Inside Right

A Message from Lord Pickles and Lord Blunkett, followed by Inside Right'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 Inside Right 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

Founders Ben Jones and
Our storefront
Based in Wolverhampton, Inside Right offers recruitment
services to the manufacturing and engineering sectors.
After working in the industry for 20 years, partners
Ben Jones and Luke Walton founded the company in 2015.
With significant links to the automotive sector in the West
Midlands, they place candidates for a range of different roles.
Co-founder and Director Ben explains how a lack of vocational
experience amongst younger generations is impacting the
Providing a personal service
Luke and I founded Inside Right after working successfully in the recruitment
industry for the best part of 20 years for both smaller independent companies
and global market leaders. The knowledge and experience gained helped us to
identify a number of common weaknesses and encouraged us to establish our
The key issue we identified elsewhere was how the industry’s most important
assets, its candidates, were being poorly engaged. Often, the overarching messages
and strategies that were disseminated from senior positions would be difficult to
realise consistently at branch or consultant level. As a result, the lack of focus on
worker communication and engagement caused their relationships with candidates
to suffer. This often led applicants to feel like they were merely numbers, rather
»Founders: Ben Jones and
»Established in 2015
»Based in Wolverhampton
»Services: Recruitment for
the manufacturing and
engineering sectors
»No. of employees: 6
Inside Right
Highlighting best practice
than valued workers. There was
also a great deal of incorrect or
misleading communication, including
misinformation about the length of
roles in which they were being placed.
This led to large numbers of candidates
becoming disaffected with their agency
At Inside Right, we offer a more
personal service. We strive to be more
open and transparent, seeking to
spend more time with our candidates
to understand better their skills and
the type of work they are looking for.
Beyond this, we also try to support
them with targeted advice, something
larger companies often fail to do.
Although we mainly recruit within
the manufacturing and engineering
sectors, we cover a wide range of
roles and skillsets. For an individual
company, we can place candidates
in a variety of positions, from low-
skilled manual roles up to highly
qualified engineering and managerial
As we are based in Wolverhampton,
we work closely with the automotive
industry across the West Midlands.
It is crucial that these companies
are able to attract and recruit highly
skilled candidates, and we are
able to support them by sourcing
the right candidates in a tight,
A lack of vocational
One of the main challenges we face
is the lack of vocational experience
of many young candidates. There is a
large skills gap between generations,
as successive governments have sought
to massage unemployment figures by
encouraging the pursuit of further,
largely academic, education. While this
has its advantages, it is a significant
issue for the industrial sectors.
The specific requirements of
automotive companies are hard to
meet when younger generations are
not being taught industry-specific
skills. We exist to aid companies in
finding skilled employees, but this
is becoming increasingly difficult as
emphasis shifts away from vocational
study in favour of academia, despite
the significant earning potential in this
sector. There is a significant disparity
between what specialised companies
require and what many potential and
actual applicants have been taught.
Raising the age at which young
people can leave full-time education
only exacerbated this issue, and
other pieces of recent legislation
have often had good intentions
but caused unforeseen negative
consequences. These issues are even
more pronounced in our local area, as
the need for skilled workers is more
immediate; companies require manual
workers and employees who are
happy to work varied shift patterns,
something that increased legislation
has made more difficult.
Jade and Chloe in the
We strive to be
more open and
seeking to
spend more
time with our
candidates to
better their
skills and the
type of work
they are
looking for
Alongside these legislative concerns,
we also see a general lack of focus
and attention on what people can
achieve in vocational roles. More
must be done, by employers as
well, to emphasise the potential
for personal development, more
varied working time options and
impressive remuneration that can be
attained in many roles. An obsession
with academic qualifications can
distract potential candidates from
the advantages of working in the
industrial and manufacturing sectors.
There simply aren’t enough people,
presently, with the skills and attitudes
that local companies require.
Working with local training
We have developed a number of
different potential solutions to try
to combat these growing issues.
Chief among these is our desire to
begin working with external training
providers who can upskill certain
elements of the workforce. Whether
these companies are linked directly
to the government or simply have
access to government funding, they
are essential if we are to develop the
vocational skills of potential candidates
who have so far only received
academic education. Schemes such
as these could help to develop those
workers who have good attitudes
and work ethics but who lack sector-
specific skills.
By working with these external training
providers, we could pool our skillsets.
Instead of just providing a single skilled
candidate, we would be able to offer
a group of recruits who, at lower or
no cost to the company, could train
and develop on the job, assisted by
these training providers. As these
problems have accelerated over recent
years, it is essential that wenow
entertain different solutions that
were not necessary or available ten to
It is also critical to the sector’s future
success that the government works
collaboratively with those in the
sector when developing any further
legislation. Unnecessary restrictions,
even if designed with the benefit of
the worker in mind, can often end
up being damaging. Stifling health
and safety regulations or caps on
working hours can do more harm than
good, as they prevent willing workers
from maximising their output and
We hope that with increased
collaboration with recruiters, new
legislation will be developed that
benefits both workers and employers.
At the moment, these agencies are
often viewed somewhat negatively,
rather than receiving appreciation for
what they are: a highly useful and
beneficial vehicle and facilitator for
people who are trying to find work.
There is a large
skills gap between
generations, as
have sought to
figures by
encouraging the
pursuit of further,
largely academic,
We work with external
training providers to
upskill elements of the

This article was sponsored by Inside Right. 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 The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister