TheLittle Book

Of

Within these pages we’ve synthesised ten years experience in digital recruitment into bitesized chunks of wonderfulness.

You’ll find stats about the marketplace, some recruitment tips and extracts from our salary survey so you can check that your income is on track.

We’ve also included some of our most popular blog posts for a little light relief between the numbers.

So pop the kettle on and enjoy a good read.

hello,welcome to The Little Book of Beringer Tame.

The Areas Our Candidates Work In!

Digital Marketing !Ecommerce/Mobile!Analysis!PPC/SEO!Social!Email/CRM!Multi-Channel!Content!

The Job Titles We Filled in 2014!

Executive!Developer!Analyst!Editor!Coordinator!Manager!Head of!Director!Managing Director!CEO!

Introducing Beringer Tame in numbers ...

BT average recruitment cost: £9,223

BT average time to fill a job: 8.2 weeks

National average time to fill a job: 14.5 weeks*

National average recruitment costs: £10,000*

*Source: http://www.staffshare.co.uk/docs/Numbers%20Recruitment%20Costs.pdf

91% of candidates we placed said they would come to us first when

looking for their next job.

Working with Beringer Tame saves you time and money, because we already know the candidate you need for your business.

Top 3 Work Faux Pas You Don’t Know You’re MakingThere are some office faux pas we all know to avoid. Photocopying intimate areas is a no no. Telling your boss what you think of them when drunk and high on cocktail sausages at the Christmas do is not excusable. Short shorts and low cut tops are to be avoided (for women and men). But there are some other, fairly innocuous faux pas you don’t even know your making that may be harming your career.

Here are the top 3:

1) Working over timeNot only does over time give you a 60% higher risk of heart problems, but it also may not be having the desired effect on your boss. While you’re diligently burning the midnight oil counting up all your accrued brownie points, your boss may actually be wondering whether you’re coping. If they feel your workload doesn’t warrant you working more time than your colleagues, they may start to see you as incompetent rather than committed.

2) Being too curiousWhether you work in an open plan office or cubicles, personal space is not at a premium. Conversations have to happen out in the open, and as a great colleague you need to develop selective deafness. Whether people are dealing with a bit of overspill from their personal life, or dealing with a professional crisis, they probably won’t appreciate a row of noses jabbing into their insecurities. It also goes without saying that you don’t read people’s emails over their shoulder either!

3) Not asking for helpWhen you’re the one on the end of a crisis it can be hard to know where to turn. You want to try and shovel yourself out of a hole, but it’s always much easier to get out when there’s someone pulling you up. People love to feel that their opinion and expertise is valued, so ask for help and make them feel good.

But also make sure your reading people properly. If you ask for help every time you fire up your computer, people are going to wonder what you’re doing there. Equally, your boss probably doesn’t appreciate your rabid face asking them about their weekend at 08:55 am on a Monday. Dust off that body language dictionary and read the room.

FeatureTen years experience specialising in digital recruitment.

BenefitInstant access to a talent pool that extends far beyond obvious people in obvious jobs - we’ve been mapping the market for 10 years.

FeatureTrack record of award-winning success.

BenefitPast performance is a good indicator of future performance, and we have won awards for our versatile and innovative recruitment campaigns.

FeatureA very high quality and exceptionally well resourced team.

BenefitYour account team are motivated and experienced, while our dedicated marketing executive and researcher are available to support your campaign.

Natural selection is anything but random.To succeed, you need great people.

To get great people, you need to work with the experts.

Why work with Beringer Tame?

In Daniel Kahneman's book Thinking Fast and Slow, the world's foremost authority on decision making explains that in order to avoid wasting valuable energy, our brains have evolved short-cuts for repeat decisions. These heurisitics are made by completely bypassing our conscious thinking process: they are fast thought.

In other words the brain is often predisposed to be as lazy as possible. Whilst this is bad news for proponents of free will it is great for marketers who love to think they can take advantage of our innate heuristic algorithms. It is also a very useful system for functions like driving on a motorway for three hours where you can let your unconscious brain deal with a routine process whilst using your slow thinking brain to mull over thorny problems like where to go on holiday next summer.

So which system do we use when making really important but difficult decisions about future strategy in conditions of uncertainty? Which system do we use when we have impartial, conflicting and inconclusive evidence like making choices about who to hire?

Whilst we like to think that we use our slow conscious intelligent thinking for decisions like hiring or future strategy, Kahneman shows that we use far more of our fast thinking brain than we would like to admit.

He shows that many of our decisions only really have a rationale after they have been made and that we show a number of complex biases which have very little to do with any true rationality.

So what are these biases, how many are there and what can we do about it? There is a great list on Google (included on the list is the Google Bias - the inability to bother to remember anything which you can find on Google). Here are some of the classic ones - it could be good fun to wheel them out in your next heated debate when faced with a sticky decision:

Confirmation Bias - the tendency to search for, interpret, focus on and remember information that confirms ones pre-conceptions.

Framing Effect - Drawing different conclusions from the same information depending on how or by whom that information is presented.

Neglect of probability - the tendency to completely ignore probability when making a decision under conditions of uncertainty.

Social Comparison Bias - the tendency, when making hiring decisions, to favour potential candidates who do not compete with one's particular strengths.

The Ikea Effect and Decision Making

Halo Effect - the tendency for a person's good or bad traits to spill over from one personality area to other areas of their perceived personality.

Cryptomensia - a misattribution when a memory is mistaken for imagination because there is no subjective experience of it being a memory.

There is a whole host of others and of course many of them interact with each other to form the wonderfully chaotic process that is human thought and action!

Companies behave in similar ways to individuals in this respect. The Innovator's Dilemma is an account of how highly rational, intelligent and successful management teams and cultures develop such efficient biases that they become institutionally incapable of seeing the big picture. They are so plugged into the right high margin markets and are so good at feeding back the right information for incremental product development that they fail to see that a new low-cost, low margin, high volume product will wipe out their entire market just as they are having their greatest success.

The best cure for rampant bias is to pick up a nasty gambling habit. Here you will find the incontrovertible and painful truth that you are not capable of influencing the future by making irrational generalisations of past events or by making decisions on a skillful hunch. Gambling in controlled environments teaches the counter-intuitive skills of probability and taking risks in an intelligent way.

Secondly you can rejoice in the fact that the best way to do digital is not to make any decision other than to have an agile methodology where product is tested in the market place and some very clear numbers come back to support or destroy a business case. In other words, like gambling, come up with a strategy for minimising the downside risks and maximising the upside.

Thirdly you have to remember that whatever product or service you provide now will be marketed and delivered in a different shape or form sometime in the future. Are you going to be doing that or is it an unbiased startup sitting in a garage around the corner who is by luck or by plan closer to the customer?

Finally I have to admit that I am now suffering the Ikea Effect - the tendency for people to place disproportionately high value on objects they have partially assembled themselves regardless of the quality of the end result.

James MinterPartner, Hannington Tame

Hannington Tame is an executive search firm specialising in digital leadership roles.

www.hanningtontame.com

Salary Stats

The democratising nature of the internet means that start up pureplays can compete alongside large traditional retailers. However, these discrepancies in size are also often reflected in discrepancies in salary.

We have used our large database to analyse and present up-to-date salary information to give you an accurate picture of the current job market.

All information is based on current average salaries taken from our database.

Here we have looked at the industry as a whole to provide the lowest, average and highest digital salaries by seniority.

Here you can view average

salary according to area of

specialism. There will be large

discrepancies between

companies but these figures

are intended as a broad guide.

We have also compared these figures to

the previous year to see how the market

is changing and what sort of skills are

becoming more valuable.

* data unavailable

We know that many people take pride in their job title, and we have a large variety in our database. Here we have narrowed in on different job titles to give you a clearer picture.

Do you receive a bonus, or think you should?This graph shows what percentage of people in each job title receives an annual bonus.

Bonus Buster

The average bonuses are:

Executive: 15%Manager: 18%Head of: 22%Director: 30%

Business owner Sue Watson tasked us with sourcing the next generation of leadership to run her business. The brief was to find a tech savvy CEO, using social media. She stipulated that she was looking for genuine leadership ability over experience or background.

We ran a #nextgreatleader Twitter campaign that reached 1 million followers in over 30 countries. It was a huge success with extraordinarily high quality applicants spanning various industries. Social media was also used as part of the screening process, with applicants asked to create their own Pinterest board and Vine video.

Certainly not the norm for an executive search process; it raised eyebrows, but that was always our intention. Our campaign uncovered a candidate with no CEO experience from a pharmaceutical background, but with true charisma and leadership ability.

Following this process we won a prestigious Recruiter Award for Excellence for our marketing campaign against some large multi-national agencies.

Case Study: Lyle & Scott - CEOThe next generation of leadership

Like many successful catalogue retailers, Boden were early adopters of ecommerce. However, in a rapidly evolving market, they recognised that the business needed to be

realigned with digital at its core. A need to stay ahead of competitors as well as international expansion opportunities in the US and Germany brought about a search

for a digital purist to take a leadership role, building upon the already strong ecommerce team.

We listened and supported the board in articulating exactly who it was they were looking for. It was a collaborative process working closely with HR that resulted in the appointment of its first eCommerce Director. It currently ranks amongst the UK’s most

successful online retailers.

Case Study: Boden- eCommerce Director

Realigning business with digital at its core

How Charities Do Digital

EcommerceThe charity shop is ubiquitous with the British high street and are first stops for treasure hunters and bargain seekers. But some charities are moving with the times and taking their traditional offering online. Oxfam is one such charity doing this especially well. Oxfam’s online shop sells its own product offerings (goats for villages, Christmas cards etc.) as well as donated items. This is where Oxfam keeps the ‘good stuff’ – wedding dresses, vintage pieces and silverware.

Ecommerce works for Oxfam where it may not work for other charities. Oxfam has always had a greater retail focus: developing its product offering, redesigning its shops with strong branding, and being savvy with its product donations (bad luck for those looking for hidden gems). Many other charities don’t have the inclination, nor the level of product donation to sustain an Ecommerce website, and therefore look to other aspects of digital.

Social MediaSocial media is one area in which charities have excelled. As a medium it is conducive to the needs of the third sector: it has a huge reach and opportunities to maximise opportunity with small budgets. Stand out examples include Cancer Research UK’s #nomakeupselfie which made £8million in 6 days, and the ALS Ice Bucket Challenge which made over $100million. These campaigns are excellent examples of the power of social media for fundraising. Social media enables and encourages users to jump on trends and spread them: with all the bad press social gets, its nice to see it used for good.

MicrositesSome charities are using microsites to draw attention to a particular cause. These are a creative innovation that work in conjunction with social media to spread a specific message in a way that is more affective than a press release. For example, Barnardo’s spoofed the popular travel site AirBnB to make CareBnB, a microsite drawing attention to the terrible conditions children leaving care have to live in. The site is effective because it is simple, focused on its message and creative. The site has just the key information, allowing the shock factor to drive conversion, and opportunities to do so are littered all over the page in Call To Action buttons. The benefit charity microsites such as these have over commercial sites is that conversion is so much easier to achieve – consumers are only asked to sign a petition, rather than part with any money.

Testimonials“My professional relationship with Beringer Tame goes back to the early days.  I’ve invited Beringer Tame to work with me at three companies and they’ve never let me down. They know the field better than anyone and have nurtured much of the senior digital talent in business today”. 

David Walsh: Marketing Director at Intuit

“Beringer tame have recruited both me and for me in the past, and are now my first port of call when looking for new members for the team. Their attention to

detail and solid understanding of core eCommerce responsibilities means candidates are expertly curated, and they only pt forward people who fit the bill.”

Dan O’Sullivan: eCommerce Manager at Space NK

“Beringer Tame have delivered the vast majority of my team hires over the past decade. They have consistently presented a highly edited shortlist of exceptional candidates, and have never compromised

from the brief. Most importantly, they are adept at matching cultural fit, which has ensured the right hires, remarkable retention and value for company and individual alike.”

Sue MacMillan:eCommerce Director at Boden

Check our website and social media channels for regular new updates on the digital landscape.

To speak to someone about recruiting for your team or looking for a new job, get in touch using the details below.

phoneus: 01256 855944emailus: info@beringertame.comourwebsite: www.beringertame.com

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