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​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.​​​​

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​​​