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​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.​​​​

In today's competitive job market, attracting and retaining top talent in the engineering and manufacturing sectors is more challenging than ever. ​The latest government data suggests that there are still 884,000 unfilled vacancies in the UK economy, and although many sectors have seen a drop in vacancies from quarter 1 to quarter 2, UK manufacturing has seen a 1.1% increase. The ongoing skills shortage in UK manufacturing has created an extremely volatile marketplace for recruiting fresh talent, and whilst we look to support our customers with their attraction strategy, we also encourage our customers to prioritise retention of the existing workforce.​6 practical steps to adopting this strategy ​ATA Search understands the importance of encouraging the growth and development of your existing workforce. Internal mobility—the process of moving employees to new roles within the same organisation—has emerged as a powerful strategy to address this challenge.​A recent study highlights that ‘64% of workers believe that companies should prioritise upskilling the current workforce before hiring externally, and 61% feel that internal candidates should be considered first for new roles’. These statistics underscore the importance of adopting internal mobility as a core component of your talent management strategy. Here are some key strategies to boost internal mobility within your organisation.​1. Invest in upskilling and reskilling programs to ensure your employees have the skills required for new roles.​Investing in upskilling and reskilling programs allows you to bridge the skills gap within your organisation, enabling employees to take on more challenging and diverse roles. Consider implementing a structured learning and development (L&D) program tailored to the specific needs of your organisation. ​Encourage employees to engage in continuous learning through online courses, workshops, on-the-job training, extra qualifications and further education. By doing so, you'll create a pool of qualified candidates ready to step into new positions as they become available.​2. Create Transparent Career Pathways to highlight what opportunities are available to employees and how they can progress within the company. ​Clearly defined career pathways help employees envision their future within the organisation and understand the steps they need to take to advance. ​Additionally, consider implementing a mentorship program that pairs employees with experienced leaders who can guide them through potential career paths and provide advice on the skills and experiences they need to develop.​3. Foster a Culture of Internal Hiring by encouraging managers and HR teams to consider internal candidates before looking outside the organisation.​Ensure all openings are advertised first to current employees. This not only shows employees that their growth is valued but also strengthens the loyalty and morale of your workforce.​Regularly communicate the success stories of employees who have advanced within the company. These stories can serve as inspiration and motivation for others, demonstrating that internal mobility is not just possible but actively encouraged.​4. Encourage Cross-Functional Moves to build a more versatile workforce.​In the engineering and manufacturing sectors, where specialised knowledge is often required, cross-functional moves can lead to innovative problem-solving and greater collaboration between teams.​Enabling employees to explore roles in different departments, perhaps through temporary assignments or project-based work. This not only broadens their skill set but also provides them with a better understanding of the organisation, making them more valuable assets in the long run.​5. Measure and Reward to highlight the importance of internal mobility and encourage others to follow suit.​To ensure the success of your internal mobility initiatives, it's important to measure their impact and reward employees and managers who contribute to these efforts. Track metrics such as the percentage of roles filled internally, the retention rate of employees who have moved internally, and employee satisfaction with career development opportunities.​Recognise and reward managers who successfully promote internal mobility within their teams. Similarly, acknowledge employees who take the initiative to grow and move within the organisation. ​6. Talent Pooling for Succession Planning where high-potential employees are identified early for future leadership roles.​By assessing your workforce and identifying employees with the skills, potential, and desire to move into more senior positions, you can create a pipeline of ready candidates for key roles as they become available. ​This approach not only ensures smoother transitions during succession but also provides employees with clear career progression paths, increasing their engagement and commitment to the organisation.​Understand your team and your leadership pipeline​Internal mobility is more than just a cost-effective hiring strategy—it's a crucial component of a thriving, dynamic workforce. By investing in your employees' development and creating transparent career pathways, you can build a stronger, more loyal workforce that is better equipped to meet the challenges of your business.​ATA Search's Team Evaluation Assessments is a unique offering to provide you with a full overview of your current teams, as well as your leadership pipeline.​Whether you are actively recruiting or not, understanding the aptitudes, emotional intelligence, personality and behavioural traits of your team and the key characteristics you need in specific roles, will help you embrace internal mobility. Consequently, retaining your best employees and creating a more adaptable and resilient organisation poised for future growth.​Get in touch to learn more about our Team Evaluation Assessments and how you can better understand opportunities for internal mobility in your business.​

​ATA Recruitment's Half Year Maintenance Salary Report 2024 is available to download​With nearly 60 years experience in the provision of recruitment solutions for manufacturing and engineering, ATA Recruitment has established itself as a market leader. We pride ourselves on providing service with real added value and as part this we like to share our market intelligence and insights with our customers. ​We have been publishing our Annual Maintenance reports for eight years. However, last year, we introduced a Half Year Maintenance report for the first time. This report proved essential, especially in the rapidly changing market. We are proud to be releasing the 2024 edition.​​The data we have collected has come from a large cross section of the market for both SME’s and large blue chips in industries such as, Food, Automated Distribution, Construction Materials, FMCG, and General Manufacturing. We hope it gives you a benchmark for where you are in the market, please get in touch to discuss the findings of this report in more detail.​Download the Half Year Maintenance Salary Report 2024​​​

Bring science and substance to your senior selection process​​Businesses need leaders that will inspire others, create focused teams, and deliver results in the role to take your business to the next level.​That means recruiting at the most senior levels in businesses provides companies with the challenge of not only finding the right experience and skillset but also the right personality, character, and attributes to ensure they can deliver effective change in their role.​Psychometric assessments are an invaluable recruitment tool that highlights an individual's behaviour, aptitude, emotional intelligence, and workplace personality. It is no wonder that over 75% of The Times’ Top 100 Companies use psychometric testing alongside traditional recruitment methods (Thomas), indicating a strong preference for these assessments in high-stakes hiring decisions​. ​The benefits are clear:​​Companies that utilise psychometric testing report a 24% improvement in their recruitment selection process (Hire Thinking).Psychometric tests are known to reduce the time taken to recruit new hires by up to 30% (Hire Thinking).They are effective in decreasing staff turnover by an average of 20% (Hire Thinking).Approximately 81% of organisations believe that psychometric assessments help mitigate unconscious biases in the recruitment process (Tazio).Help identify areas where new hires might need additional support throughout the onboarding process, setting them up for long-term success within the organisation (Tazio).​They also play an instrumental part in the consultation process. The assessments enable businesses to be in a much stronger position to be able to recruit, retain and develop the next generation of leaders within any organisation. Keen to understand a more general view of psychometric assessments, ATA Search conducted a survey of a large selection of companies for a broad range of opinions.Within our own network of business leaders:Of those that used psychometrics regularly, 89% said they were an important part of the recruitment process or a key guide to the candidate’s suitability for the role75% of clients who use assessments tools said they would specifically use them for Senior Management, Director and Executive level hires​Overall, most regular users said they would agree or strongly agree that the results of the assessments were accurate. Many clients who responded felt the assessments helped them see past false impressions at interviews and to identify character traits that they could not from a regular interview.​Given the ever-changing landscape of the recruitment world, whilst there has been an increasing trend for businesses to include psychometric assessments in their recruitment process, there does still appear to be a considerable proportion of the market that would benefit from using them.​Is it time for your business to consider psychometric assessments as part of your selection process and bring the science to allow you to hire the right individual that fits your business and team? As fully trained Thomas Practitioners, ATA Search can show you how psychometric assessments will add value to your existing recruitment processes. If you would like to know more or should you have any broad questions about what they are and how they work, then please contact Stewart Jackson on stewart.jackson@ata-search.co.uk or 07827 918 324 who would be happy to discuss further. ​For more information - click here

Employers - get the most out of your interviews​With the latest figures stating that there are still 898,000 unfilled vacancies in the UK, the war for talent continues to rage, and this certainly still continues to be felt in UK manufacturing. With demand still massively out stripping supply, candidates have never had more choice when it comes to interviews and job offers. Most companies have reacted to this by increasing salaries to remain competitive, so what else can you do as an employer? Today we are going to focus on the candidate experience, and how you maximise your chances of securing the Engineer of your choice.​Book a room: This may seem obvious, but unfortunately this does get over looked and what impression does it create if they are kept waiting for a room to become available, or you end up in the canteen?​Make sure there is enough time in the diary: Managers are always under time pressure, but you need to make sure you can dedicate enough time to doing the interview justice. Rushing the interview either means you’ll make a poor assessment or the candidate will be left with more questions than answers.​Read the CV properly before hand: Take the time to think about what areas of the CV you want to explore and why. If you end up reading it during the interview as you didn’t have time beforehand, how attentive will you look in the interview? Will you miss valuable information the candidate gives you as you're reading rather than listening?​Ice-breaker: Not many Engineers would say they like interviewing. So, take the time to the time to put the candidate at ease. Do this and they will perform better.​Make sure the interview is a 2 way process: Naturally, the primary objective is for the interviewer is to make an assessment of the candidate vs what you want. However, you also need to make sure that the candidate walks away wanting to join your business so how do you do it?​Stay focussed: Be attentive to what they have to say, maintain good eye contact and keep your body language open. Remove distraction such as phones, don’t be checking your watch. The candidate needs to feel as though you are engaged with what they have to say.​Ask open questions: Try and avoid questions that start with “have you worked on” or “can you do” instead start with “what experience do you have with,” or “how would you go about fixing” it will always stimulate a better flow of conversation and mean you are more likely to get a full picture of a candidates capabilities. Also, by asking questions like “what are you looking for in your next career move” will allow to build a picture of what they are really after.​Listen: Listen to what the candidate says, and you’ll always make a better assessment. ​Know your USPs: Take the time to tell them about what’s great about working for your business, yes money is important, but team/ business culture, training, development, progression are just as important.​Get to know them as a person: Build a personal relationship. We spend more time at work than we do at home, so the candidate needs to feel comfortable with you and the work environment.​Give them time to ask questions: Whether it’s 2 or 12, give them time to ask you questions. You may feel you have already told them why you are a great employer, but don’t assume you’ve covered it all. They should never leave an interview with unanswered questions, it may make the difference of whether they accept or not.​Feedback: Make sure you give constructive feedback within a reasonable timeframe (48 hours), whether you want to recruit the candidate or not they need to make sure they are left feeling the process was a positive one.​In today’s fiercely competitive job market, the key to securing top talent goes beyond offering attractive salaries—it requires a thoughtful, candidate-focused approach to interviewing. By refining your interview process to create a positive and engaging experience, you position your company as the employer of choice. Implement the tips we've highlighted, from effective preparation to genuine engagement, and you'll not only improve your ability to assess candidates but also enhance their opinion of you as an employer. Remember, every interview is an opportunity to build your brand and as well as hiring great talent for the future of your business.

Establishing strong relationships with our contractors is essential, and we take pride in acknowledging the excellent service they deliver to our clients throughout the UK.​​To gain insight into the day-to-day life of working as a contractor alongside ATA Recruitment, we interviewed our Contractor of the Quarter, Jordan Biggs, our Contractor of the Quarter.​Jordan has been contracting for one of our clients as a Project Installation Engineer. He has visited several sites across the UK and has been involved in the Installation of a wide range of equipment in the food manufacturing sector. Machines that Jordan has installed have included conveyors, mixers, weighers, fillers, dryer, bagging and cartooning equipment and product labellers. ​Jordan is multi-skilled engineer with a wide range of qualifications including a HNC in General Engineering, 18th Edition and C&G Level 3 in Electrical Installations. Jordan is a skilled Maintenance Engineer and can install and maintain both mechanical and electrical systems and components including control panels, switchgear, inverters, DC drives, PLC’s, motors, conveyors, bearings, and crankshafts.​Jordan has worked on several contracts for major international companies such as Premier Foods, Morrisons and IPS Culina. Following the completion of his current contract, Jordan is now looking to secure a new contract with a reputable company where he can add value to the organisation.​What did your last contract involve?The last contract I worked on was on an installation project for a Food manufacturer. I was responsible for new machinery installation, machine moving, lighting upgrades and integrating new power supplies. I was involved from the installation phase through to commissioning and testing etc. Then the project would be handed over to the client so they could start production. I was responsible for electrical, mechanical and PLC elements of the project.​What are your key skills that you bring to an organisation as a contractor?I am able to adapt to change quickly and can hit the ground running within any organisation. I find that I am excellent in working in any environment and adding value quickly to organisations that need support with their maintenance or installation projects. I have a great deal of experience within a variety of sectors including FMCG, Dairy and Automation.​Why did you decide to start contracting?It gives me an amazing amount of freedom. I can contract when I want for various clients and move within them easily. It gives me flexibility and the ability to earn good money for the services that I provide. The variety of projects provide a real test for me and allows me to have control of my progression and career path.​What feedback do you have for ATA Recruitment?I have really enjoyed working with Jon Caruso and ATA Recruitment. He has provided me with a great service and placed me in an exciting contract with a dynamic client. Another great thing about Jon was his excellent communication and transparency, he stayed in touch with me throughout the process and was always open and honest with feedback from the client.​Testimonial from the clientJordan’s performance over the past 3 months has been excellent. He has been given a variety of complex tasks and tackled them autonomously, head on, with zero drama. He’s been extremely reliable and a great character to have around the business.Let us match you with contract opportunities that are right for you.​Whether you're experienced as a contractor, or are just wondering how to get started, find out how ATA Recruitment can support you by calling 07827 295 376 or email contract@ata-recruitment.co.uk. Alternatively, complete the form below.​​