When a business successfully recruits somebody, there's usually a sense of relief. The interviews are complete, the offer has been accepted and the vacancy that may have been creating pressure for weeks or months is finally filled. Managers can begin concentrating on other priorities, while the new employee gets on with learning the job. But there's a problem with treating recruitment as though it ends on somebody's first day. An accepted offer doesn't automatically become a

When businesses think about recruitment, they usually concentrate on finding the right person. They consider the experience required, the responsibilities of the vacancy and the qualities that would make somebody successful in the role. They prepare job descriptions, review applications and arrange interviews to assess candidates. All of that is important. But there's another side to the process that employers sometimes underestimate. While you're assessing candidates, those

When a business begins recruiting, there's usually a picture of the ideal candidate in mind. They'll have the right experience, the right qualifications and a career history that looks reassuringly familiar. Perhaps they've worked for a competitor, held a similar position or spent several years in the same industry. When their CV arrives, everything appears to fit. It's understandable why employers are drawn to candidates like this. Recruitment takes time, and a familiar back

Every business has people it relies on more than it probably realises. They're the employees who understand how things work, deal with unexpected problems and keep everything moving when the day doesn't go according to plan. They might be experienced sales professionals who maintain important customer relationships, technology specialists who know the systems inside out or managers who can be trusted to handle difficult situations without constant supervision. In an optical p