Charisma Recruitment

A Message from Lord Pickles and Lord Blunkett, followed by Charisma Recruitment's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Charisma Recruitment is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

charismarecruitment.co.uk

BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | UNITAS
from six to three per cent, resulting
in a £500,000 saving is agency and
subcontractor back filling costs, which
is testament to the motivational
leadership that we are truly proud of.
We’ve ensured that our employees
have good terms and conditions of
employment and feel listened to.
Examples of this include opting to
permit all existing and new employees
to join the LGPS pension scheme to less
significant actions such as allowing trade
staff to wear shorts in hot weather.
Fire safety legislation
We have tower blocks ourselves in
Stoke, and we know the government
had to take a hard line on how these
types of buildings are regulated after
the Grenfell tragedy in 2017.
There does, however, need to be
more clarity. When it comes to old
buildings, fire safety regulations aren’t
retrospective. They only apply at the
time, up and down the country, when
the building is first constructed.
To avoid disasters like this, we need
more guidance. More effective
legislation that comes into effect on a
retrospective basis, although requiring
a Herculean effort, would mean safer
buildings – safer homes – all across
theUK.
Future endeavours –
expansion a priority
We’ve seen parent company growth
and we want to expand the business.
The £4.5 million we gave back to the
council last year is just an example.
With a one-team approach, we are
uniquely positioned to generate
more revenue and support all council
services, consequently improving the
lives of everyone in the community.
After £1.5 million in organic growth
after our first year, we have the
capacity to now renovate civic
offices and neighbourhood centres
– effectively serving as the “front of
house” for the council.
Beyond that, we also want to start
delivering third-party maintenance
contracts across Stoke. Staffordshire
University serves 15,000 students –
why aren’t our teams servicing their
facilities and undertaking construction
or refurbishment work?
Alongside that, we’re seeing a real
opportunity in the private rental
sector. House prices in Stoke are
comparatively low, and we have a high
saturation of private landlords. If we
can start taking on building works, gas
safety inspections and repairs, just for
example, in that sector, there’s a real
opportunity to generate more revenue
for the council.
Finally, we want to expand our service
and look at tendering for other social
housing providers along the city
boundary in the same vein.
The work we’ve been doing thus far
has been nothing short of outstanding.
We provide a value-adding service to
Stoke-on-Trent City Council and in our
first year alone have proven ourselves
as a real benefit, both out in the field
and on the balance sheet. I only hope
this trend can continue with so many
opportunities ahead of us.
We are
uniquely
positioned to
generate more
revenue and
support all
council
services
We are constantly looking
to improve our service
23CHARISMA RECRUITMENT |
CIVIL SOCIETY
Managing Director,
Jenny Warner
Selecting inspired
professionals
Managing Director Jenny Warner founded Charisma
Recruitment in 2002 after selling her former
recruitment consultancy. Having previously been
involved with a number of charities as a volunteer, Jenny
witnessed a widespread issue across the sector – many of these
organisations were struggling with staffing. Over the past 17
years, Charisma have worked to alleviate that problem, and
now serve as a highly specialist consultancy for the charity and
not-for-profit sector. They focus predominantly on middle to
senior management alongside also placing new trustees and
chief executives. Jenny tells
The Parliamentary Review
more
about Charisma’s work in the third sector, and how they absorb
and understand each client’s culture to find the best candidate
for every role.
We’re an independent, specialist recruitment consultancy. Around 80 per cent of
what we do is repeat business or comes about as the result of recommendations or
referrals from satisfied clients and candidates.
Since 2002, we have worked in – and grown to know – a broad variety of different
charity sectors. These include arts and culture, healthcare, disability, youth support,
housing, faith, care for older people, animal welfare and also military organisations.
Alongside this, the size of clients we partner with ranges considerably – whether
it’s a local charity or national organisation in question, we are always able to offer
our expert services.
FACTS ABOUT
CHARISMA RECRUITMENT
»Founder and Managing
Director: Jenny Warner
»Established in 2002
»Based in Winchester and
London
»Services: Executive search and
selection for charities and not-
for-profit organisations
»No. of employees: 7
»Extensive geographical reach
throughout the UK on all
executive assignments
Charisma Recruitment
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | CHARISMA RECRUITMENT
We pride ourselves on being a person-
centred company in a person-centred
sector – we’re a high-integrity, ethical
and honest recruitment consultancy.
Additionally, our name reflects the
quality we know to be truly necessary
for successful work in the charity
sector – charisma.
Attracting the top talent with
Charisma
Our expertise is recruitment, through
and through – with every client
we work with, we aim to be a
“chameleon” of sorts – whether we’re
recruiting for a hospice or an animal
welfare charity, we strive to analyse
exactly what makes an organisation
tick before progressing further. We
learn about the culture of each charity
and we want to absorb it to ensure
that each candidate is best placed for
the role in question.
Testament to our excellence in
this regard is our membership of
The Recruitment & Employment
Confederation alongside being awarded
our honorary fellowship of The Institute
of Recruitment Professionals in 2012 –
one of only five across 6,000 members.
We offer the highest standards of
ethical recruitment, and both clients
and candidates alike truly appreciate
what we do.
The personal touch
On a day-to-day basis, we meet
clients and advise on the state of
the marketplace and how to attract
and retain the best talent. Out of a
desire for further efficiency, we often
use Skype or FaceTime to meet for a
“virtual coffee” as well as meeting
face-to-face. A lot of our prospective
candidates are time-poor, so we find
flexibility and technological familiarity
to be of paramount importance.
We ensure appropriate induction
and onboarding takes place for all
successful candidates, while also
speaking to those who have aspirations
of transitioning into the third sector
– whether their background is from
the City, the military, the public sector
orelsewhere.
For these prospective candidates,
we hold career clinics and training
workshops focusing on transferable
skills, and also host peer-level
networking events for chief executives,
chairs and trustees. We ourselves also
attend charity conferences – and have
spoken at some – to further outline
how best to recruit the right trustee
orexecutive.
It’s about more than just filling a role
– our service goes far beyond that. At
Charisma, we offer a full advisory service
for charity and not-for-profit recruitment
and staff planning and development.
It may well be a niche area, but it’s our
niche, and we know it well.
It doesn’t just come down to
placing a candidate
Our geographical coverage is quickly
expanding. We have opened a London
office in Covent Garden to enhance
our network in the City and our reach
extends throughout the UK. Improved
access is a real priority for us – and
from our head office in Winchester, we
continue to connect with charities of
all sizes across the UK.
The Charisma team
We strive to
analyse exactly
what makes an
organisation
tick
25CHARISMA RECRUITMENT |
CIVIL SOCIETY
To manage this expansion – which
has also included recruitment for a
growing number of chairs, trustees
and executives – we have recently
developed our website and are
planning to host more charity events
over the coming years. We have
plans and we want to continue
moving forward at a pace to serve the
voluntary sector as best we can.
The changing landscape of
headhunting
Attracting and retaining top talent
for executive-level roles is not always
easy. Appropriate and thorough
onboarding is essential and, with
low unemployment in the UK,
this has meant the supply of high
level candidates is reduced. Digital
communication is now very much the
norm for the sector – so we have to
maximise our exposure in that regard
to ensure we remain competitive in
themarketplace.
It’s also challenging to ensure that
clients accept that offering flexible
working is now the name of the
game when it comes to attracting the
best people. Many candidates now
want the option to work part-time
or from home so client flexibility is
an absolute must. This feeds back
into our commitment to honesty –
clients may not want quite such a
significant compromise, but we feel
a responsibility to advise them on the
marketplace, to ensure a successful
outcome for everyone.
Alongside the ever-increasing complex
requirements with the emergence
of hiring policies and budget
restrictions across the sector, the
landscape is changing with regards to
newlegislation.
The natural choice
Above all, however, we are confident
about our future. We look forward to
expanding further and working with
an ever-growing number of charities
and candidates to ensure that we
address staffing needs across every
area of the sector.
Using a combination of our specialist
approach, consultative work and
outstanding flexibility, we have placed
hundreds of successful candidates
in the not-for-profit sector over the
past 17 years, and we look forward
to continuing to do so. We don’t just
believe that we’re the natural choice
for recruitment in the charity sector –
we know we are.
We look
forward to
expanding
further and
working with an
ever-growing
number of
charities and
candidates
Supporting charities
throughout the UK
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | CHARISMA RECRUITMENT
We pride ourselves on being a person-
centred company in a person-centred
sector – we’re a high-integrity, ethical
and honest recruitment consultancy.
Additionally, our name reflects the
quality we know to be truly necessary
for successful work in the charity
sector – charisma.
Attracting the top talent with
Charisma
Our expertise is recruitment, through
and through – with every client
we work with, we aim to be a
“chameleon” of sorts – whether we’re
recruiting for a hospice or an animal
welfare charity, we strive to analyse
exactly what makes an organisation
tick before progressing further. We
learn about the culture of each charity
and we want to absorb it to ensure
that each candidate is best placed for
the role in question.
Testament to our excellence in
this regard is our membership of
The Recruitment & Employment
Confederation alongside being awarded
our honorary fellowship of The Institute
of Recruitment Professionals in 2012 –
one of only five across 6,000 members.
We offer the highest standards of
ethical recruitment, and both clients
and candidates alike truly appreciate
what we do.
The personal touch
On a day-to-day basis, we meet
clients and advise on the state of
the marketplace and how to attract
and retain the best talent. Out of a
desire for further efficiency, we often
use Skype or FaceTime to meet for a
“virtual coffee” as well as meeting
face-to-face. A lot of our prospective
candidates are time-poor, so we find
flexibility and technological familiarity
to be of paramount importance.
We ensure appropriate induction
and onboarding takes place for all
successful candidates, while also
speaking to those who have aspirations
of transitioning into the third sector
– whether their background is from
the City, the military, the public sector
orelsewhere.
For these prospective candidates,
we hold career clinics and training
workshops focusing on transferable
skills, and also host peer-level
networking events for chief executives,
chairs and trustees. We ourselves also
attend charity conferences – and have
spoken at some – to further outline
how best to recruit the right trustee
orexecutive.
It’s about more than just filling a role
– our service goes far beyond that. At
Charisma, we offer a full advisory service
for charity and not-for-profit recruitment
and staff planning and development.
It may well be a niche area, but it’s our
niche, and we know it well.
It doesn’t just come down to
placing a candidate
Our geographical coverage is quickly
expanding. We have opened a London
office in Covent Garden to enhance
our network in the City and our reach
extends throughout the UK. Improved
access is a real priority for us – and
from our head office in Winchester, we
continue to connect with charities of
all sizes across the UK.
The Charisma team
We strive to
analyse exactly
what makes an
organisation
tick
25CHARISMA RECRUITMENT |
CIVIL SOCIETY
To manage this expansion – which
has also included recruitment for a
growing number of chairs, trustees
and executives – we have recently
developed our website and are
planning to host more charity events
over the coming years. We have
plans and we want to continue
moving forward at a pace to serve the
voluntary sector as best we can.
The changing landscape of
headhunting
Attracting and retaining top talent
for executive-level roles is not always
easy. Appropriate and thorough
onboarding is essential and, with
low unemployment in the UK,
this has meant the supply of high
level candidates is reduced. Digital
communication is now very much the
norm for the sector – so we have to
maximise our exposure in that regard
to ensure we remain competitive in
themarketplace.
It’s also challenging to ensure that
clients accept that offering flexible
working is now the name of the
game when it comes to attracting the
best people. Many candidates now
want the option to work part-time
or from home so client flexibility is
an absolute must. This feeds back
into our commitment to honesty –
clients may not want quite such a
significant compromise, but we feel
a responsibility to advise them on the
marketplace, to ensure a successful
outcome for everyone.
Alongside the ever-increasing complex
requirements with the emergence
of hiring policies and budget
restrictions across the sector, the
landscape is changing with regards to
newlegislation.
The natural choice
Above all, however, we are confident
about our future. We look forward to
expanding further and working with
an ever-growing number of charities
and candidates to ensure that we
address staffing needs across every
area of the sector.
Using a combination of our specialist
approach, consultative work and
outstanding flexibility, we have placed
hundreds of successful candidates
in the not-for-profit sector over the
past 17 years, and we look forward
to continuing to do so. We don’t just
believe that we’re the natural choice
for recruitment in the charity sector –
we know we are.
We look
forward to
expanding
further and
working with an
ever-growing
number of
charities and
candidates
Supporting charities
throughout the UK

charismarecruitment.co.uk

This article was sponsored by Charisma Recruitment. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster