Case studies

Considerations and challenges

The Trust had already been unsuccessful in recruiting for these roles, so it was necessary for the consultants to understand the frustrations to date and the reasons why the positions had not yet been filled. With different requirements for each position, some requiring NHS experience, some not, a transformation role sitting between finance and project management, and varying levels of seniority, there were a number of complexities for the team. In particular, the Senior Finance Manager for Transformation role required experience of project costings, while knowledge of statutory reporting in the NHS was necessary for the Head of Financial Accounts, and broader NHS experience was essential for both these positions. However, the Senior Finance Manager, Central & Corporate was a role that looked after a non-clinical area, so NHS-specific experience wasn’t a requirement, although the successful candidate had background in healthcare, working for a supplier to the NHS.

Added to these challenges was the fact that the Barnet area sits outside of the full London Weighting area, attracting candidates within the sector who had the relevant experience is difficult, as it is likely to represent a cut in salary. The Robertson Bell team therefore had to be creative in its search for candidates from a wider area outside of London and advise BEH that it would need to be flexible on its working patterns.

Solution

Working to a very short timeframe to fill all five positions – Robertson Bell went live with the roles at the beginning of November and BEH wanted the roles filled by Christmas – the team had to outline clear timelines and control the process, whilst navigating issues like clients being on annual leave over the festive period. The consultants therefore worked hard to agree a rigid timeline for shortlist, interviews and feedback, and manage expectations in terms of the number of CVs that they could deliver that would have the relevant NHS experience, but with reassurances that those provided would be extremely strong fits for the positions.

With targeted advertising and ‘all hands on deck’ approach from Robertson Bell’s dedicated research team, they ensured they had the best possible candidates for the roles, and a small number of quality CVs were shared, most of whom were invited for interview.

With interviews being held at a tricky time of year, the consultants also had to set set strict dates and time slots for interviews, to manage expectations from candidates from the outset and to avoid them missing out by not being available to interview before Christmas.

Outcome

From the Senior Finance Manager, Central and Corporate who took a pay cut because of a genuine desire to work for the NHS and the passion he demonstrated for the role, to the Transformation candidate who lived far out of London but was known by Robertson Bell through previous contracting roles and was willing to consider a permanent position, the consultants demonstrated a diverse range of recruiting skills and expertise. For example, capital accounting is a niche skillset and adding in the London Weighting issue would have made it difficult to source a candidate from another NHS organisation. The consultants therefore targeted other public sector organisations where candidates understood the challenges and benefits of working in the sector and salary expectations are more aligned, with the successful candidate coming from the education sector.

The success of filling these roles, though, can be largely attributed to the consultants’ ability to manage their relationships with both client and candidates. A high level of control and organisation is required to deliver against such a short timeframe, particularly when BEH had previously failed to find candidates with the right skills. What’s more, these relationships don’t end after an offer has been made. With high scope for a counteroffer, or even for the candidates to find another job opening during their notice period, there is work to be done when they’re working their notice. As such, the consultants maintained a regular dialogue with the candidates up until their start dates and have further checked in with them to ensure they are happy in their new roles. One of the candidates had a change in their personal circumstances, which affected their ability to commit to the previously agreed working patterns, so the consultant was on hand to manage communications, creating a solution to this to limit any frustrations.

This level of care and attention is typical of Robertson Bell’s consultants, throughout the recruitment process, while this project demonstrates the tenacity and expertise of the team in delivering a complex, multi-vacancy project, and the different skills required to do so successfully.