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Considering a recruitment career change? Here are the questions you should be asking your future employer​​Switching employers in recruitment can be a big decision, and it’s natural to feel a bit overwhelmed, especially if you're walking away from an established desk. A key element of ensuring you're making the right move is asking the right questions during the interview process. To help guide you through this process, here are some key questions to ask your future employer as you consider your options."What is the leadership team like?"Management plays a central role in your daily experience, so you need to ensure your new employer is committed to developing leaders who are fair, inspiring and supportive. Many of our managers began their journey here as Recruitment Consultants, working hard to grow into their leadership roles. This means they understand what you’re going through and can empathise with the challenges you may face, supporting you as you work through them. To ensure you feel supported, our managers schedule regular one to one meetings along with quarterly appraisals, so you always have someone to talk to if needed.​To encourage a team environment, all our offices are open-plan spaces designed to foster collaboration. This setup lets you hear how our managers communicate on calls, giving you the opportunity to learn directly from their experience. Creating a positive, empowering atmosphere starts with our leadership team and extends throughout our entire organisation. ​As our Associate Director, Steve Harrhy, puts it:"As a manager, my primary focus is to cultivate an environment that is both supportive and conducive to professional growth. We provide comprehensive training across all aspects of the role, empowering consultants to apply and refine their skills in a variety of situations. Progression to more senior positions is achieved with the guidance and encouragement of both colleagues and leadership, ensuring that individuals are supported in realising their career goals as efficiently as possible."​"What is your culture like?"The culture of every business is ultimately rooted in their people. We love celebrating the successes of our team, and while our work is competitive, we’re also a deeply supportive group that takes pride in encouraging one another. We’re committed to ensuring everyone feels included, through both the highs and the challenges. Recruitment can be tough, but we’ve built a culture that’s there to support you, with someone always ready to listen and help so that no one feels left out or left struggling alone. ​Lauren Woolley, Recruitment Consultant at ATA Search says: "The culture is brilliant, the people are so lovely. From the moment I’ve walked through the door there’s not been a single day go by where someone hasn’t gone “How are you getting on? You sounded really good on the phone.” I’m just enjoying it in general and that’s been lovely to integrate into."​"What will be expected of me?"Honesty and transparency are essential to ensure that you understand what is expected of you. That’s why we’re clear about expectations at every stage of your journey with us. To support this, we provide detailed documents outlining all the steps and requirements for advancing in your career, which we review with you in your weekly one-to-one meetings and quarterly appraisals. This way, you’re supported every step of the way.Through the ATA Way processes, we maintain the high standards we strive for, helping to build lasting relationships with both clients and candidates. These practices ensure our quality never falters, reinforcing trust and reliability at every level.​Fred O’Reilly, Trainee Recruitment Specialist said: "Since joining ATA, my manager has been incredibly supportive, providing clear guidance and encouragement. The training I’ve received during my first two months has been thorough and well-structured, equipping me with the skills needed to succeed. As I've progressed, I’ve been entrusted with increasing responsibility, which has allowed me to grow and take on more challenging tasks with confidence." "How will I be rewarded?"It is no secret that recruitment can be incredibly lucrative for consultants that work hard, not only in commission, but in incentives and rewards too. At ATA, we love to celebrate great performance, especially when you’re reaching your personal and professional milestones! We’re transparent about earnings, targets, and commission structures, offering competitive pay that truly reflects your hard work. We’re committed to ensuring you’re happy and motivated here, with continuous development opportunities throughout your career.We also mark your successes with exciting rewards, like our annual awards and celebratory trips, recently our teams have enjoyed unforgettable experiences in Barcelona and Marrakesh.​Adam Waite, Recruitment Manager explains: "The beauty of working for ATA is that your development is entirely in your own hands! I am living proof that, if you work hard and consistently to close your gaps and meet your targets, you can achieve whatever you set your mind to. Alongside this, we have fantastic incentives, whether it’s a trip to Barcelona, spa days (which I love!), or race days, to name a few. Finally, the financial rewards I’ve received have been nothing short of life changing. When I joined ATA back in 2016, I was living at home with my mum. Now, nearly nine years on, I’ve built an amazing life with my partner and our beautiful son.""What is your vision?"Knowing your future employers goals can help determine whether it will be the right fit for your personal goals too.Our vision lies at the core of everything we do, with quality at the heart of each step. Recruitment is ultimately about people, helping individuals find roles where they can thrive. We pride ourselves on being a value led recruitment firm, committed to bringing on board those who align with our guiding principles.​As our Director Chris Addison put its:Everyone at ATA Recruitment champions "The ATA Way," embracing and embodying these values daily, and we look for the same commitment from anyone joining our team. The core values of "The ATA Way" include Delivering Excellence, Taking Pride, Adding Value, Utilising Processes, and Creating Opportunities. As a process driven business, we are equipped to deliver a smooth, expert led experience to clients and candidates alike. ​We seek team members who share this vision, those who are driven by a purpose beyond financial gain and who are inspired to make a difference. With us, you are contributing to a meaningful, shared mission.​We trust these tips will guide you as you look to find your next great employer. If you’re interested in the answers we've given to these questions and are ready to advance your recruitment career, we’d love to hear from you! Contact our Talent Manager, Rachael Bailey-Frost for a confidential chat.Find out more about a career with ATA Recruitment today. Send me your CV or connect with me on LinkedIn today.Telephone: 07920 595 229Email: rachael.bailey-frost@ganymedesolutions.co.uk​LinkedIn:Connect on LinkedIn

​How to get the most out of an interview​The ongoing skills shortage in UK engineering and manufacturing has seen the recruitment landscape shift massively post Brexit. With companies relaxing their recruitment policies and with demand out stripping supply, candidates are seeing unrivalled levels of interest and a massive variety in types of opportunities available to them. As a result, this has provided some brand new challenges as well as a number of existing challenges for any engineer entering in the market. Here’s some hints and tips to help you navigate your way through what can still be a very stressful process.Decide on what you are looking forWith so many opportunities available it’s vital that you think about what you are looking for in your next move. Salary, benefits, shift, working hours are always important, but give time to think about the non-hygiene factors such as company culture, ethos, training, development and progression. Once you have these, what are your essentials and nice to haves? Once you have this the whole decision making process will become much easier.ResearchOnce you accept an interview make sure you do you preparation. Research the business, if you are going through a recruiter make sure you read and digest all the information supplied and benchmark how close it is to what you think you are looking for.Route plan, leave yourself enough time to get therePre plan your route, allow plenty of time for traffic and getting yourself booked in at reception. Arriving late not only creates a poor first impression, but also creates stress that can impact your interview performance.Create the right impressionA warm handshake and a good smile are a great way to start an interview and create a good impression. Good eye contact throughout the interview is important too, it shows the interviewer you are engaged. Also turn off your phone or at least put it on silent, likewise do the same if you have a smart watch, both can be a massive distraction.​Listen to the question, be succinct, don’t waffle.Interviews are stressful situations and when the adrenaline is pumping it’s so easy to go off on a tangent when answering questions. Make sure you listen to what you’re being asked, take your time and think before you answer, then deliver your response in a succinct manner. If the interviewer needs more detail, they will always ask.​Pre plan your questionsA good interviewer will always give you time to ask questions, and if you have none, then that may leave the interviewer with doubts over your level of interest. It’s good practice to have some questions ready, think about the information you need to assess if the opportunity is right for you, make sure you write them down so you don’t forget.Sell yourselfEngineers aren’t salespeople and quite often don’t feel comfortable selling themselves, and sometimes don’t know here to start. Prior to the interview try writing down what an employer would get by hiring you. Qualifications, type and length of service is a good place to start. Then add in what engineering skills you have and finally what they would get in hiring you the person? What are your values, motivations, and aspirations? All these things are important to employer so make sure you get them across at interview.Make sure they know your interestedIf you think the role is for you then make sure the interviewer knows. An interview is a two way process and they’ll want to know that they’ve done a good job selling their opportunity to you.​Navigating the interview process successfully requires a combination of preparation, self-awareness, and engagement. By clearly defining your goals, researching the company, and making a strong first impression, you can position yourself as a confident and capable candidate.​Get in touch​At ATA, we take great pride in our commitment to the ATA Way, a guiding principle that drives our core values. One of these values is "Adding Value." Through our extensive industry expertise, comprehensive research, and deep understanding of our clients' needs, we are uniquely positioned to support you in securing the ideal role and ensuring you are fully prepared for the interview process. Reach out to us today, and let us assist you in taking the next step in your career by filling out the form below.​

​How Much Do You Really Know About the Talent Within Your Organisation?​In the engineering and manufacturing industries, the strength of your organisation lies in the talent you have. But how well do you truly know the people driving your success? It’s not just about job titles and experience—it’s about understanding their strengths, motivations, and potential to adapt in a constantly evolving market.​Seeing Beyond the SurfaceCV’s and interviews are great tools for assessing skills and experience, but they only scratch the surface. The real insight comes from understanding what makes your employees tick. Are they natural leaders? What motivates them? Do they excel under pressure? What drives their performance, and where might they need support? What sort of leadership will they respond best to? Gaining this deeper understanding can help align your team with the organisation’s goals and priorities.​Unlocking Potential Within Your TeamUnderstanding your existing workforce isn’t just about filling gaps; it’s about unlocking untapped potential. When you know your team’s strengths and development areas, you can build better collaborations, create tailored growth opportunities, and ensure each individual is set up for success. This not only enhances performance but also fosters a culture of trust and engagement, which is critical for retention in today’s competitive market.​Making Informed DecisionsEffective talent management is about putting the right people in the right roles, and that starts with data-driven insights. Whether you’re hiring new executives or planning for future leadership, understanding the unique qualities of your team ensures that decisions are made with confidence. When your workforce is well-aligned with their roles, productivity and satisfaction naturally follow.​The Competitive EdgeIn engineering and manufacturing, innovation and precision are everything. To stay ahead, businesses need more than just talented individuals—they need teams that are strategically positioned to thrive. By taking the time to deeply understand the talent within your organisation, you create a foundation for sustained growth and success.​Do you really know your team? Investing the time to understand your workforce, and the individuals within it will give you the clarity to optimise performance, drive innovation, and build a stronger organisation for the future. It will also improve retention and continuity, which are both vital in such a competitive market. All leaders are under time pressure and it’s easy to prioritise the watch over the compass, but ask yourself as a leader, "am I doing enough to develop and grow those that I am responsible for or am taking them for granted?"​Get in touch​As part of the ATA Way, we Utilise Process to ensure that you see more than just a CV of your future team member before interview. We take the time to build a relationship with our candidates, understanding their aspirations and how they would fit into your existing team. ​

Bridging the Skills Gap: Why the Engineering Sector Must Engage Future Talent through STEM Initiatives​In 2024, around 70% of UK businesses reported struggling to recruit Engineers. To address this crisis, companies must invest in future talent by engaging with STEM (Science, Technology, Engineering, and Mathematics) initiatives. Here’s why this approach is critical:​Tackling the Skills Gap ​​STEM initiatives help inspire and equip young people with the knowledge and skills necessary to pursue careers in engineering, directly addressing the growing shortage of skilled workers. In fact, studies show that students involved in STEM programs are 3.5 times more likely to pursue STEM careers.​Building a Future Talent Pipeline​By engaging students early, businesses can nurture a steady stream of talent that is better prepared to meet future industry needs, ensuring long-term sustainability. Encouragingly,89% of employers believe that apprenticeship and training programs will play a crucial role in building future skills.​​​Encouraging Innovation​A focus on STEM education helps cultivate problem-solving skills, creativity, and innovation—all crucial for driving technological advancements and staying competitive in the global market. STEM careers are predicted to grow at twice the rate of non-STEM jobs over the next decade.​​Supporting Economic Growth​A well-prepared and skilled engineering workforce boosts productivity and innovation, contributing to the overall growth of the UK economy. According to estimates, engineering contributes £645 billion to the UK economy, highlighting the importance of filling this skills gap.​​Diversity and Inclusion​Engaging with a wide range of students through STEM programs helps create a more diverse and inclusive workforce, bringing fresh perspectives and ideas into the engineering sector. Currently, only 16.5% of engineering professionals in the UK are women, but STEM initiatives aim to raise this percentage.​Bridging the Gender GapSTEM initiatives encourage underrepresented groups, including women, to explore careers in engineering, helping to close the gender gap in this traditionally male-dominated field. Recent efforts have shown a 30% increase in girls taking A-level STEM subjects in the past decade, demonstrating progress.​​Enhancing Industry Reputation​Companies that actively support STEM education demonstrate corporate responsibility and leadership, enhancing their reputation within the industry and the wider community. Businesses that invest in future talent often experience stronger brand loyalty and community engagement.​By investing in STEM initiatives, engineering companies can secure a bright and innovative future while addressing the skills gap head-on.​​

ATA Search is excited to expand its executive division by welcoming Lauren Woolley to the team.​Lauren began her recruitment career in 2019 and moved into executive recruiting in 2021, focusing on senior executive roles across commercial and operational sectors in the UK, Europe, Asia Pacific, and the United States.​Stewart Jackson, Associate Director at ATA Search, said: “I am very excited to welcome Lauren to the ATA Search team. She brings several years of recruitment experience and has a proven track record of placing senior-level talent both in the UK and internationally. The speed at which she has adapted to the ATA Way has been incredible, and her process quality and diligence are first class. I can’t wait to see Lauren’s role grow within the business and her continued success as we expand ATA Search.”​Her specialisms at ATA Search include recruiting Senior Managers and Directors within the engineering and manufacturing sectors across a wide range of industries, including Aerospace, Automotive, FMCG, Plastics, and Construction Materials manufacturing.​Lauren said: “I was motivated to join ATA Search because the opportunity to support their existing and growing customer base in recruiting senior managers and directors aligned perfectly with the specialisms I’ve developed throughout my career. I have a natural affinity for sourcing talent in engineering and manufacturing leadership, so the chance to do this for an organisation with an outstanding track record of success was something I couldn’t pass up.​I’ve really enjoyed my time at ATA Search so far! I’ve been particularly impressed by how thorough and efficient the candidate qualification process is. We ensure that we align candidates’ values with those of our clients, not just their skill sets, fostering a deeper sense of commitment and belonging. This approach significantly contributes to the long-term success of both candidates and clients. Additionally, the team has been incredibly welcoming, making it easy to settle in and truly feel at home here.”​Connect with Lauren​lauren.woolley@ata-search.co.uk07773 207 097Connect with Lauren on LinkedIn ​​​​

​Bridging the Skills Gap with International Talent​Post Brexit the UK has seen a huge shift in the demographic of Engineers looking to migrate to the UK. Before Britain left the European Union, we typically saw a large number of Engineers from the EU looking to forge careers in UK design engineering related roles. Employment of these engineers was a straight forward process with all EU members being able to freely travel and work throughout the region.​The early impact of Brexit on engineering labour supply was not initially apparent, due to the onset of the Covid-19 Pandemic turning the level of supply and demand for vacancies and employees on its head almost overnight. As the employment market became more buoyant and employers gained confidence in investing and hiring through 2022 and into 2023, we began to see a real shift in the demographic of engineers looking to carve out design engineering careers in the UK.   In the past 12-18 months, we have seen the population of engineers looking to migrate to the UK shift sharply with the vast majority of applications now coming from Asia and Africa.  Coupling this with the change in employment laws for ex EU nationals post Brexit now sees up to 50% of applicants for jobs requiring on working under a visa status. As part of our mission to Bridge the Skills Gap in engineering we wanted to share just some of the possible eligibility status’ job seekers have, to help our customers understand more about their position when hiring.​Post Study Work Visas – These are job seekers who either have experience overseas and are studying a degree in the UK or new graduates studying here. They are granted 2 years unrestricted work at the end of their studies. Post this two year period they would require a form of sponsorship.Spousal Visas – Job Seekers in this position have a spouse who currently has an existing visa. If the spouse is on a post study work visa (as above) then the job seeker will only be eligible if their spouse is sponsored after their visa ends. We see many engineers who have spouses in the education or healthcare sector where long term sponsorship is very common in both the public and private sector.Global Talent Visa – This visa is for individuals who are leaders or potential leaders in fields such as academia, research, arts, and digital technology. Applicants must be endorsed by an approved UK body in their field. This visa lasts five years before renewal and requires no sponsorship by the employer.Skilled Work Visa – This is the most common visa for requirement we are currently seeing. It allows individuals to work in the UK for an approved employer in an eligible job role supported by sponsorship.   As of April 4th 2024 the standard rate salary offer for newly sponsored design engineers is £42,500 based upon a 37.5 hour week. If the standard working week is longer this needs to be reflected in the pro rata salary.For a UK employer to be able to sponsor a non-EU national for a Skilled Worker Visa, they must meet several specific criteria and obligations. The main requirements are as follows: ​Have a physical UK PresenceNot have had a sponsorship license revoked in the past 12 months.Appropriate systems in place to monitor sponsored workers.Complete the online license request form at https://www.gov.uk/uk-visa-sponsorship-employers/apply-for-your-licencePay the license fee of either £1,476 or £536 (the smaller fee is for business with less than 50 employees or a turnover lower than £10.2 million).Each employee sponsored requires a certificate of sponsorship with cost per certificate being £239.The skilled worker sponsorship license lasts for four years before renewal is required.Companies that can position themselves to sponsor in the current market will give themselves access to talent that other companies aren’t able to employ.​Sponsoring workers from non-EU countries can offer a range of significant benefits to UK employers. While the process can involve additional costs and compliance requirements, the advantages often outweigh these challenges. Employers will benefit from access to a broader talent pool to bridge the skills gap, whilst increasing the diversity of the workforce with new approaches to problem solving and cultural perspectives.​Get in touch to learn more about sponsoring Engineers from outside of the EU​

​The alarming statistic that up to 60% of new managers fail within their first twelve months on the job in the UK has sparked concern across industries. This high failure rate highlights systemic issues in how businesses prepare and support employees transitioning into management roles. Here’s a closer look at the primary reasons behind this widespread challenge 1. Lack of Adequate Training and PreparationOne of the most significant factors contributing to the high failure rate is the lack of proper management training. A study by the Chartered Management Institute (CMI) found that 82% of managers in the UK enter their roles without any formal management and leadership training​(CMI). ​These "accidental managers" often struggle because they are promoted based on their technical skills or performance in previous roles, rather than their ability to lead a team. Without the necessary training, they find it difficult to navigate the complexities of managing people, projects, and processes effectively. 2. Overwhelming Pressure and ExpectationsNew managers often face a steep learning curve, with little room for error. The transition from individual contributor to manager comes with a significant increase in responsibilities, including decision-making, conflict resolution, and team leadership. Many new managers are not prepared for the intense pressure to perform from day one. The lack of a structured support system exacerbates this issue, leading to burnout and, ultimately, failure. The pressure to deliver immediate results, combined with inadequate support, creates a perfect storm where new managers are set up to fail ​(International Business Times UK). 3. Poor Cultural Fit and IntegrationA significant reason for managerial failure is the inability to establish a good cultural fit within the organisation. New managers often struggle to assimilate into the existing corporate culture, especially when they are brought in from outside the organisation. A lack of understanding of the company’s values, norms, and unwritten rules can lead to misalignment with team members and peers. This misalignment can quickly erode trust and hinder a manager's ability to build effective working relationships, which are crucial for success ​(ProventusHR). 4. Inadequate Support SystemsNew managers often lack access to mentors, coaches, or peer support systems that could guide them through the transition. Many organisations fail to provide ongoing support beyond the initial promotion. Without guidance, new managers may feel isolated and uncertain about how to handle the various challenges that arise in their role. This lack of support often leads to feelings of inadequacy, stress, and eventually, failure​ (International Business Times UK). 5. Challenges in Managing PeopleTransitioning into a management role requires a shift from focusing on personal achievements to enabling the success of others. New managers often struggle with this shift, particularly in managing diverse teams with different personalities, motivations, and work styles. The inability to effectively communicate, delegate, and resolve conflicts can lead to a breakdown in team dynamics. Moreover, new managers may find it challenging to assert authority without coming across as either too harsh or too lenient, further complicating their ability to lead​ (International Business Times UK). 6. Inflexible Organisational StructuresMany organisations have rigid structures that do not accommodate the learning and development needs of new managers. The expectation that new managers will seamlessly step into their roles without the need for tailored development plans or flexible support mechanisms is unrealistic. This inflexibility prevents new managers from experimenting with different leadership styles or approaches, which is essential for their growth and success ​(CMI). ConclusionThe high failure rate of new managers within the first twelve months is a clear indication that organisations need to rethink how they approach leadership transitions. To reduce this failure rate, companies must invest in comprehensive training programs, provide robust support systems, and create a culture that encourages continuous learning and development. By doing so, they can ensure that new managers are not only set up to succeed but are also empowered to lead their teams effectively, contributing to the overall success of the organisation.​At ATA Search, we have seen first-hand the benefits of exploring external management training, such as ILM Level 5, combined with Thomas behavioural assessments to understand the unique qualities our management team possess.​To gain a deeper understanding of your management team and the steps you need to take to smooth leadership transitions, speak to our specialist consultants by completing the form below.​​​​