you do to ease the pressure and/or offer more support

❌ Increase their holiday allowance because they want more flexibility or time
✔️ Look into how the business can better work towards integrating with employees home-lives and offer a genuine level of flexibility which goes beyond needing to introduce new benefits or incentives

These are just some top-level examples of the dos and don’ts surrounding how to make a counteroffer work for your business. If your initial reaction is to panic and offer more money to employees who resign, you perhaps already recognise there’s more work that needs to be done surrounding employee engagement and wellbeing in your workforce. That doesn’t mean you have a bad business, with how much the last few years have thrown at us all it is so incredibly challenging to keep up with demands and new market trends! What’s important is that you take the time to listen and react in a proactive manner, which could prevent the need for any counteroffers at all!

Get in touch for consultative support on navigating the world of employee retention and engagement.

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Becki Hume

Partner

Terryberry and JHR in partnership!

Mon, 22 Dec 2025 07:52:47 GMT

In 2023 JHR and Terryberry joined forces to develop awareness amongst our clientele surrounding the ever-growing importance of focusing on employee engagement.

Simple low-cost changes can help to strengthen retention and attraction in the demanding climate we continue to face.

Together our teams are helping to advise how combining recruitment hires with employee engagement strategies can have a whole host of incredibly powerful outcomes, and at the highest level strengthen commercial gains, productivity and profitability.

Want to learn more about Terryberry and our joint partnership? Get in touch with our colleague Davina on 0113 2337769

Davina Cooke

Director Executive Search

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Working in partnership with Leeds Beckett University

Mon, 22 Dec 2025 07:50:24 GMT

LBU and JHR have teamed up as local enterprises with a shared common interest, which is to better align graduate expectations for employment and opportunities available for Graduate hires. The aim is to improve aligned thinking for our future generations.

So far, we have uncovered that there can be some misalignments between what opportunities are available with employers and what University Graduates expectations are and we’ve identified a need for improved awareness and education amongst upcoming graduates, to better prepare them for the world of work and what opportunities are available to them.

Together, we are working on a joint ongoing programme to deliver guidance, coaching and education to the students at LBU, as well as insights to Leeds-local employers to develop long-term business growth and engagement strategies.

Interested in the resources provided or want to take part in our local employer projects? Reach out to our colleagues Becki or Davina on 0113 233 7760 for more information.

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Becki Hume

Partner

The counter-offer conundrum | Part 2

Mon, 22 Dec 2025 07:44:11 GMT

Part 2 | The candidates perspective

In the HUGE candidate shortage the UK employment market has faced over recent years, most of us have been approached about several jobs on an ongoing basis and it can be really tempting to engage in conversation. You’ll likely find you’re in one of 3 categories as a candidate:

You’re desperate to find a new role and open to considering all opportunities.
You ignore everything sent to you because you’re super settled and not remotely interested in moving company.
You keep an eye peeled on a tentative basis and engage with new opportunities occasionally.

If you’re in category 1 it sounds as though you have some deep routed issue with your current employer and it could benefit you greatly to move on to your next opportunity.

If you’re in category 2, don’t fix what isn’t broken! Health and happiness in the workplace are so important, if you already have this, it’s worth bearing in mind the grass isn’t always greener.

If you’re in category 3 this article is for you!

It’s important to understand your own personal motivators for engaging with prospective new opportunities and react to those factors in the best way. It’s often helpful to ask yourself “Do I really want to leave my current employer”.

If the answer is no, consider sitting down with your line manager and addressing what could be improved for you in your current role. See how they listen to you and react and take it from there. However, it’s always worth taking in some solutions and suggestions to conversations with your Line Manager to show proactivity and cooperation on your side.

If the answer is yes, take the time to understand why that is, and factor it in to questions in interviews you have with potential new employers. It’s also worth being conscious of these factors in case you’re tempted with a counteroffer further down the line, be in a position to protect yourself from being bamboozled by the money!

Let’s take a deeper look…

❌ Accepting a promotion on the basis things will be different and you will have new responsibilities
✔️ Accept a promotion on the basis your original role is being backfilled to ensure you don’t end up doing 2 job roles! Be sure to get a full new job description and have the confidence that your employer is going to make adjustments

❌ Accepting a pay rise as an easy option and hoping it will mask the other issues you have
✔️ Accept a pay rise in fully understanding what your line managers expectations of you are with this increase, but this also needs to be alongside other developments being made

❌ Accept an increase in holiday allowance and a promise of better flexibility
✔️ Understand how your employer intends to support you moving fully with the flexibility you need and what they are putting in place to ensure these changes are successful for you both, otherwise it could just be empty words!

There’s usually so many factors to contend with when deciding if it’s the right time for you to move on from your current employer, whether to accept a new employment offer or whether to accept a counteroffer, and there really is no right or wrong, but there are things you can do and measures you can put in place to ensure the best possible chance of success for yourself with whichever avenue you choose to go down.

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Becki Hume

Partner

Our green approach to recruitment

Mon, 22 Dec 2025 07:30:51 GMT

As part of our commitment to developing a more sustainable working environment, we’ve partnered with Tree-nation and are growing our own Jo Holdsworth Recruitment Forest in Tanzania.

We plant new trees monthly on behalf of the clients and candidates that work with us each month. That means when you work with us and secure a new job or employ a new colleague, you’re directly supporting the growth of our forest in Africa!

Our commitment to sustainable working:

We will only ask you to travel for in person interviews where it’s necessary, in most instances, unless you would prefer to see us in person, your interviews with our team will be remote.
We work from home for part of the week and by engaging with the travel plan network it means our colleagues have access to sustainable travel solutions for their commute, for when we are in the office.
We are a paperless office and with the help of dual monitors we no longer need to print for cross checking purposes.
Electronic CVs – Our investment in technology means our registration process is completely digital and we don’t require paper CV’s.
Electronic timesheets – Equally, we’ve digitalised our temp timesheet process, so all our colleagues and their hiring managers have the ability to complete their weekly timesheets and submit back to us at a click of a butto n.

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Davina Cooke

Director Executive Search

How does holiday pay work for temporary employees?

Mon, 22 Dec 2025 07:26:13 GMT

Understanding how your holiday pay and entitlement works as a temporary employee can be confusing! Your agency should have a process in place to easily be able to provide you information on how much you have accrued to date and we have pulled this guide together to provide some insights:

In line with Working Time Regulations (1998), all PAYE temporary agency workers are entitled to paid annual leave. Here’s a basic guide to understand how it works:

28 days annual leave (or 5.6 weeks as sometimes referred to) per year to include the 8 statutory bank holidays
Holiday accrual is calculated as 12.07% of your hourly rate, for each hour that you work
The 12.07% relates to the statutory annual leave you’re entitled to. If you divided 5.6 weeks’ holiday by 46.4 weeks (both combined equalling the 52 weeks in a year) you get 12.07%
As per most permanent employment contracts: Annual accrued whilst working on a temporary basis is to be used within the holiday year and cannot be carried over to the following holiday year
Your holiday year will be specified when you receive a booking confirmation from our team
You will only be able to claim holiday pay if you have accrued enough within your holiday year to cover the time off you have requested. For example if you have requested 5 days annual leave but have only, to date, accrued 3 days annual leave, you will be paid for 3 days and will take the other 2 days unpaid
If you’re temporary assignment ends and you still have some holiday entitlement accrued, this will be paid out to you when we issue your P45 at the end of your employment with us

FAQs

How do I take holiday pay?
As with any employment, your annual leave needs to be approved by your line manager, at which point you must also inform us as your employer to ensure we are able to process the correct pay for you.

What happens to my timesheet whilst I’m off?
You do not need to input anything on your timesheet for the days you are on annual leave. As long as you have followed process and informed us in advance, we manage this for you and ensure you receive the correct pay.

What happens if my contract ends and I haven’t used my accrued holiday?
Any outstanding accrued holiday you have remaining at the end of your contract will be processed to you at the end of your employment when we issue your P45

If I don’t want to take annual leave, can I request my holiday pay?
Unfortunately not. You can only request your holiday pay for periods of annual leave, or at the end of your employment contract.

If permanent colleagues in my team are entitled to more annual leave than is statutory, will I receive the same?
Yes, once you have hit your AWR qualifying period (from week 13 of your employment), you will be entitled to the same perks and benefits as someone in the same job as you in the business, which will include holiday entitlement. We keep on top of this process for you and request the necessary information from whichever business you are working within and will adjust your annual leave entitlement accordingly as well as inform you of any changes.

Hopefully this article helps clear up a few mysteries around holiday pay and entitlement for temporary workers!

If you have any further questions please don’t hesitate to contact your consultant, refer to your booking confirmation or call us on 01132337760

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Becki Hume

Partner

The real retention model

Mon, 22 Dec 2025 07:22:34 GMT

Sustainable growth starts with your leadership team.

This is a phrase we hone in on to emphasis the importance of having the right people in the right roles, especially as you get further up the chain of command.

Attrition at any level causes issues and develops strain within a team / business environment, but when your leadership team or board of directors begin to move on, it can often cause a ripple effect in the business as well as drastically increase the workload for you and your most valued employees. So wouldn’t you agree it’s important to focus on retention right from the outset through enhancing recruitment processes?

Our Executive Search division are passionate about delivering against our retention model that so many agencies overpromise on. What does this mean for you?

Upfront consultancy to ensure the role on offer is attractive with the best chance of securing top talent
6 – 12 month rebate periods with retained campaigns
Support on developing interview and assessment techniques
3 monthly employee reviews for the first 12 months with placed employees

We’re committed to delivering on our partner promise and work to remove as many obsticles as possible in the recruitment process.

Want us to go that step further? Our team of experts can support with or fully facilitate employee engagement workshops centered around feedback and benefits benchmarking in your business.

Contact our Executive Search Director, Davina Cooke, for more information on our retention model.

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Davina Cooke

Director Executive Search

Tech-enhanced temporary recruitment

Thu, 18 Dec 2025 16:17:39 GMT

While the pandemic had a lot to answer for, it did prompt the biggest acceleration in digital transformation our country has ever seen across workplaces in the UK. Our business was no different, and as a result saw a transformation in more effective and efficient temporary workforce management through the use of technology.

We developed our own online portal accessible via our website, which allows complete access and control for our temporary workers and clients to manage weekly timesheets (and much more!) at a click of a button. No more paper-signed timesheets or email trails to get authorisation.

What else?

• Digital registration for all candidates with continuous access to their profile to update documents/details as necessary.
• Temporary workers have instant chat access to their consultant via their online portal.
• E-signed employment contracts for all workers including digital P46s.
• Full digital identity / right to work checks managed in house by our compliance team.
• Online timesheet approval which automatically pulls through to client invoices.
• All employment references managed, captured and stored digitally.
• Online payslips and P45s for all our temporary workers.

Want to learn more about how our temporary recruitment practises could support you or your business? Get in touch with our temporaries division today on 0113 233 7760 .

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Andrea Lee

Manager

Being aware of employment fraud

Thu, 18 Dec 2025 15:37:52 GMT

Employment fraud is increasingly on the rise and it’s important you know how to spot the signs!

What is employment fraud?

Employment fraud is when scammers and fraudsters contact you posing to be a recruitment agent or agency and offer you the chance of employment. More and more, fraudsters are stealing the identify of established recruitment agencies and using their brands in their outreach, making it appear legitimate and harder to detect fraudulent activity.

Employment fraud comes in many different shapes and sizes, but here are some examples of how it could occur:

• Being asked to pay for DBS checks or other employment checks.
• Being asked to pay upfront for travel / accommodation / relocation costs.
• Being asked for personal details that aren’t relevant to the job seeking process.

The gov.uk website released come guidance on how to spot signs of job scams and employment fraud:
• Poorly written job adverts
• Suspicious contact details
• Unrealistic salary
• A job offer without an interview
• Being asked for money before starting a job
• Illegitimate companies or email addresses
• UK domains

Certainly in the UK employment market, it’s incredibly unlikely that any recruitment agency, especially those accredited by The Recruitment Employment Confederation (REC), would offer you a potential job with no phone calls, no interviews or virtual-video screening.

Our practises

At Jo Holdsworth Recruitment we only make contact with you through means where consent has been provided. For example, if you have contacted us directly, applied for an active vacancy or are actively registered on a job board we partner with and you have given consent to the job board for your details to be visible to recruitment agencies.

Under no circumstances would we make initial contact via WhatsApp. At no point during your journey with us would you be asked to part with your own funds. Our support and services to job seekers are completely free and we cover the costs associated with securing new employment for you.

Our website and LinkedIn profile are kept up to date with our current employees for reference.

If you have received any suspicious communication we would strongly encourage you not to engage or respond, not to provide any personal data and not to part with any of your money.

Please call or email our team for clarification on any attempts of contact if you’re unsure, we’d be happy to help.

How to report

If you believe you have fallen victim to an employment scam or any other cyber crime, you can report it to: www.actionfraud.police.uk

Jo Holdsworth

Managing Director

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Expected employment law changes from the new Labour government

Thu, 18 Dec 2025 14:59:04 GMT

Under the new Labour Government, we’re expecting to see big changes that will impact multiple aspects of UK employment Law, some could be introduced as early as October 2024 while others are expected to take up to 18 months to come into effect in the workplace. More details on this are expected to be released in Octobers Employment Rights Bill. Here’s what you need to know:

Day one employment rights – Perhaps one of the biggest expected changes to current employment law is employment rights from day one of employment, including but not limited to, the removal of parental leave qualifying periods and an employees length of service being connected to unfair dismissal cases. In addition, it’s expected that there will be changes to the code of conduct permitted within an employees probationary period.

Harassment in the workplace – Strengthened legislation is expected to be introduced ensuring employers have a duty to take ‘all’ reasonable steps to prevent harassment in the workplace, and additional protection for whistleblowers.

SSP – The removal of the current 3-day waiting period for statutory sick pay is expected to be introduced, with a new banding applicable to those earning below the lower earnings limit.

Right to switch off – New legislation is expected to give workers ‘the right to switch off’ to prevent the benefit of working from home becoming the burden of homes turning into 24/7 offices. Similar models have already been successfully introduced in neighbouring countries and are said to be constructive in setting boundaries for employers.

Dismissal and re-engage – Also known as fire and re-hire. This subject had a new code of practice legally introduced in July 2024 whereby the principal of making a worker redundant and re-hiring them on lesser terms, was formally made unlawful. It’s expected the new government will be introducing a strengthened code of practice.

In addition to the above, it’s likely changes and new legislation will be introduced around maternity protection, 0 hour contracts, increased time limits for employment claims, collective employee grievances, menopause action plans for large firms (250 headcount+) , the removal of age bandings in relation to minimum wage and national living wages and more.

For further information, guidance or policy support, contact our team for further d etails.

Becki Hume

Partner

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Why Choose Jo Holdsworth if You’re Looking for a Leeds Recruitment Agency

Thu, 18 Dec 2025 14:36:24 GMT

Why Choose Jo Holdsworth if You’re Looking for a Leeds Recruitment Agency

Choosing the right recruitment agency in Leeds is an important decision. When you are growing your team or searching for your next role, it’s crucial to have trusted talent advisors who know the local market by your side.

With so many options available, it’s not always easy to know who to trust. The sensible starting point is to consider a recruiter’s history and credentials. At Jo Holdsworth Recruitment (JHR), we bring over two decades of experience, a people-first mindset, and a track record of successfully supporting businesses and professionals in West Yorkshire. We're proud to be a recruitment partner that both employers and candidates return to. We take the time to listen, understand, and deliver solutions that work.

Here’s a closer look at who we are, what drives us, and how we can support your hiring requirements or job search journey.

A Trusted Name in Leeds Since 2005

Our agency was founded in 2005 by Jo Holdsworth, who had a simple but powerful vision: to provide consultative, people-first recruitment to the Leeds community. After years working in both national and independent agencies, Jo saw an opportunity to do things differently and do it better.

Fast-forward 20 years, and JHR has grown into one of the most respected recruitment agencies in Leeds. We’ve stayed true to our roots while expanding our reach across West Yorkshire, working with organisations of all sizes, from start-ups to household names. Along the way, we’ve witnessed the evolution of the Leeds and West Yorkshire business landscape first-hand and understand the spirit, ambition, and resilience that defines the North.

Comprehensive Recruitment Services

We’re proudly Leeds local, but that doesn't mean our focus is narrow. Our team has extensive sector knowledge and hands-on experience across a broad spectrum of recruitment needs. This expertise allows us to provide a range of solutions, from one-off hires, placements for senior and specialised roles, to high-volume recruitment.

Permanent Recruitment

For each role, we carefully assess an individual’s mindset, motivation, and long-term potential, not just their CV. Matching the right person to the right position requires genuine insight into our clients’ needs and attention to detail. This is reflected in our briefing process, which is designed to thoroughly understand an organisation’s hiring goals.

As a qualified applicant for a permanent role, our supportive consultants will help you find a long-term opportunity that suits your goals and strengths.

Temporary Recruitment

Our temporary recruitment solution covers everything from urgent front-desk cover to large-scale call centre campaigns. We work efficiently without ever compromising on the quality of our screening or the care we give to our candidates.

If you’re searching for temp jobs in Leeds, we’ll match you with roles that suit your availability, skill set and preferred way of working.

Volume Recruitment

Our specialist volume recruitment team provides fast and scalable solutions for high-volume hiring across West Yorkshire. We know how quickly business demands can change, and we’re here to alleviate pressure arising from unexpected staffing needs. With our rigorous and responsive volume recruitment offering, you can reduce the time it takes to hire without sacrificing quality – and ensure your teams get the support they need.

Executive & Senior Leadership

Appointing the right person into a management position requires careful consultation and discretion. We take the time to thoroughly understand your organisation’s needs and culture, identifying people who have the leadership style and skills that will make a positive impact.

If you're exploring leadership opportunities, you'll find our team values transparency and we’re genuinely interested in helping you reach your goals.

Our Sector Expertise

At Jo Holdsworth Recruitment, we specialise in connecting skilled, motivated people with organisations in the sectors we know best.

Our specialist areas include:

Business Support
Finance
Sales & Account Management
Customer Service
HR & Talent Acquisition
Legal Operations
Marketing & Public Relations

Thanks to our strong relationships with organisations and professionals within these sectors, our understanding goes beyond the job descriptions. We’re tuned into the pace, culture, and evolving challenges of each sector and role, which means we can offer more informed advice and link the right people for each position effectively.

Our Experienced and Dedicated Team

We have over 20 years of experience in recruitment. Those decades of experience enable us to deliver sophisticated and strategic talent solutions.

That means you’re working with people who know the market inside out and care deeply about getting it right. Our philosophy is listening, advising and following through on our promises. This is the key to making you feel heard and supported at every stage, whether you’re hiring or job hunting.

The Core Values That Drive Our Success

Without a strong set of values, we wouldn’t be able to provide the service that employers and candidates have come to expect from us.

Successful Partnerships

Communication, cooperation and consultation are all crucial factors in bringing the best outcomes to our clients and candidates.

Honesty, Integrity & Professionalism

When you work with our recruitment agency, you’ll always know exactly where you stand and always receive exceptional service.

Continuous Improvement

The recruitment market and client/candidate needs are always changing, so we ensure we’re always on-trend and improving our offerings.

Collaborative Engagement

We work as part of your extended team or your personal guide through the job search journey, always listening, always collaborating.

Our Proven Track Record

We have long-standing partnerships with a wide range of businesses and professionals in Leeds and West Yorkshire, many of whom return time and again.

Organisations trust us to find right people, and candidates trust us to understand their goals and match them with the right opportunities.

Just ask the people who’ve worked with us.

Why JHR Should Be Your Recruitment Partner in Leeds

To sum it up: Jo Holdsworth Recruitment is big enough to deliver, small enough to care. We combine the reach and resources of a larger agency with the hands-on and honest service of a close-knit team and we love what we do.

Hiring someone for your team or finding your next role is no small task – why not work with a recruitment partner who takes it seriously? If you're looking for a recruitment agency in Leeds that puts people first and delivers every time, don’t hesitate to get in touch with the team at Jo Holdsworth Recruitment. We’d love to hear from you.

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Jo Holdsworth

Managing Director

What to Look for in a CV

Thu, 18 Dec 2025 14:19:16 GMT

What to Look for in a CV

Reviewing CVs can be time-consuming, but getting this process right is critical. A strong CV for a commercial or senior role in Leeds should give you a clear sense of whether the candidate can do the job, fit in with your team and add value to your business.

As a Leeds recruitment agency working with companies to find the best candidates for commercial and senior roles across Business Support, Finance, Customer Service, Sales and Account Management, HR and Talent Acquisition, Legal Operations, and Marketing and PR, we’ve reviewed thousands of CVs over the past 20 years. We understand that knowing what to look for in a CV can save valuable time at the start of the hiring process.

If you're short on time, unsure what to prioritise, or simply want to ensure you're not missing great talent, we can take this off your hands. CV review is part of what we do every day at Jo Holdsworth Recruitment. We know what good looks like, what red flags to avoid, and how to spot potential others might overlook. Let us help make your hiring process more efficient and effective.

Here’s a straightforward guide to what makes for a quality CV and what to look for when assessing job applications.

1. Relevant experience that is clearly presented

The most obvious question is: has this person done similar work before, or can they demonstrate transferable skills that apply to the role? Look for a CV that outlines what the candidate did in each role, not just what their job title was. Bullet points with specific responsibilities and outcomes (ideally backed by figures or examples) are a good sign.

Equally, watch out for vague or generic wording. Phrases like ‘responsible for key business tasks’ don’t tell you much. You should be able to quickly understand how their previous roles relate to the vacancy you’re trying to fill.

2. A logical, easy-to-follow layout

You shouldn’t have to work hard to make sense of a CV. If you’re reading it and thinking, “What exactly do they do?”, it’s probably not the right fit. A well-organised CV will have clear headings, reverse-chronological order and consistent formatting. It should be easy to read in under a minute.

If a CV is poorly structured, that might reflect the candidate’s communication skills, which is worth bearing in mind for client-facing or team-based roles.

3. Professionalism and positive presentation

Spelling mistakes, inconsistent formatting, or odd turns of phrase can distract from an otherwise strong CV.

Everyone makes mistakes occasionally, but a CV that is filled with poor spelling and grammar mistakes shows the candidate doesn’t care about making a good first impression.

It’s also worth noting the tone used in a CV. Anything that sounds too casual may be a sign that they lack experience in a business environment.

4. Evidence of progression or development

You don’t need to see a perfect career trajectory on a CV, but it’s helpful to see signs of a candidate’s professional growth:

Have they taken on more responsibility over time?
Moved into new areas?
Learned new skills?

Even sideways career moves can show they’re adaptable and quick learners, provided there’s a clear reason or benefit.

Signs of career development also give insight into their motivation. Are they someone who seeks out challenges, or someone who stays in their comfort zone?

5. Tailoring to the role (or lack of it)

In this age of AI-created CVs and cover letters, a CV that is well-tailored to the role shows that the candidate has put thought into their application. Have they included keywords or themes from your job ad? Highlighted experience that’s directly relevant?

This kind of attention to detail suggests a proactive and organised candidate. It shows they’re genuinely interested in the position and have made an effort to understand the job description and your organisation.

6. Explained gaps or role changes

Career gaps or changes in direction are not automatically a red flag. People take time out or switch paths for many valid reasons, especially in today’s job market. What’s more important is whether the candidate has offered a clear and professional explanation.

Look for short notes that show honesty and self-awareness. Time out for travel, study, caring responsibilities or redundancy are all common and understandable. Multiple short-term roles could reflect market changes or a period of finding the right fit, particularly earlier in a career.

Rather than ruling candidates out on gaps alone, focus on the overall picture. If the CV shows relevant experience, strong skills and potential, these are points you can explore further in an interview.

7. Essential qualifications

Depending on the role, qualifications may be essential. However, they aren’t always the best predictor of success. Unless the job legally or technically requires certain credentials, treat qualifications as one part of the bigger picture.

If the CV clearly shows the right capabilities, don’t let a lack of a certain qualification rule them out too quickly.

Here at Jo Holdsworth Recruitment, we often see that strong candidates have gained their skills through work experience or informal pathways. For certain roles, attributes like motivation, attitude and work ethic are even more important than technical skills.

That’s why we created our Recruit for Attitude solution, to help employers in Leeds and West Yorkshire find candidates with the soft skills that can’t be trained for. To find out more about how we can find candidates with the right cultural fit for your organisation, reach out to one of our consultants.

Connect with a reputable Leeds recruitment agency

Recognising the right CV is just the beginning. If you’re hiring in Leeds or West Yorkshire and need support finding strong candidates across Business Support, Finance, Customer Service, Sales and Account Management, HR and Talent Acquisition, Legal Operations, or Marketing and PR, we’re here to help.

To make hiring simpler and more effective, tap into our local knowledge and trusted networks, built over 20 years of recruiting in these core commercial and professional sectors. We can manage the CV screening process for you from start to finish, so you only see the most relevant and qualified candidates.

Contact our team today and let us h elp make your next hire easier.

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Emily Lilley

Manager

How to Write Job Descriptions That Attract the Right Candidates

Thu, 18 Dec 2025 11:11:18 GMT

How to Write Job Descriptions That Attract the Right Candidates

An accurate job description is one of the most useful tools in your hiring toolkit. While some may see it as a tick-box HR task, a well-written job description does much more. It sets expectations, attracts suitable candidates, and helps reduce time-to-hire.

At Jo Holdsworth Recruitment, we’ve helped hundreds of Leeds and West Yorkshire businesses improve their job descriptions and have seen how doing so results in better applicants and better hires. A clear job description makes it easier to assess candidates, reduce irrelevant applications, and move more quickly to the interview stage.

Here are ten practical tips to help you write job descriptions that support your hiring goals.

1. Use a clear, recognisable job title

The job title should reflect the role and use plain language that candidates will understand and search for. Avoid using internal company jargon or overly creative titles (e.g. ‘Sales Ninja’ or ‘Customer Experience Rockstar’). Clear job titles make it easier for candidates to search for the position online and will reduce the risk of attracting the wrong applicants.

2. Open with a concise summary

Start with a short paragraph about the role and your organisation, two to three sentences maximum. That is enough to outline what the role is, who it reports to and how it contributes to the wider team or business. This is the hook that will keep candidates reading, so keep it relevant.

3. Set out responsibilities clearly

One of the most important tips for writing job descriptions is to demonstrate what the day-to-day of the role looks like. This section is not the place to list every one-off duty that might come up. Instead, focus on the core essentials.

Use bullet points to list the main responsibilities, keeping each one to a single, action-focused sentence. Start the list with the tasks that will take up the bulk of their time.

4. Separate ‘must-haves’ from ‘nice-to-haves’

Be honest about the skills and experience that are essential for the role and which ones are desirable. If you overload the job description with too many criteria, you may risk putting off good candidates who meet most, but not all, of the list.

Including too many non-essential criteria could also impact your organisation’s diversity, equity and inclusion goals. One study has found that women are less likely to apply for a role if they feel they don’t meet every criterion in the description.

Use two short sections to distinguish between baseline requirements (e.g. a particular qualification or skillset) and added extras that could give a candidate an edge.

5. Focus on skills and competencies, not just experience

The years of experience or past job titles a candidate may have are important, up to a point. What matters more is whether someone can do the job.

Highlight the key competencies for the role, such as customer relationship management, problem-solving, or attention to detail, and explain how these show up in the position.

6. Give candidates a sense of your culture and values

Good job descriptions show people what it’s like to work within your organisation, not just the duties of the role.

Include a short section describing your organisation’s values, the team environment, or your way of working. Be specific and factual when highlighting these factors. For example, if hybrid working is the norm, say so. If cross-team collaboration is important, explain how it works in practice.

7. Be transparent about salary and benefits (where possible)

Including a salary range can help you attract more relevant applications and shows the business values transparency. If you’re not able to include exact figures, try to give a realistic indication of the level.

Don’t forget to include benefits as well, such as flexible working options and professional development opportunities.

8. Write with inclusivity in mind

As with the number of criteria listed, the language used in a job description can influence who feels encouraged or discouraged from applying. Certain words or phrases can unintentionally introduce bias. For example, ‘digital native’ may deter older candidates, while words like ‘competitive’ or ‘aggressive’ can come across as overly masculine or off-putting to some applicants.

Use plain English and keep the tone neutral, so that a wider range of candidates can picture themselves in the position.

9. Format it for readability

Good candidates are busy people. They want the key information quickly. Structure your job description with clear headings, short paragraphs, and bullet points.

Consistent formatting is also important, and don’t overdo the bold or italics. The easier a job description is to read, the more likely it is to hold someone’s attention.

10. End with a clear call to action

At the end of the job description, tell people what to do next. Include instructions on how to apply for the role, who to contact with questions, and whether there’s a closing date. Spelling out this information clearly keeps the experience simple and professional from the start.

In summary…

A well-written job description attracts applicants while filtering in the right ones. It’s the first chance to show people why they would want to work for your organisation and it helps set expectations for performance in the role.

Get help from a trusted Leeds recruitment agency

If you'd like help developing a job description that attracts the right candidates, we’re here to help.

Jo Holdsworth Recruitment has over 20 years’ experience supporting employers across Leeds and West Yorkshire. Reach out to our team and tap into our extensive local industry knowledge and networks.

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Davina Cooke

Director Executive Search

How to Onboard Well in a Hybrid Environment

Thu, 18 Dec 2025 10:38:49 GMT

How to Onboard Well in a Hybrid Environment

Hybrid working is now part of everyday life for many organisations across Leeds, West Yorkshire and around the world. As more businesses adopt flexible models that blend office-based and remote working, one of the most important challenges is making sure that new employees feel welcome and supported from the very beginning.

At Jo Holdsworth Recruitment, we work closely with employers who are growing hybrid teams. We see how much those early days shape someone’s confidence, engagement and long-term success. The good news is that, with a little structure and planning, onboarding in a hybrid setup can work just as well as in-person onboarding. It simply requires a more thoughtful and consistent approach.

Start before the first day

When someone joins a hybrid team, their first impressions often begin before they arrive in person or log in remotely. While many businesses still offer a welcome day in the office, that may not always happen immediately. This makes early communication even more important.

You can set a positive tone by sending a clear, friendly welcome email in advance. Let them know what to expect in their first week, who they will be meeting and how to get set up. Share login details, offer a short overview of your tools and systems, and make sure they know who to contact if they have any questions. If possible, include a short video message from their manager or a warm welcome from future colleagues. These small steps can go a long way in helping someone feel included and ready to begin.

Structure the first week thoughtfully

In a hybrid working model, new starters are less likely to learn by observing others in the office or picking things up through casual conversation. Without a clear structure, it can be difficult for someone to know what is expected of them or how to get started.

Creating a simple plan for the first few days can make a significant difference. This might include a welcome meeting with their manager, short introductions to key colleagues and scheduled time to explore systems and workflows at their own pace. Rather than overloading their calendar with back-to-back meetings, try to strike a balance between structured time and space to absorb information.

It is also important to remember that hybrid teams are often made up of people with different schedules, responsibilities and working patterns. Some may be part-time, others may be balancing family or caring responsibilities. By building in flexibility, such as offering recorded sessions or alternative meeting times, you can make onboarding feel more inclusive and accessible for everyone.

Introduce your culture early on

Company culture does not disappear in a hybrid environment, but it does become less visible to new starters. Without sharing a physical space, it is harder to pick up on how people interact, what values drive the team or how decisions are made.

This makes it even more important to talk openly about the way your team works. Explain how you communicate, what collaboration looks like in practice and how you support one another. If your team has informal routines such as virtual coffee catch-ups, team WhatsApp chats or regular in-person socials, invite your new starter to join as soon as possible.

If your business is based in Leeds or West Yorkshire, bring in some local knowledge to help build that sense of belonging. Share favourite lunch spots near the office, give tips on commuting into the city or organise a casual team meet-up early on. These small details can make hybrid employees feel connected to the team and the local culture, even if they are not in the office every day.

Keep technology simple

Technology plays a vital role in hybrid onboarding. However, introducing too many systems too quickly can be overwhelming, especially for someone who is still learning the ropes.

It is helpful to focus on the essentials in the first week. Give new starters a short guide that explains:

The core systems they will use each day
How your team communicates, for example email, video calls or messaging platforms
Who to contact if they run into any technical issues

Providing this kind of clarity means they can get up to speed more quickly and feel confident navigating your digital tools, rather than worrying about how to ask for help.

Keep the conversation going beyond week one

Onboarding does not stop after the first week. Settling into a new role, especially in a hybrid environment, can take time. Regular check-ins are a simple but powerful way to show that you care about how someone is doing and that you are available if they need support.

It might be a quick ten-minute chat or a more structured one to one. Either way, these conversations give new employees space to reflect, ask questions and flag anything they are unsure about. They also help reinforce your values as an employer and build trust from the very beginning.

A well-designed onboarding process benefits the whole business. It improves retention, supports wellbeing and helps new hires feel like part of the team from the start.

Final thoughts

Good onboarding is not about following a checklist. It is about creating an experience that helps people feel confident, supported and ready to do their best work, whether they are in the office, working from home or doing a combination of both.

Hybrid working may have changed the format of onboarding, but it has not changed the fundamentals. Clarity, communication and human connection still matter most.

At Jo Holdsworth Recruitment, we see every day how a strong start can shape someone’s long-term success in a role. If you are building a hybrid team and want to make your onboarding process more inclusive and effective, we are here to help.

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Becki Hume

Partner

Interviewing for Team Alignment: A More Inclusive Approach to Culture Fit

Thu, 18 Dec 2025 10:31:27 GMT

Interviewing for Team Alignment: A More Inclusive Approach to Culture Fit

“Culture fit” has been a familiar concept in recruitment for many years. For employers across Leeds and West Yorkshire, it has often meant hiring people who seem easy to get along with or who blend in with the existing team. But as the workplace evolves, so does the meaning of this phrase.

At Jo Holdsworth Recruitment, we are seeing more and more businesses move away from the traditional idea of culture fit. Instead, the focus is shifting towards something deeper and more meaningful - alignment. This includes shared values, complementary working styles and a mutual understanding of what makes a team work well together.

This shift brings a more inclusive and modern approach to hiring. It supports long-term success by encouraging diversity of thought, creating balanced team dynamics and reducing the risk of hiring decisions based purely on personality or familiarity.

If you are reviewing how your business interviews for team culture, here is how to assess alignment in a way that supports stronger, more inclusive recruitment decisions.

Rethink what “fit” really means

In the past, culture fit was often shorthand for how well someone might blend into the team. While that may seem harmless, it can lead to hiring people who are very similar to one another - and that can limit creativity, problem solving and innovation.

When you hire based on personal chemistry alone, you risk missing out on candidates who might approach things differently but still bring immense value. For example, someone with a quieter working style might not match the team’s energy at first glance, but they could bring a calm, focused perspective that improves the group dynamic.

The goal should not be to find a carbon copy of your existing team. Instead, aim to hire people whose strengths and values complement your current culture and help shape its future.

Start by defining your team culture

To interview effectively for team alignment, you first need to be clear about what your current team culture actually looks like. Culture is not about office perks or branding. It is about how your team communicates, supports each other and makes decisions day to day.

Consider the following questions:

What are the values that genuinely guide your work?
How do you respond to challenges or change?
What expectations exist around communication, pace and feedback?
What makes someone successful in your team - beyond hitting targets?

t is worth discussing this as a team to gather different perspectives. This helps avoid the trap of relying on one person’s view and gives you a more rounded sense of what your workplace culture really involves. With this understanding in place, you can interview more purposefully and consistently.

Ask the right kinds of questions

When interviewing for alignment, it helps to look beyond qualifications and experience. You are aiming to understand how someone approaches their work, what motivates them and how they operate in different situations.

Some useful questions might include:

What kind of team environment brings out your best work?
Can you give an example of a time you navigated a disagreement at work?
How do you typically handle last-minute changes or unexpected challenges?
What does a healthy and supportive workplace look like to you?

These types of questions encourage candidates to reflect on their working style and values. You are not looking for one “right” answer, but rather for indicators that show how they might fit within and contribute to your existing team.

Share your values and expectations clearly

An interview is a two-way process. As much as you are assessing a candidate, they are also learning about you. That is why it helps to be transparent about your culture, working style and expectations from the beginning.

Talk openly about the type of environment you are building, how your team operates and where the business is heading. Candidates who connect with your values will feel more engaged and more likely to stay. Those who are looking for something different may realise that the role is not quite the right fit, and that is valuable information for both sides.

Avoid the trap of “gut feel”

Many hiring decisions still rely on instinct. While intuition can sometimes be helpful, it is also shaped by unconscious bias. People tend to feel more comfortable with candidates who are similar to them in background or personality, but that does not always mean they are the best person for the role.

To reduce this bias, it helps to structure your interviews around clearly defined behaviours and values. Use consistent questions, scoring systems and notes to ensure everyone is assessed on the same criteria. When possible, include multiple interviewers to bring different perspectives into the process.

Focus on who complements your team

The most successful teams are made up of people with different strengths, working styles and viewpoints. What they have in common is a shared sense of purpose and a mutual respect for each other’s differences.

Rather than trying to find someone who will blend in seamlessly, look for someone who can add something new while supporting your overall direction. This is especially important when hiring into a team that is growing, evolving or working in a hybrid format.

A well-aligned hire can offer a fresh perspective while still respecting the values and behaviours that matter most to your business. This balance creates healthier, more productive teams in the long run.

Final thoughts

Hiring for culture fit should not be about who you would most enjoy having a coffee with. It should be about who will bring the right mindset, values and approach to support your team’s success - even if they do things a little differently.

By focusing on shared values and team alignment, you create a more inclusive and forward-thinking hiring process. One that welcomes difference, encourages collaboration and sets your team up to thrive.

At Jo Holdsworth Recruitment, we support businesses across Leeds and West Yorkshire to make confident, people-focused hiring decisions. If you are reviewing your interview process and want practical guidance on how to assess culture more effectively, we are here to help.

Get in touch with our team to start the conversation.

Lucie Hayward

Accounts & Payroll Lead

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When and Why to Use Retained Recruitment for Senior Roles

Thu, 18 Dec 2025 10:21:44 GMT

A Practical Guide for Growing Businesses and SMEs

Hiring at senior level is one of the most important decisions a growing business can make. The right leader can shape culture, drive performance and support long-term growth. Yet finding that person is rarely straightforward, particularly for SMEs navigating rapid growth or unfamiliar territory.

For many small to medium-sized businesses across Leeds and West Yorkshire, recruiting for a senior appointment may not be something you do regularly. You might be hiring a leadership role for the first time. Or you may be looking for someone who brings a particular set of skills, values, cultural fit and vision that will take your business forward.

This is where a retained recruitment approach can make all the difference.

At Jo Holdsworth Recruitment, we support organisations with both retained and contingent models. Contingent recruitment works well for volume or straightforward hires, but for senior, strategic or business-critical appointments, retained recruitment provides the depth and focus needed to secure the right leader. The benefits go beyond just filling a role and can have a lasting impact on your team and business strategy.

Here is what you need to know.

What is retained recruitment?

Retained recruitment is a partnership-based model where you work exclusively with one recruitment agency to manage the full hiring process from start to finish. Rather than paying only on placement, which is the case with contingent recruitment, a portion of the fee is agreed upfront. This reflects the agency’s time, expertise and market insight and allows them to dedicate more resources to your role.

Think of it as commissioning a trusted partner to find the best possible match for your business, rather than briefing multiple agencies and relying on speed over strategy.

Retained recruitment is especially valuable for senior, specialist or business-critical hires where the stakes are high and the talent pool is more limited.

When does it make sense to go retained?

Not every role requires a retained approach. But if any of the following apply, it may be the right choice:

You are hiring for a senior leadership position with strategic influence
The role is confidential or sensitive and needs a discreet process
You want to attract passive candidates who are not actively applying for roles
You have struggled to fill the position through other routes
You need guidance on shaping the role, expectations or market alignment
You are hiring for a new position that does not have an existing benchmark
You want a consistent, well-managed process with one point of contact

If any of these apply, a retained approach ensures you have the structure, confidentiality and specialist insight required to navigate a more complex hiring landscape.

Many SMEs come to us when they feel unsure about how to approach a key hire. They may not have in-house recruitment support or may want an external perspective to challenge their thinking and help define what they really need. A retained partnership creates space for this level of clarity and strategy.

What are the benefits?

Choosing a retained model often means taking a little more time upfront in order to make better, more confident decisions later.
Here are just a few of the benefits:

1. Deeper understanding of your business

We take time to fully understand your business, your goals and the kind of leadership style that will complement your existing team, which ultimately results in stronger candidate matches and better cultural alignment. This approach ensures we are not just filling a vacancy, but identifying individuals who bring long-term value.

2. Tailored candidate search

We do not just advertise the role. We proactively reach out to people who fit your brief, including those who may not be actively looking. This includes market mapping, targeted headhunting and personalised introductions to individuals who meet your exact leadership brief, offering a far more focused and informed approach than traditional recruitment.

3. Confidentiality and professionalism

If you are replacing someone or restructuring your leadership team, retained recruitment gives you the privacy and control you need, ensuring every conversation is managed with care, professionalism and discretion throughout the process.

4. Clear communication

Rather than juggling multiple agency relationships and inconsistent CVs, you’ll have one dedicated point of contact who keeps the process smooth, aligned and fully transparent from start to finish. This provides clarity, reduces noise and frees up your time.

5. Stronger long-term outcomes

Because retained search focuses on finding the right person, not just the first available one, it often leads to better retention, stronger engagement and more stable long-term performance. The upfront investment pays off through stronger alignment, reduced risk and better outcomes for your team.

What does the process look like?

Our retained approach at Jo Holdsworth Recruitment is flexible and collaborative. We tailor it to your needs, but it typically includes:

Role shaping and benchmarking to ensure the position is aligned with market expectations
Structured screening and interviews to assess both skills and values alignment
Support with offer stage and onboarding planning to set everyone up for success

Initial discovery session to understand your business, goals and culture
Branded advertising and discreet outreach to attract high-quality candidates
Regular updates and feedback loops to keep the process transparen

You will be involved throughout, not as a client waiting for CVs, but as a partner shaping the future of your team.

Is retained recruitment more expensive?

Retained recruitment does involve an upfront investment, but for senior roles, the cost of getting it wrong can be significantly higher. It is not just about filling a gap quickly, it is about hiring the right person who will lead, support and add long-term value to your business.

According to the Recruitment & Employment Confederation (REC) a bad hire at mid-manager level with a salary of £42,000 can end up costing a business more than £132,000 . This includes the costs of recruitment, onboarding, lost productivity, and the impact on the wider team. More broadly, the REC estimates that a poor hire can cost around three times the annual salary , meaning that a £35,000 role could result in over £100,000 in losses.

For many growing businesses, a retained approach offers the reassurance of a well-managed, structured process. It helps reduce risk, improves long-term outcomes and can offer far greater value than a quick fix. And because the fee is phased, it is easier to plan and manage within your budget.

Supporting senior hiring through retained recruitment

At Jo Holdsworth Recruitment, we understand that hiring for a senior role is not just about skills and experience. It is about finding someone who fits your values, understands your goals and can lead with confidence. Our retained recruitment service is designed to support this level of hiring. It offers the structure, insight and dedicated approach needed to make a strong, lasting appointment. We work closely with growing businesses to help shape roles, reach the right candidates and guide the process from first conversation to final offer.

For example, a legal firm based in Redditch, Worcestershire recently partnered with us to recruit a Head of Commercial Litigation. Despite a challenging location and strong competition for talent, we delivered a shortlist of two outstanding candidates within three weeks. Both were highly aligned on skills, values and leadership style, and the client expressed that they would have hired both if they had the capacity. The success of this appointment led to further senior-level roles being filled through our team.

Final thoughts

Hiring a senior leader is not just about finding someone with the right experience on paper. It is about identifying someone who understands your business, shares your values and can lead with confidence and purpose.

If you are an SME or growing organisation, retained recruitment can give you the clarity and support you need to hire well. With the right recruitment partner, it becomes more than a hiring process. It becomes a strategic step forward for your business.

Even if you are only in the early stages or exploring options, a conversation with our senior appointments team can help clarify the best approach for your business.

At Jo Holdsworth Recruitment, we offer retained recruitment that is tailored, transparent and grounded in partnership. If you are planning a senior appointment and would like to explore whether retained search is right for you, we would be happy to help.

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Davina Cooke

Director Executive Search

Hiring in the Winter Months: Turn a Quiet Season into a Strategic Advantage

Thu, 18 Dec 2025 09:33:38 GMT

Why now is the time to plan smarter, hire better and step into 2026 with confidence.

Winter often brings a natural pause for many businesses across Leeds and West Yorkshire, as final quarter budgets are wrapped up, teams prepare for annual leave and recruitment is pushed into January because it feels easier to leave decisions until after the Christmas break. On the surface, that approach makes sense, because diaries are full, the year is nearly done and the idea of launching a new hiring process can feel like one task too many.

There is, however, a more productive way to use this part of the year that can work strongly in your favour. Employers who take time in December to think more strategically about hiring often start the new year feeling more prepared, more focused and far more confident.

This point in the year naturally creates valuable space - to reflect on team structure, review what’s really needed and begin meaningful conversations with candidates, without the noise and urgency that January often brings.

At Jo Holdsworth Recruitment, we have supported hundreds of Leeds based organisations during these quieter months and have seen many times how a few simple, thoughtful steps can significantly reduce pressure later on. Here are some practical, achievable ways to plan ahead, manage resourcing smoothly and shape your hiring strategy for 2026, so you and your team step into January with momentum rather than last-minute stress.

Make Smarter Hiring Decisions Before the Market Gets Crowded

January is widely seen as a peak hiring period, yet that peak often comes with intense competition for talent, longer timelines and heavier pressure on every decision, as many organisations advertise at the same time and candidates are pulled in multiple directions. The result can be slower shortlisting, more difficult scheduling and processes that feel reactive instead of considered.

With projects wrapping up, many teams find this time of year naturally lends itself to more thoughtful planning. While availability can still be limited, many businesses find that this end-of-year window gives teams a chance to reflect and move with more intention.

**Here are three ways to make the most of this time:

Plan interview slots early by scheduling windows in advance, protecting time in busy diaries and maintaining momentum before annual leave kicks in.

Revisit and refine your roles by updating job descriptions, identifying potential skills gaps for 2026 and aligning on what success looks like, so the whole team are on the same page.

Streamline decision-making by using any natural lull to review CVs in batches, discuss shortlists with your hiring team, and provide timely, constructive feedback to keep the process moving.

Even if you’re not ready to hire immediately, taking these steps now can reduce January stress and give you a head start in a market that quickly becomes crowded.

Engage With Candidates Who Are Quietly Considering Change

Although application volumes typically dip in December, many professionals are still thinking seriously about their next step, because as the year closes, many people naturally reassess their role, priorities and goals. Conversations about pay, progression, workload and balance are common in Q4, which creates a thoughtful context in which to speak to potential candidates.

This can be particularly relevant for positions in business support, legal operations, HR or finance, where professionals often value stability, alignment and long-term opportunity more than a quick move. When you reach out during this period, you create a calmer space for exploratory, no pressure conversations, and that often leads to a stronger match between what the candidate wants and what your organisation can offer.

**Steps you can take now:
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Working with your recruiter to identify passive candidates who are not actively applying online but are open to a confidential conversation about the right opportunity and who may welcome an initial, informal chat at this time of year.
Placing alignment ahead of urgency, so that, rather than feeling pushed to fill a vacancy quickly, you can spend time exploring values, culture, working style and long-term goals to see how well they fit on both sides.
Remaining open to January or even February start dates, which allows candidates to complete their notice periods over the festive period, take any planned leave and then join your team with a clear mindset and a sense of fresh beginning.

The key idea is that meaningful, values-based engagement often matters more than sheer volume of applicants, and December can be a good time to begin those conversations in a way that feels considered and respectful.

Use Temporary Recruitment to Maintain Continuity and Reduce Burnout

As deadlines approach and annual leave kicks in, pressure often builds across teams. Workloads increase, capacity drops and permanent staff can quickly feel stretched or at risk of burnout. Temporary recruitment offers a flexible, reassuring way to protect service levels while giving your team the support they need, without asking you to make a permanent commitment before you’re ready.

Temporary staff can bring relevant experience into your organisation, contribute fully to day-to-day operations and act as a supportive buffer during peak periods. When handled well, temporary appointments build trust and continuity because your team feels supported and knows their workload has been recognised.

**Temporary staff also offer benefits such as:
**

Fast start dates when pressure is high
Skilled cover for holidays, absence or sudden workload spikes
No long-term salary or headcount commitment
Consistent service levels throughout busy periods
Fresh skills and experience brought in exactly when they’re needed

If you expect your team to feel the strain this December, developing a short-term resourcing plan now can bring real peace of mind. To begin:

Identify likely peak pressure points by reviewing internal resource plans and highlighting where workloads may spike, so you can prepare support rather than react at the last minute.
Draft short, focused job briefs in advance, even if you do not yet know the exact timing, because having those ready allows you and your recruiter to move quickly when a need becomes clear.
Speak to your recruiter about pre-cleared candidates, as many agencies, including ours, maintain pools of registered, vetted temporary workers who are ready to start at short notice.

By preparing for temporary cover ahead of time, you send a clear signal that your team’s wellbeing and performance matter, reduce the risk of disruption and help protect service levels across customer service, operations and finance when they are most visible.

Lay Strong Foundations for Q1 Hiring with Strategic Planning

Even if you are not planning to hire before Christmas, the final months of the year are a valuable opportunity to shape your hiring strategy for Q1 2026 in a calm and considered way, so that when January arrives you feel ready to act rather than pressured to catch up. Early planning can bring reassuring clarity to everyone involved, from hiring managers to HR to senior leaders.

**A helpful starting point is to reflect on:
**

Known internal changes, such as promotions, retirements, contract completions or restructures that may affect your headcount, or skills mix in the first quarter.
Skills planning, by asking where you anticipate capability gaps, which projects or initiatives will need fresh energy and what critical experience you may need to bring in.
Team structure, by exploring whether your current setup supports your Q1 and 2026 goals, or whether this is an appropriate moment to realign responsibilities and reporting lines to better match your strategy.

Once you have clarity on these areas, it becomes much easier to shape a clear brief and a realistic hiring timeline. A consultative recruiter can support you with benchmarking salaries and benefits, sharing insight into the local talent market and helping you communicate expectations with internal stakeholders, so that everyone feels informed and aligned before roles go live.

When this alignment happens in advance, January tends to feel much more like a confident, planned step forward than a rush to respond to urgent requests.

Give Yourself a Smoother Start to 2026

Even modest, well thought through actions now can lead to a calmer, more successful hiring experience in the new year, whether that involves securing temporary support, starting conversations with aligned candidates or simply taking time to review your team structure and planned changes. Treating this period as a chance to pause, reflect and prepare can make a noticeable difference to how you and your team feel in January.

You do not need to be hiring immediately to benefit from planning ahead. By taking time now, you can help your team step into 2026 with less pressure, greater clarity and a stronger sense of control over resourcing and growth, which in turn supports better outcomes for your customers and your business.

If you would welcome a practical, open conversation about your resourcing needs, or if you would simply like to explore what the market currently looks like for your next role or hire, our team is here to support you. Call our Leeds office on 0113 233 7760 or register your vacancy online, and we will be happy to talk through your options at your pace, with no pressure and no rush.

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Jo Holdsworth

Managing Director