Megan Brady, Author at Everpool Recruitment

We are delighted to announce that Everpool Recruitment has been awarded Best Permanent Recruitment Consultancy UK at the Corporate Vision HR & Employment Awards 2026.

This recognition reflects the commitment we bring to every partnership, working closely with organisations to understand their culture, their challenges, and their goals, and delivering permanent hires that truly make a difference.

What this award means to us

Permanent recruitment isn’t just about filling roles; it’s about finding the right people who will contribute to long-term success. Being recognised by Corporate Vision for excellence in permanent recruitment is a testament to the work our team does each day and the trust our clients place in us.

Our approach

At Everpool Recruitment, we take the time to get to know the businesses we work with. We act as an extension of your internal team, taking a relationship-led approach that allows us to:

Attract and secure high-quality permanent candidates
Understand your business aims beyond the job description
Navigate competitive markets with expertise
Support succession planning and workforce stability

Our focus on quality over speed and meaningful fit over volume, has been central to how we work since day one.

Built on experience and partnership

With over 100 years of combined recruitment experience, our team brings insight, consistency and a true understanding of the markets we serve. We’re proud that many of our relationships span years and continue to grow, with a high percentage of our business coming from repeat clients.

This award isn’t just recognition of what we do; it’s recognition of how we do it with care, integrity and a genuine focus on long-term outcomes.

Thank you

To our clients, candidates and team: thank you.

This award belongs to all of you.

Your trust, collaboration and belief in our approach are what have brought us here.

We look forward to continuing to deliver strong permanent hires and long-term value to the organisations we partner with.

The modern workforce is undergoing a profound transformation. Traditional career paths, once defined by long-term loyalty to a single employer, are giving way to a more flexible, diversified approach known as the ‘portfolio career.’ This shift is reshaping how professionals view work and how organisations attract, manage, and retain talent.

Understanding the Portfolio Career

A portfolio career is built around multiple streams of work rather than a single full-time job. Instead of committing to one employer, individuals combine various roles, projects, and income sources. This might include freelance consulting, part-time employment, creative pursuits, or entrepreneurial ventures. The result is a career that emphasises flexibility, autonomy, and personal fulfilment.

Advances in technology, the rise of remote work, and changing attitudes toward job security have accelerated this trend. Professionals are increasingly seeking variety, purpose, and control over their time values that traditional employment structures often struggle to provide.

Why Portfolio Careers Are on the Rise

Several factors are driving the popularity of portfolio careers:

Digital transformation: Online platforms make it easier to find freelance work, collaborate remotely, and manage multiple clients.
Economic uncertainty: Diversifying income streams provides financial resilience in unpredictable markets.
Changing values: Workers prioritise flexibility, creativity, and meaningful work over long-term corporate stability.
Skill diversification: Rapid technological change encourages professionals to continuously learn and apply new skills across different contexts.

This evolution reflects a broader cultural shift toward self-determination and lifelong learning.

The Benefits for Professionals

For individuals, a portfolio career offers freedom and variety. It allows professionals to pursue multiple interests, balance personal and professional goals, and adapt quickly to changing market demands. Many find that managing a portfolio of roles enhances creativity, builds resilience, and fosters a stronger sense of ownership over their career trajectory.

What It Means for Employers

The rise of portfolio careers presents both challenges and opportunities for employers. Organisations must rethink traditional employment models and adapt to a workforce that values flexibility and independence.

1. Rethinking Talent Acquisition

Employers can tap into a broader talent pool by engaging freelancers, contractors, and consultants. This approach allows access to specialised skills on demand without the long-term commitments of full-time hiring. However, it also requires new strategies for sourcing, onboarding, and integrating external contributors effectively.

2. Redefining Employee Engagement

As more professionals adopt flexible work arrangements, engagement strategies must evolve. Employers should focus on creating meaningful work experiences, offering autonomy, and fostering a sense of belonging—even for non-traditional workers. Building strong relationships with portfolio professionals can lead to long-term collaborations and mutual trust.

3. Emphasising Skills Over Roles

In a portfolio-driven world, skills become more valuable than job titles. Employers benefit from adopting a skills-based approach to workforce planning, emphasising continuous learning and development. This mindset encourages agility and innovation within teams.

4. Adapting Organisational Culture

A culture that embraces flexibility, collaboration, and inclusivity will attract top talent from diverse career paths. Employers who support hybrid work models, project-based roles, and cross-functional collaboration will be better positioned to thrive in this new landscape.

Preparing for the Future of Work

The portfolio career trend signals a fundamental shift in how work is structured and valued. Employers that adapt to this reality—by embracing flexibility, prioritising skills, and fostering meaningful connections will gain a competitive edge. Rather than resisting change, forward-thinking organisations can harness the creativity and adaptability of portfolio professionals to drive innovation and growth.

Conclusion

The rise of the portfolio career marks a new era in the world of work, one defined by flexibility, autonomy, and continuous evolution. For employers, it’s an invitation to rethink traditional models and build more dynamic, inclusive, and resilient organisations. As the boundaries between employment and entrepreneurship continue to blur, those who adapt will not only survive but thrive in the future of work.

Remote interviews have become a standard part of the hiring process in many industries. In fact, for some companies, they’re the only way to ensure they can connect with and review the right range of candidates.

The process works for everyone. No trains to catch, no meeting rooms to find. More people can be brought into the process.

Yet it’s a different kind of conversation. Without a handshake or small talk on the way to the room, you lose a layer of connection. A slight delay in the audio can make an answer feel flat. Poor lighting can make you look less alert than you are. You can’t read the panel in quite the same way when two of them are just profile pictures on a screen.

Strong remote interview skills bridge that gap. They’re how you ensure you’re ready for both the questions and the interview format. Here are the skills candidates really need to develop today.

What You Will Learn in This Post

Master pre-interview technology setup – Test platforms, optimise internet connection, and configure audio/video settings to avoid technical disruptions that damage first impressions
Create a professional virtual environment – Position lighting correctly, choose distraction-free backgrounds, and eliminate noise interference to appear polished on screen
Develop virtual communication skills – Maintain eye contact with the camera, control body language effectively, and adjust vocal delivery to compensate for the lack of in-person presence
Prepare strategic interview content – Research beyond company basics, develop relevant stories, and ask insightful questions that demonstrate genuine interest in remote work dynamics
Execute with confidence during the call – Start strong, deliver concise answers, engage multiple interviewers effectively, and showcase remote work readiness through focused participation
Follow up professionally – Send timely thank-you messages, deliver promised materials promptly, and reflect on performance to improve future interviews

Pre-Interview Technology Preparation

Plenty of virtual interviews start badly for reasons that have nothing to do with the candidate’s ability. The link doesn’t open. The sound is faint. The camera points at the ceiling. It’s not a great first impression, and it’s avoidable if you check things the day before.

Open the platform ahead of time. Not just to see if it launches, but to click through the settings as well. Zoom will let you sharpen the image and adjust the background. Microsoft Teams offers various views that make it easier to view everyone in a single panel. Google Meet has captions built in, which is useful if there’s a bit of echo on the line.

If you’re using software that you’ve never tried before, ensure it works with your browser and grant it access to your microphone and camera, so you’re not rushed through pop-ups when the call starts.

Remember, the internet connection is the backbone of the system. Shut down anything you don’t need running and keep your charger connected.

Sound quality is just as important as the picture. Even a basic wired headset can make a big difference. Test it with a real person, not just by talking to yourself on screen.

Also, keep anything you might need (CV/Resume, portfolio, slides), on your device and available online. If you plan to glance at notes, be upfront about it. It’s better for the interviewer to know than to wonder why your eyes keep shifting away.

The Physical Environment and Professional Setup

The first thing most people notice during a virtual hiring process isn’t what you say. It’s how you look on screen. Not your face exactly, but the light, the colours, the space around you. You don’t need anything fancy.

Face the light if you can. A window in front of you works best. If it’s behind you, you’ll be in shadow. If there’s no daylight, use a lamp. Keep it at about eye level so you don’t get shadows under your eyes. Overhead lights tend to make everyone look a bit washed out.

Before the day of the interview, open your camera and see what’s behind you. A plain wall is fine. A plant is fine. A messy kitchen isn’t. Neither is a pile of laundry. These things distract more than you think. If you try a virtual background, check that it doesn’t flicker around your hair when you move.

Noise can creep in, too. Close the windows if you live on a busy street. Let people in the house know what time you’ll be on the call. If there’s a chance of barking dogs or drilling next door, have another space in mind just in case.

Put what you might need, like your notes, a glass of water, or a pen and paper, where you can grab them without leaving the frame. That way, you’re not disappearing mid-answer.

Virtual Communication and Body Language Mastery

Research shows us that that 55% of communication comes down to body language, but talking to a camera isn’t the same as speaking to a person face-to-face. You lose little things, like the quick glance when someone’s about to speak, the energy in the room, and the subtle shift when someone’s really engaged. That means the basics matter more.

Eye contact is one of them. Most people keep their eyes on the other person’s face on the monitor. Makes sense. Except from their side, it looks like you’re always looking just below them. Every so often, glance at the camera instead. It feels odd at first, but to them it feels like you’re talking straight to them.

Movement is another. Chairs that swivel make you look distracted without you realising. A hand tapping a pen sounds louder than you think. Even leaning too far back can give off the wrong signal. Sitting forward a bit, staying still enough without being stiff, works better on screen than it does in a room.

Your voice has to carry more weight here, too. Online, you don’t get the same help from body language, so slowing down slightly helps. Not so much that it sounds staged, just enough to make sure they catch it all, even if there’s a small delay.

Then there’s listening. On video, people can’t always tell if you’re following them unless you show it. A small nod. A quick “got it” or “that makes sense” when they pause. All of these things give your interviewer feedback that lets them know you’re listening.

Interview Content Preparation and Research

There’s small talk on the way to the meeting room, time to read the mood, moments to settle in.

Remote interviews don’t give you that. One click and you’re there, straight into questions. If you haven’t done the homework, it shows fast.

Look past the basics. Everyone reads the company’s “About” page. Go deeper. See what they’ve posted on LinkedIn in the last month. Skim their press releases. Even a quick look at employee profiles can tell you how long people stick around, or whether they’ve been hiring in your area. Those small details give you something to work with when you’re making conversation.

Think about how the role works in a remote setup. If they never see you in person, how will they know you’re reliable? If it’s hybrid, how do they expect you to split your time? These are things you should be ready to talk about, not just for them, but for yourself.

Have a couple of stories ready. Talk about a time you solved something tricky. A time you worked with someone you’d never met face-to-face. Keep them short. People remember details.

If you’re asked about something technical, don’t just say you can do it. Show them. Have a file open, or a link ready, so you’re not scrambling mid-call.

Ask your own questions, too. Try “What does a good first six months look like here?” or “What’s the hardest part of the job that doesn’t show up in the description?” Those answers tell you more than anything in the job ad.

During the Interview: Execution Excellence

The first minute matters more online than it does in person. There’s no handshake, no walk from reception, no warm-up chatter while someone pours coffee. You’re there, on screen, and they’re looking at you straight away.

Start steady with a simple “Good morning, thanks for making the time,” then let them set the pace. Be prepared for what you’re going to do if the technology doesn’t work as planned. If something glitches, acknowledge it, and tell them what you’re going to try to fix the problem, like refreshing your internet connection.

When you’re answering questions, be clear and concise. Long answers can feel even longer on video. If they want more detail, they’ll ask.

If there’s more than one interviewer, pay attention to who’s speaking, but make sure you look at the camera often enough that it feels like you’re speaking to all of them.

Finally, focus on showing everyone you can work well remotely without having to say the words. Answer clearly, respond quickly, and stay engaged even when they’re talking about something less exciting. It’s those small signs of focus that tell them you’ll show up the same way in the job.

Post-Interview Best Practices

Once you hang up, the room feels quiet. That’s normal. You start replaying bits of the conversation in your head – the answer you wish you’d tightened, the one you think landed well. Leave it for a minute. Take a breath. Then get one last thing done.

Send a short thank-you note while the conversation’s still warm. Just a quick message to say you appreciated their time, maybe mention one part of the discussion that stood out to you. That’s enough. If you said you’d send something like a work sample, a link, or a reference, do it straight away. It shows you follow through on your promises.

After that, you wait. If they gave you a timeline, trust it. If it slips, a gentle check-in is fine, but don’t start sending daily emails. Before you move on completely, jot down what worked and what didn’t. A sentence or two. You’ll thank yourself when the next interview rolls around.

Making the Interview Work for You

Remote interviews in the industry aren’t going anywhere. For some roles, they’re the whole hiring process. For others, they’re the first gate you have to get through before anyone meets you in person. Either way, they’re worth getting good at.

Most of it comes down to a few things: knowing your setup won’t let you down, showing up like the conversation matters, and giving them a clear sense of what it would be like to work with you day to day. None of that happens by accident. It’s in the preparation, the small details, the way you carry yourself once the call starts.

If there’s one thing to keep in mind, it’s that the interview isn’t just about proving you can do the job. It’s about making it easy for them to picture you already doing it. Every choice you make before, during, and after the call should help with that.

The process works for everyone. No trains to catch, no meeting rooms to find. More people can be brought into the process.

Strong remote interview skills bridge that gap. They’re how you ensure you’re ready for both the questions and the interview format. Here are the skills candidates really need to develop today.

What You Will Learn in This Post

Master pre-interview technology setup – Test platforms, optimise internet connection, and configure audio/video settings to avoid technical disruptions that damage first impressions
Create a professional virtual environment – Position lighting correctly, choose distraction-free backgrounds, and eliminate noise interference to appear polished on screen
Develop virtual communication skills – Maintain eye contact with the camera, control body language effectively, and adjust vocal delivery to compensate for the lack of in-person presence
Prepare strategic interview content – Research beyond company basics, develop relevant stories, and ask insightful questions that demonstrate genuine interest in remote work dynamics
Execute with confidence during the call – Start strong, deliver concise answers, engage multiple interviewers effectively, and showcase remote work readiness through focused participation
Follow up professionally – Send timely thank-you messages, deliver promised materials promptly, and reflect on performance to improve future interviews

Pre-Interview Technology Preparation

Remember, the internet connection is the backbone of the system. Shut down anything you don’t need running and keep your charger connected.

Sound quality is just as important as the picture. Even a basic wired headset can make a big difference. Test it with a real person, not just by talking to yourself on screen.

The Physical Environment and Professional Setup

Put what you might need, like your notes, a glass of water, or a pen and paper, where you can grab them without leaving the frame. That way, you’re not disappearing mid-answer.

Virtual Communication and Body Language Mastery

Interview Content Preparation and Research

There’s small talk on the way to the meeting room, time to read the mood, moments to settle in.

Remote interviews don’t give you that. One click and you’re there, straight into questions. If you haven’t done the homework, it shows fast.

Have a couple of stories ready. Talk about a time you solved something tricky. A time you worked with someone you’d never met face-to-face. Keep them short. People remember details.

If you’re asked about something technical, don’t just say you can do it. Show them. Have a file open, or a link ready, so you’re not scrambling mid-call.

During the Interview: Execution Excellence

When you’re answering questions, be clear and concise. Long answers can feel even longer on video. If they want more detail, they’ll ask.

If there’s more than one interviewer, pay attention to who’s speaking, but make sure you look at the camera often enough that it feels like you’re speaking to all of them.

Post-Interview Best Practices

Making the Interview Work for You

By 2026, Healthcare leaders won’t just be asking how they can hire faster or find more talent; they’ll be paying more attention to keeping the people they already have. As of 2025, around one in four workers plan to leave their roles in the UK alone.

That’s not just troubling from an HR perspective. Every lost employee means lost productivity, diminished momentum, and problems with morale. It’s no wonder that nearly 90% of leaders rank retention as a top priority this year. The trouble is that turnover isn’t a result of just one thing.

Employees are disappearing for various reasons, including skill gaps, issues with workplace culture, and concerns about management’s approach to wellbeing and work-life balance. So, how do Healthcare leaders ensure they can hold onto their best people next year?

Key Takeaways: What Keeps Top Talent in 2026

Economic security matters beyond salary: 89% of UK employees are dissatisfied with pay alignment to their needs. Offer emergency funds, debt assistance, and earned wage access to demonstrate genuine financial support.
Career development drives loyalty: With 70% of job skills changing by 2030, employees need visible growth opportunities. 94% say they’d stay longer if their employer invested in their development.
Flexible work must deliver on its promise: 87% of UK companies offer hybrid options, but success depends on outcome-based trust, not location monitoring.
Wellbeing integration is non-negotiable. Only half of workers feel truly supported. Embed mental health resources into daily operations, not just benefits brochures.
Purpose creates lasting connection: 73% of employers recognise that values alignment influences retention. Show employees how their work creates real impact.

The Five Pillars of 2026 Talent Retention

Anyone who has managed a Healthcare team knows what happens when someone leaves. The first week is about covering their work. The second is about realising how much they knew that no one else does.

Then there’s the shift you can’t quite measure – the drop in energy, the sense that people are wondering if they should be next. Turnover doesn’t usually cause a significant financial impact all at once. It wears at the edges until things feel thinner than they should.

The reasons people decide to move on are typically spread across a few pillars:

Money plays a part, especially when everyday costs keep climbing.
Skills and growth are another. Jobs are changing fast. If someone cannot see a way to keep up, they will look for an employer who can help them.
Well-being is often the quiet trigger. Gallup’s latest report shows only half of U.S. employees say they are thriving, the lowest number since 2009.

Then there are factors such as the growing demand for flexible work and the continued pursuit of purpose (particularly among younger employees) to consider.

Here’s what Healthcare leaders need to focus on right now.

Pillar 1: Economic Security Beyond Salary

A good salary will always matter. It is the foundation of any healthy working relationship. Yet by itself, it rarely keeps people for the long haul. In 2026, employees are seeking something steadier, proof that their employer values their financial well-being as much as it values quarterly results.

Companies will have to think about the practical support they can offer struggling teams, such as:

Emergency funds for sudden expenses
Help with student loans or debt repayment
Access to earned pay before payday
Financial coaching that gives people a plan they can trust

All these things demonstrate to Healthcare staff that their employer wants them to feel safe, supported, and prepared to manage whatever comes next.

Pillar 2: Skills-Future Career Development

Work changes quickly now. One year, you are the person everyone goes to for help with a system, the next, that system is gone. It is not just technology moving things along; markets shift, regulations change, and whole Healthcare job functions can disappear almost overnight.

Some individuals keep up by learning at their own pace. Others start to wonder how long before their skills run out of road. The World Economic Forum predicts that the skills required for most jobs will change by approximately 70 % by 2030.

Fortunately for business leaders, the link between growth and loyalty is strong. 94% of employees say they’d stay in a role longer if the company invested in their future.

Take a practical approach to your team’s growth and development:

Make it easy to move internally rather than leave to grow.
Offer training that feels relevant today and valuable tomorrow.
Shape roles so work matches a person’s strengths – what HBR calls “job sculpting.”
Show people how to work alongside AI instead of fearing it.

Growth is a kind of safety. When people feel prepared for what’s next, they stop scanning job ads for someone who might prepare them better.

Pillar 3: Flexible Work Models That Actually Work

Most companies now offer some form of flexibility. Depending on who you ask, up to 87% of UK companies offer some form of hybrid work policy. However, flexibility alone is no longer the differentiator. What matters is how well those policies really work.

Flexibility that feels human starts with trust. It is the difference between being told “you can work from home two days a week” and knowing your manager measures you by outcomes, not the hours you spend at your desk. When teams are judged on results, the location of the laptop matters less than the quality of the work.

Set clear goals so everyone knows what good work looks like
Use Tools and tech that make collaboration seamless
Train leaders to manage distributed teams well

Also, be ready to experiment and adapt to discover what really works. When flexibility is genuine, it provides people with the space to balance work and life. That space is often what keeps them.

Pillar 4: Mental Health and Wellbeing Integration

Wellbeing has moved from the edges of Healthcare company policies to the centre of retention. It is no longer an optional benefit. When people feel worn down, they do not just lose energy for work; they start planning their exit.

According to Deloitte, while many employees now expect businesses to invest in their well-being, 44% still don’t feel fully supported. The key to success is in embedding wellbeing initiatives deeper into the day-to-day culture:

Managers are trained to spot early signs of overload and act
Workloads are adjusted before they push people past their limits
Mental health support embedded in benefits, not buried in a brochure
Onboarding that supports connections and confidence.

When well-being is integrated into the way a business operates, people notice it. They work differently, recover more quickly, and have a greater reason to stay.

Pillar 5: Purpose-Driven Work and Values Alignment

Purpose is what ties people to a place. If your Healthcare employees don’t believe in what your company stands for, or can’t see how they contribute to it, their loyalty starts to fade. In fact, 73% of employers in the UK believe purpose and values influence staff retention.

Purpose doesn’t have to mean solving global problems. It can mean knowing the product makes customers’ lives easier, or that the team’s work matters to the community. The point is clarity and connection.

Simple practices can keep that connection alive:

Regularly share the impact of the team’s work, with real stories and names
Build recognition into everyday routines, not just annual awards
Give employees a voice in decisions that affect them

When people see their values reflected at work, they stop thinking about “the company” and start thinking about their place in it. That feeling is hard to walk away from.

Developing Your Strategy for Employee Retention

Keeping good people is rarely about one big change. It is the small, steady adjustments that add up. The trick is to start before the cracks appear.

By late 2025, it’s time to take a proper look at where you stand. Not just the benefits package or the policies on paper, but how work actually feels day to day. That means listening, through surveys, and in conversations where people can speak openly. Sometimes the most useful feedback comes in the side comments, not the formal answers.

As 2026 begins, turn what you have learned into visible action. If people want more flexibility, show them what that will look like in practice. If managers need better tools to support their wellbeing, provide them with training that fits real-life situations, not just theory. Onboarding is another quiet win—done well, it can make the difference between someone staying and leaving before their first anniversary.

By mid-2026, the focus should shift to momentum. Career paths that feel real, cultural habits that reflect shared values, and learning opportunities that keep pace with change. Retention works best when people do not have to think about it. They feel like they belong.

What to Measure

Retention in the Healthcare industry can be challenging to measure in real-time, so it helps to keep an eye on a few steady indicators. Some are numbers you can track easily. Others are quieter signals you only catch if you’re close enough to see them.

NPS scores: A simple measure of whether people would recommend working here to someone they know.
Internal mobility rates: If people are moving into new roles inside the company, they’re choosing to grow with you rather than leave.
First-year retention rates: Fewer early exits mean onboarding and early support are working.
Wellbeing survey trends: Even small improvements suggest the changes you’ve made are taking hold.
Exit interview insights: When people say they’d consider coming back, it’s a sign you’ve left the door open on good terms.

Employee Retention: Your Competitive Advantage

Retention in 2026 will come from steady, visible evidence that you care for the people who make the business work. That means building stability into pay and benefits, creating clear paths for growth, offering flexibility that works in practice, making wellbeing a daily priority, and keeping purpose at the heart of the work.

For recruitment companies and HR leaders, this presents an opportunity to move beyond filling roles into shaping environments where people want to stay. Don’t underestimate the value of retaining your best people. In 2026, you really can’t afford to lose them.

Often, a Marketing candidate who looks fantastic on paper appears in your hiring pool. They have all the credentials you’ve been looking for, maybe they have even done the job before, and their references check out. Everything seems to line up until they start.

Then, within a few weeks, you notice that something feels off. The energy’s not there. They always seem distracted or unprepared. Sometimes they even clash with other team members. By the end of the quarter, they’re gone.

What You’ll Learn

12 strategic interview questions organised into four categories—job fit, cultural alignment, motivational drivers, and long-term commitment—that reveal whether candidates will thrive in your role beyond day one
Why 66% of HR executives cite retention as their biggest challenge in 2025, and how asking the right questions during interviews can prevent costly early turnover before it starts
How to assess three critical dimensions of fit—technical capability, cultural compatibility, and motivational alignment—that determine whether new hires stay engaged or disengage within months
Practical question frameworks that move beyond credentials to uncover what truly motivates candidates, how they work best, and whether your role can deliver what they need to succeed

This happens more often than most people admit and costs more than time. Team trust suffers, momentum stalls, and your hiring strategy is back to square one.

Lately, the issue has become even more common. In 2025, 66% of HR executives say retention is still their biggest challenge. Companies can’t solve this problem with intuition alone. A strong CV won’t tell you what motivates someone or how they really think. You need to ask the right questions.

Understanding Fit and Motivation in Hiring

When a Marketing hire doesn’t work out, you’ll first hear that the job just wasn’t the right “fit”. Sometimes, employees give up straight away, realising they can’t mesh with the culture. Others spend months trying to make things click. Either way, you end up with a gap in your team.

Poor “fit” can really mean multiple things. Sometimes, the problem is the job itself. Someone might have the experience and ability to do the work technically, but they have trouble following your processes or need more direction than you can give.

Other times it’s the culture. 74% of employees feel demotivated by poor cultural fit. They can’t communicate and connect well enough with their team and managers, so they start to disengage, and conflict starts to happen more than cohesion.

Another issue—often the hardest to see and the most impactful—is a lack of motivational fit. It’s about what keeps someone going, what they care about, and what they need from work to feel like it matters. That might be purpose, learning, stability, creativity, recognition, room to grow, or something they hope to find here. If that part’s missing, the rest won’t hold.

That’s usually what “fit” means. Three things, more or less:

Are they set up to do the work well?
Can they work well with the people around them?
Do they actually want to be here?

We don’t always ask those questions directly. It’s easier to talk about background, strengths, tools, and results. But if all the pillars of “fit” aren’t in place, the rest falls through.

The Top Questions for Assessing Candidate Fit and Motivation

The easiest way to solve the fit problem before it starts dragging down your team, or costing you more in hiring and retention strategies, is to ask the right questions. You can break those questions into four categories: job fit, culture fit, motivational fit, and long-term fit.

Category 1: Job Fit Assessment Questions

Sometimes the mismatch shows up right away. The person gets the job and starts strong, but a few weeks in, things feel slow. They’re doing the work, but it’s not clicking. Or they’re asking many questions that suggest they pictured something different. You notice it in how they talk about their day. You notice how they don’t quite settle into the rhythm.

That’s usually a job fit issue. It’s not a question of capability, just whether the way someone works aligns with what the role needs.

Some people want variety, others want depth. Some thrive with a clear process and a reliable routine, while others want room to build their own way of doing things. Most roles can’t offer all of that.

Here are the questions that will help bring job fit into focus:

“Describe your ideal work environment and the conditions that help you be most productive.”

This question opens the door to how someone works best, not how they think you want them to work. You’ll often hear about pace, communication, independence, structure, quiet, and chaos. It’s not about judging the answer. It’s about hearing whether that productivity version fits the environment you can offer.

“Walk me through a typical day or week in your current role. What parts of it energise you most?”

You’re not just looking for a Marketing job description here. You’re listening for what they lean toward, what they skip over, and what they get excited to talk about. That’s where the energy is. You’re trying to understand how much of what they enjoy is present in the job you’re hiring for.

“Tell me about a time you had to adapt your work style to meet changing requirements.”

Jobs shift. Priorities change. So much job fit comes down to whether someone can adjust without losing momentum or morale. This question helps you see how a Marketing candidate responds to change, their baseline style, and whether they’ve had to stretch before.

Category 2: Cultural Fit Assessment Questions

Some people join a team and fall into step. The conversations make sense. The way things move, the decisions, the meetings, and the pace all feel familiar. They’re not trying to adjust. They just started working.

Other times, you can feel the strain early on. There’s hesitation. A few missed signals. They might not say anything, but something’s off. You can sense it in how they talk during check-ins. Or how they hold back in group settings. Or how they never quite seem comfortable.

That’s cultural fit. Or the lack of it. It doesn’t mean someone’s wrong for the role. It just means the way they prefer to work isn’t lining up with how your Marketing team actually works.

You can’t spot this mismatch from a resume, but you can see it in the answer to a few questions:

“Tell me about a work environment where you felt you belonged.”

The word “belonged” usually shifts the answer. People stop summarising and start describing. You’ll hear things like, “I didn’t have to explain myself all the time,” or “They trusted me from day one,” or “We could disagree without it turning tense.” Those revelations tell you something valuable.

“How do you like to receive feedback?”

Everyone says they’re open to it. That’s not the point. You’re listening to how they’ve been supported before. What landed. What stuck. Some people need space. Others want directness. You want to know whether your team’s way will work for them.

“Think of a time you disagreed with your team. What did you do?”

This one’s not about the outcome. It’s about the tone. Can they hold their view without steamrolling others? Can they stay connected when it’s hard? Can they speak up without needing to be right? You’re listening for emotional steadiness here, not just strategy.

Category 3: Motivational Drivers Questions

Most people in the Marketing industry want to do good work. The harder thing to figure out is what makes the work feel worth doing for them.

That’s what motivation is. It’s not just energy. Its direction. It’s what pulls someone toward a certain kind of work, or a certain kind of team. Sometimes it’s learning. Sometimes it’s stability. Often, lately, it’s been part of something they believe in.

Whatever it is, if that piece doesn’t line up with the role, everything starts to drag. Tasks take longer. Feedback hits differently. Things feel heavier than they should.

Here are three questions that help define motivation:

“What parts of your work have felt most fulfilling?”

Fulfilling is a useful word. It invites more than achievement. People talk about moments that stuck with them. It’s not always big wins; sometimes something small matters to them for reasons they didn’t expect. Listen closely here. The details often say more than the headline.

“Tell me about a project you’re proud of. What made it meaningful?”

This one gets at values. The kind employees feel when they do things that align with their moral compass and priorities. It might have an impact. Or ownership. Or being trusted. If that part shows up in your hiring job, you’re in good shape. If not, it’s something to talk about.

“What would make you leave a role within the first six months?”

It’s a tough question, but a fair one. Everyone has a limit. Some answers will be about management. Some about the workload. Some about purpose. The point isn’t to talk them out of it. The fact is to understand whether the job, as it really is, crosses any of those lines.

Category 4: Long-term Alignment Questions

It’s one thing for someone to be a good fit today; it’s another for the fit to be sustained over time.

Sometimes, the shift happens quickly. They take the role thinking it’s a stepping stone. Or a fix. Or a reset. But by the time they’re six months in, they’re restless. Not because anything’s gone wrong, exactly. Just because what they were looking for and what the job offers turned out to be were different things.

Other times, it takes longer. A year in, the work starts to feel flat. Or they’re still waiting for opportunities that never came. It’s not about ambition or patience. It’s about whether the Marketing career path they’re on matches the one you can offer.

Here’s what to ask:

“Where do you see your work going in the next few years?”

You don’t need a five-year plan. You want to hear how they think about direction. What they’re curious about. What they’d like to grow into. Some will name a skill, some a role, and others a team or challenge. The details matter less than whether their answer fits what’s real for your organisation. If it doesn’t, it’s better to see that now.

“What kind of manager brings out your best work?”

This tells you more than just preference. It gives you a sense of what kind of support they expect and whether your current structure can provide it. If they need daily coaching and your team works independently by design, it’ll shape how the whole experience feels.

“If you were in this role a year from now, what would tell you it’s been a good fit?”

This one helps surface quiet expectations. Some people talk about outcomes: projects launched, goals hit. Others talk about relationships, or how they’ve felt showing up to work each day. Either way, you’re getting a window into what success means to them, and whether that version of success is something this role is built to offer.

Hiring for More Than Day One

A good interview doesn’t predict everything. People change. Teams evolve. Roles shift. There’s always some uncertainty. But the clearer you are about the work, the team, and what the person in front of you really wants, the better your chance of making a hire that holds.

These twelve questions won’t fix every challenge. What they can do is give you language—a way to slow down, step past the surface, and talk about what makes work feel meaningful and what makes it last.

That’s where the real value is. Not just in who can do the job. In those who will care enough to keep doing it, even when the work gets hard.

You did everything right. Applied for the Retail role of your dreams with a custom CV and cover letter, showed off your skills in the interview, and completed the assessment tests. But despite everything, you still get the same response: “We’ve decided to move forward with another candidate.”

What You’ll Learn

Process rejection without spiralling — Practical self-compassion techniques to manage the emotional impact of hearing “no” and prevent anxiety from taking control
Turn feedback into your advantage — How to ask for (and use) interviewer insights that 70% of managers are willing to share but only 30% of candidates request
Build skills that matter now — Why 94% of employers prioritise demonstrable skills over credentials, and how to identify and close your specific gaps
Leverage hidden job opportunities — Strategies to access the unadvertised roles through strategic networking and relationship-building
Reframe setbacks as redirection — Methods to maintain forward momentum and recognise when rejection is guiding you toward better-fit opportunities

In some industries, only 2% of job applicants get an interview, so the odds of getting hired are extremely slim. That’s particularly true now that many employers are being more selective about the people they choose to hire.

There are plenty of good reasons you might end up getting rejected. Sometimes someone else had more direct experience. Other times, the job goes to an internal candidate, or the team shifts priorities without saying so. You might never know. Most people don’t.

That uncertainty leaves room for all kinds of self-doubt. It’s not just the missed opportunity; it’s what it stirs up. A sense of wasted effort. A quiet voice suggested you weren’t as strong a candidate as you thought. That thinking can wear on a person, especially when it’s happening repeatedly.

So, here, we’ll introduce five strategies for coping with rejection that can help. These steps will make staying confident and taking the next step easier without spiralling.

Strategy 1: Process the Emotional Impact and Practice Self-Compassion

Millions of people today say it’s harder to get a job than it once was. But knowing that doesn’t always make rejection hurt any less. In many cases, every “no” fuels candidates’ anxiety during a Retail job search.

72% of candidates now say searching for a job harms their mental health. The best thing you can do here is prevent negativity from taking control. That doesn’t mean ignoring how you feel, though.

There’s often pressure to move on quickly, pick yourself up, dust yourself off, and apply for the next role. But it’s okay to take a break after a rejection. Not to quit the search, but to get your bearings. That space can make a difference, even just a day or two. Go for a walk. Put your phone away for a bit. Let your brain slow down.

If sitting still helps, try a short breathing exercise. Or open an app like Headspace and let someone else guide you. If not, move around, clean something, cook, or text someone who makes you feel normal again.

More than anything, try to pay attention to the way you talk to yourself. Rejection messes with that. It’s easy to turn it into a story about failure. But there’s no reason to be cruel about it. That kind of thinking doesn’t help.

Try saying something simpler:

“It’s disappointing, but I still showed up.”
“I answered honestly.”
“This one wasn’t mine, but that doesn’t mean the next one won’t be.”

You might not get closure. Most people don’t. But you can still leave that experience behind without dragging yourself down.

Strategy 2: Seek and Analyse Feedback for Growth

Rejection stings, but it’s also an opportunity to learn if you’re willing to seek guidance. If the Retail role felt like a good fit, consider asking why you didn’t move forward. The answer might give you something useful for next time.

According to LinkedIn’s hiring trends report, 70% of managers are open to sharing feedback, yet only 30% of candidates follow up and ask for it. That gap means many people are missing a simple opportunity to improve.

The best time to reach out is within a day or two of hearing back. The message doesn’t need to be long. You’re not reapplying, you’re asking for insight.

Here’s a basic version that works:

“Thanks again for the interview. I really enjoyed meeting you and learning more about the company. I’d be grateful for any feedback that could help me improve if you’re open to it. Even a sentence or two would be helpful.”

It’s professional. It’s brief. Not everyone will respond, but the ones that do will help you move forward. Over time, patterns start to show up.

Was it a technical gap?
Were your examples too broad?
Did you get stuck on the same question in multiple interviews?

Some candidates track this in a short document. It’s not in-depth; it’s just notes on what was asked and how it went. After a few interviews, you’ll start seeing what needs work.

Once you have that feedback, put it to use. If you keep hearing that your answers are too vague, rehearse tighter stories. If you’re unsure how to improve, a coach or peer mock interview can help you break it down. You don’t need to fix everything. Just focus on the part that showed up more than once.

Strategy 3: Use Rejection as a Skills Development Catalyst

Not getting the job might mean you weren’t what they needed. Or it could point to something more specific—something missing that you can work on.

A lot of companies are hiring differently now. They’re less interested in job titles and more focused on whether you can do the work. According to Forbes, 94% of employers say hiring based on skills rather than titles or degrees leads to better performance. That shift opens the door for people learning and adapting, but it also raises the bar. The shelf life of a hard skill is now around five years and shrinking.

If the same tools or systems keep showing up in job listings, and you’re unfamiliar with them, that’s probably worth paying attention to. Doesn’t mean you need a full Retail course or another degree. Sometimes, just a few hours with a new platform or a walkthrough on YouTube is enough to start filling in the gaps.

As you work on developing yourself, keep the long view in mind. According to the World Economic Forum, 59% of workers need retraining or redeployment this decade. Commit to continuous improvement, and you’ll be ready for what’s next.

Strategy 4: Leverage Rejection to Strengthen Your Professional Network

Another useful way to grow from rejection? Use it to build your network. Many Retail roles aren’t advertised publicly these days. They’re shared through internal referrals, professional groups, and quiet conversations. That’s what people mean when discussing the “hidden job market.” The only way into it is through connection.

To strengthen your network, start by leaving a good impression. Even if you didn’t get the job, send a thank-you email to the interviewer asking them to stay in touch. If the conversation went well, send a connection request on LinkedIn with a personal note.

Making connections is one thing. Keeping them alive is the real work. It doesn’t have to be a big effort; just small things that remind people you’re still here and still interested.

Join a Retail LinkedIn group where people actually post things. You don’t have to say much; start by watching.
If you see a free webinar or panel in your field, sign up. Even if it’s not amazing, someone else attending might be worth knowing.
Message an old coworker. No agenda. Just a hello.
If there’s someone you respect in your industry, ask if they’d be open to a short chat. Be clear that you’re not asking for a job.
Follow companies you’d like to work for. When they share something meaningful, comment thoughtfully.

Stay in touch with people who care about your progress. Friends, mentors, peers. You don’t have to do this alone; the job you get may come through someone you already know.

Strategy 5: Reframe Rejection as Redirection and Maintain Forward Momentum

Rejection feels like a door closing. That’s usually how it starts. But over time, a pattern can emerge, roles you didn’t get that led to something better. Sometimes, not getting picked helps you find something that’s a better fit.

Adopting this mindset doesn’t mean pretending rejection doesn’t hurt. It just means seeing it as another step forward, rather than a step back.

Look at what’s still in motion, what you’re still doing to move forward:

Block out time for job search tasks, then stop when the time is up
Keep a list of roles you’ve applied to so you’re not guessing
Use simple goals, like “three quality applications a week”
Track small wins, a recruiter follow-up, a new contact, a useful insight

When momentum dips, return to the basics: rest, reset, apply again.

Sometimes, it helps to let the rejection shape your search. One rejection doesn’t mean you’re on the wrong track, but a few might be telling you something. Maybe the roles are too narrow. Maybe there’s a nearby path that fits better.

Try adjusting your filters, location, seniority, and adjacent industries
Revisit roles you skipped before. What’s changed?
Ask yourself what kind of team or mission would feel energising

You only need one offer. That’s it. And often, it’s the one that comes after something didn’t go as planned.

Every Rejection Takes You One Step Further

Rejection is part of the job search. It is not the easiest part, but it is a familiar one, and it is often more common than people expect. Whether this was your first setback or one of many, it doesn’t mean you’re falling behind. It means you’re in the process.

Each “no” carries something useful, even if it takes a while to see it. Feedback shows you where to grow. Reflection reveals where you’re strong. Skills can be sharpened, connections made, direction realigned. Over time, these steps add up.

The five strategies shared here, processing the emotion, asking for feedback, building new skills, staying connected, and reframing rejection as redirection, work best when used together. They don’t remove the sting, but they do give you a way through it.

Keep going. Each application is a fresh chance, and each rejection is one step closer to the right opportunity. Persistence isn’t just showing up again; it’s showing up wiser, clearer, and ready.

It’s not just finding the right Office and Commercial candidates that’s a challenge for business leaders anymore. It’s keeping them. People are increasingly drifting away from the roles they used to love.

The disengagement isn’t obvious at first. A colleague might talk less in a meeting, or someone starts updating their LinkedIn profile more often. Maybe a good employee who used to go the extra mile now only hits the finish line.

Leaders assume their employees are tired or a little extra stressed, but they’re thinking about quitting.

Many will leave for something that’s harder to put into words. A feeling that things don’t quite line up anymore.

That’s the psychological contract.

It’s the part of the job that’s not in writing but shapes everything. When its strong, people stay. When it breaks, they start looking for a way out, even if the formal contract remains intact. Once people start pulling away, it’s hard to bring them back.

What You’ll Learn:

Why employees quit despite stable contracts: The psychological contract—unwritten expectations about trust, support, and workplace treatment—drives 20% of workers to plan exits when breached
The hidden cost of broken trust: Psychological contract violations trigger burnout, disengagement, and productivity losses costing businesses £450-550 billion annually through absenteeism and turnover
How to rebuild and strengthen workplace trust: Practical strategies including transparent communication, consistent leadership behaviours, managing change with empathy, and HR’s strategic role in aligning expectations with reality
Early warning signs before resignation: Recognise when employees mentally disengage through subtle behavioural changes like reduced participation and increased LinkedIn activity

Understanding the Psychological Contract

The psychological contract isn’t something most Office and Commercial executives talk about. There’s no space for it on the onboarding checklist. It doesn’t show up in handbooks or HR dashboards. Still, it exists.

The formal contract an employee gets lays out what they’re paid for. The psychological contract shapes how they feel about giving their energy, time, and effort to the work.

The psychological contract is the part of the job that lives between the lines. It’s built on what people believe they agree to when they take a role, not just in terms of duties or pay, but how they expect to be treated, supported, and seen.

It starts early, sometimes before an interview is even booked. A company’s tone online, the way someone is spoken to in a screening call, and even how quickly a question is answered all shape what the person begins to expect. They build a picture of how things work in your business. That picture gets clearer or cloudier through onboarding, team dynamics, and how feedback is handled.

The challenge is that much of it stays hidden. Managers often don’t know what their team is thinking. Leaders may believe they’ve been clear when they haven’t. Employees may hold back questions for fear of seeming ungrateful. Over time, a gap can grow.

It’s helpful to picture it like an iceberg. The visible part of the written job description, the title, and the benefits, is only a small piece. The rest is submerged: all the things left unsaid but still expected. When those expectations aren’t met or change without explanation, trust cracks.

Left alone, the crack deepens, and valuable employees start dropping away.

The High Cost of Psychological ‘Contract Breaches’

81% of employees expect their employees to build trust at work, but most don’t get what they ask for. Small breaches of the psychological contract build up. A manager asks someone to stay late again, a development plan is postponed, or an opportunity disappears.

Your Office and Commercial staff member might not say anything at first, but beneath the surface, they’re starting to question you and the role. They stop stepping up and offering ideas and start stepping back.

The research on this is steady. When people feel their expectations haven’t been met, they’re more likely to burn out. They become less committed, less engaged. Many start planning their next move. Others stay, but it’s not the same kind of staying.

There’s a cost not just in turnover but in the weight people carry when trust slips: increased stress, sleep loss, and a sense of unease that follows them into the weekend. Studies show a clear link between breaches and anxiety, exhaustion, and low morale.

Companies feel it, too—in missing knowledge, slower decisions, and the silence that settles during team meetings. Gallup puts the price of disengagement somewhere between £S450 and £550 billion a year. It shows up in absenteeism, low productivity, and teams that once worked well together now feel disconnected.

Building Trust Through Psychological Contract Management

Most of the time, trust doesn’t fall apart all at once. It frays. A few unclear expectations here, a broken promise there. A manager means well but says too little. Someone keeps their head down and stops asking for more.

The contract is still there; it just feels thinner. Rebuilding it or strengthening it before it starts to wear usually means going back to basics.

Talking Clearly, Listening Fully

Expectations are often vague until they aren’t met. That’s when someone realises they had one. That’s also when trust starts to slip.

Most of this can be avoided by saying more at the start—not just about what the Office and Commercial role is but also about what it feels like to work with your business, what’s flexible, what isn’t, and what’s still in flux. These details matter more than people think.

It also helps to ask questions that give you a clearer view:

“What does support look like for you?”
“Is anything surprising you about the role?”
“Has anything shifted in what you need?”

People don’t always know how to bring these things up. Most won’t, unless they’re asked. It helps to have spaces where employees can speak freely. Let them submit concerns anonymously, or pair them with a mentor, or a workgroup they can talk to.

Building Trustworthy Leaders

Trust between Office and Commercial employees and a company often hinges on their relationship with their leaders. Managers don’t necessarily need all the answers, but they need to follow through on what they say, share what they know, and stay honest.

Leaders should be:

Admitting when something didn’t go to plan
Checking in without a meeting request
Treating people’s time with care
Applying rules the same way to everyone

They also need to be committed to regular feedback. That means acknowledging employees’ hard work, even if it’s just with a quick note, giving people opportunities for growth and development, and helping them take the next step forward.

Managing Change

Even in a stable company, things change. Roles shift, and structures evolve. A good idea today might look different six months from now.

What people want in those moments isn’t perfection. It’s clarity. Some acknowledgements that what was said then might not hold now, and that this isn’t being hidden or brushed off.

It’s tempting to delay those conversations. To wait until you “have more information.” That silence can cost more than uncertainty ever would.

If something promised can’t be delivered, say so. Say why. Be honest about what’s still true and what isn’t. People might be disappointed, but they’re far more likely to stay if they feel included. When breaches in the psychological contract occur because of change:

Explain the reasoning behind it
Share a timeline and strategy for fixing the issue
Show empathy and compassion (don’t be defensive)

Focus on negotiating or renegotiating the deal so it works for everyone.

HR’s Strategic Role in Psychological Contract Management

The psychological contract doesn’t live in policies, but HR often sits closest to where it begins. Job ads, onboarding, role design, training. These are the places where expectations take root.

If HR isn’t watching closely, it’s easy for the formal and informal to drift apart. Official promises go one way, and lived experience goes another. Often, no one notices until someone starts pulling away.

Getting ahead of that means doing the slow work. Checking whether the stories told through hiring conversations, internal messaging, and benefits language match reality. If they don’t, update the script.

HR teams in Office and Commercial businesses can do this in a few ways:

Look again at job descriptions. Note what they say and what they imply.
Make onboarding honest. If something’s not perfect, say so. People trust transparency.
Train managers to listen for the unsaid. The pause before a “yes.” The smile that doesn’t quite match the words.

It also helps to treat the psychological contract less like a concept and more like a lens—not “one more thing” to manage, but the lens you use to notice where trust is holding and where it’s starting to strain.

Closing the Gap Between Expectation and Experience

The psychological contract isn’t something you can hold. There’s no file for it, no formal record. Yet it shapes whether people show up with energy or protect themselves from disappointment. Whether they go all-in or start planning an exit.

What makes the biggest difference for Office and Commercial teams isn’t a single conversation. It’s consistency, clarity, and following through. Making space to ask, “What were you hoping this would be?” and listening to the answer.

When trust is looked after like this, it doesn’t just keep people from leaving. It also ensures that they stay motivated, passionate, and engaged when they stay.

Looking for a job in Healthcare wasn’t what it was a few years ago. Now it drags on, sometimes way longer than you expect. It’s normal to stretch out three, four, maybe six months before you land somewhere. You’re waiting even once you spot a role that looks like a match. Companies are taking their time, setting up round after round of interviews, assessments, and more interviews.

It can be exhausting. You prepare, show up, and try to put your best self forward every time, but sometimes, you hear nothing. There’s no feedback or idea where you stand—many people feel stuck in limbo. About 72% of job searchers say the process has negatively impacted their mental health.

It’s a tough combination: uncertainty, high stakes, no clear timeline. It’s easy to start thinking it must be something you did wrong. But extended hiring processes are just the standard now.

It doesn’t mean you’re not qualified or valuable. You need a way to stay motivated and healthy throughout the process.

Understanding the Modern Hiring Landscape

Before blaming yourself for a job search that takes forever, look at the Healthcare recruitment space; Approach this with context.

For one, multi-stage interviews have become the default. It’s rare to get a yes or no after one meeting. You’ll often start with a recruiter call, then do a skills test or assessment, followed by a video interview, maybe a panel conversation, and sometimes a final round with a team that decides if you’re the right fit.

That alone can stretch out over weeks, especially if calendars don’t align.

Then there’s the economic side of things. Companies are cautious. They want to be sure before they add a headcount. So even when everything looks positive, the final decision can stall while budgets get signed off or teams debate priorities.

Technology plays a part, too. AI screening tools are everywhere now. They’re useful for sorting through thousands of applications but add more steps and make it harder to feel any sense of connection. In one survey, nearly two-thirds of candidates said automated systems made the experience feel distant and hard to read.

It’s also worth remembering that industry-specific timelines vary a lot. A process can easily run into the two- or three-month mark in fields like tech, consulting, or senior management. This doesn’t reflect your worth as a candidate. It doesn’t mean you slipped through the cracks. It means the system is complex.

Knowing all this upfront can make it a little easier to breathe. If you expect it to take time, you’re less likely to question yourself when it does.

Mental Health and Emotional Wellbeing Strategies

A long job hunt can wear you out in ways you don’t really see coming. You start feeling ready, maybe even excited to see what’s out there. Then it just keeps going. It’s easy to think you should be handling this better. But you’re not the problem. The process itself is draining. Anyone in your shoes would feel the same way.

Practical Mental Health Strategies

There’s no perfect solution here, but a few habits can help you stay steadier. One thing a lot of people find useful is mindfulness. This isn’t about sitting cross-legged on the floor for an hour. Just pause. Breathe for a minute. Let your thoughts settle a bit. If you don’t know where to start, Headspace or Calm have guides that walk you through it. Having a daily routine helps more than you’d think.

Establishing a routine helps, too. When your days lack structure, you feel you’re never doing enough. Maybe pick a window of time in the morning for applications. Then give yourself a break and focus on something else. Even ten minutes outside can reset your mind a bit. Talking to someone helps too.

If you start to feel overwhelmed, look for help. It doesn’t have to be a therapist—maybe just a Healthcare career coach, a trusted mentor, or someone from an Employee Assistance Program.

Some things to try, even if they feel small:

A ten-minute guided meditation when you feel anxious
One set time every day when you’ll look for jobs, and when you’ll stop
Breaks that have nothing to do with work
A chat with someone you trust
Checking if you have access to EAP support

Self-Care Fundamentals

Remember that self-care is important, too. If you’re not looking after yourself, you’ll lack the energy or momentum to keep going.

Go outside, take a walk, and get exercise
Eat healthy, nutritious, and balanced meals
Build a sleep schedule and stick to it. When you’re tired, everything feels worse
Talk to the people around you and lean on your relationships
Unplug from time to time. Don’t be switched on 24/7

Remember, looking for the ideal Healthcare role doesn’t have to consume your entire life, no matter how important it feels. Look after yourself.

Strategic Networking and Relationship Building

When you’re waiting on interviews and not hearing back, it can feel like everything depends on job boards. But most jobs don’t even get posted. About 70% are filled through word of mouth or personal connections.

It’s one of the reasons networking matters so much. Even a quick chat online can open a door. On LinkedIn, countless Healthcare candidates have landed jobs through casual conversations. You don’t have to pitch yourself to everyone you meet; learn how to leverage your network.

Leveraging Hidden Job Markets

Most managers would rather hire someone they’ve heard of than sift through a pile of applications. That’s why telling people what you’re looking for is worth doing.

Start with people you already know. Maybe a former coworker or a classmate. A manager you got along with. You don’t have to lead with a request; tell them you’re exploring opportunities and want to catch up. If they mention a chance, ask about it.

Effective Networking Strategies

First, if you haven’t already, set up LinkedIn. Keep what you do clear and honest. Make sure it’s up to date. Join a couple of groups that interest you, leave a comment here and there, and share something now and then that feels like you.

When you’re ready to build connections in person, look up local events or opportunities.

Look up meetups or local chapters of professional groups.
Check alumni networks: those are often easier to approach.
Don’t feel like you have to collect business cards all night. One good conversation is enough.

Handling Rejection and Building Resilience

Rejection hurts. Even when you tell yourself it’s not personal, it still feels that way, particularly when you’ve put so much work into finding the right Healthcare role. But a lot of the time, rejection doesn’t really have anything to do with you.

Sometimes, the budget freezes, the team changes direction, or you are one of three final candidates, and they pick someone else. You could have done everything right and still not been the one.

Try to think of it this way: every “no” moves you one step closer to the place that’s a better fit. Take the opportunity to:

Learn from feedback: Ask for feedback. Sometimes you’ll get radio silence, or something generic that doesn’t help. Or you might hear that your examples were vague or that someone else had more experience. It stings, but it’s information. Keep a note of what you learn.
Stay resilient: Rejection chips away at you. You don’t have to pretend it doesn’t hurt. It’s normal to feel disappointed, angry, or just tired. Let yourself have the experience, talk it out with someone you trust, and be kind to yourself. Listen out for any negative self-talk and squash it straight away. Try to spot little wins. Maybe you got further in the process this time. Perhaps you answered a question more confidently. Those things count.
Recovery and momentum: There’s no shame in pausing after a rejection. You might need time to rethink how to present yourself, and that’s okay. When you’re ready, pick back up again gradually. One small step is enough. Remember, all the effort you’re putting in still counts.

Practical Motivation Maintenance Strategies

It’s hard to stay motivated when the finish line keeps moving. One way to keep going is to set goals you can see yourself hitting. You might decide to apply for three jobs this week, have one conversation with someone in your field, or spend an hour updating your CV.

If it helps, write it down somewhere you’ll see it. A sticky note. A phone reminder. The point isn’t to pile on pressure. It’s to give yourself something solid to work toward when everything feels vague. Other ways to stay focused might include:

Setting up accountability systems: It’s easy to drift when doing this alone. Having someone to check in with can keep you from losing your grip on the process. Maybe you set up a standing call with a friend looking for work. You can also join a small online group where people share updates. Just knowing someone else is in it too makes it less lonely.
Developing skills: If interviews are slow or offers aren’t coming, that doesn’t mean you can’t do anything. You can pick one thing to work on in the meantime. It could be a short course you’ve been meaning to take. Or brushing up on a skill that comes up in interviews. Or just reading about trends in your field so you feel informed when conversations pick up again.
Using monthly checks: Once a month, pause. Look back at what you did. Look at what you learned. You might realise that something isn’t working as well as you thought. Or you may discover you’re not investing enough time into self-care. Maybe you’ll decide you should be pursuing a different Healthcare role entirely.

Take the time to find a strategy that works for you, one that balances well-being, with measurable and ongoing progress.

Moving Forward, One Step at a Time

If there’s one thing to take from all this, it’s that long hiring processes are how things work now. It doesn’t mean you’re doing anything wrong.

But that doesn’t mean you must let it run you into the ground. You can set boundaries, look after your mental health, develop your network and build new skills

Here are a few steps you can start with right now:

Set a routine. Decide when you’ll job hunt and when you’ll step away.
Pick small, clear goals. A few applications. One conversation. One profile update.
Stay connected. Reach out to people you trust or join a group so you don’t feel alone.
Take breaks. A day off here and there isn’t quitting. It’s taking care of yourself.
Check in with yourself. Once a month, look at what’s working and what isn’t. Adjust as you need.

This process is hard, no matter how prepared you are. But you’re not stuck. Every small step counts. Just keep moving forward.

Ask any business leader in the Legal industry, and they’ll tell you it’s becoming a lot more difficult to keep teams fully staffed, engaged, and confident in their skills. Across industries, hiring is starting to feel more like plugging leaks than building momentum.

75% of employers say finding qualified people to fill roles is their biggest challenge. As technology evolves and skill gaps grow wider every year, it’s no wonder. New demands arrive faster than many teams can respond.

It’s common to spend months recruiting only to see another critical role open when someone leaves. That’s why strategic development planning has moved far beyond optional training budgets or nice-to-have perks. A clear, thoughtful growth plan is now one of the few tools that can help keep good people engaged and ready for what comes next.

Without it, there’s little chance of staying ahead of rapid change or keeping the Legal employees who care about staying productive and competitive. A future-ready workforce depends on a strong development plan.

The question is how you build one.

What Makes Development Plans Deliver

A development plan works best when everyone knows why it exists. It isn’t just a record of training courses. It’s a simple way to show how someone’s skills can grow in a direction that matters to them and the business.

Many plans fall short because they stay too general. They rely on the same list of goals for every role. Over time, people stop seeing the point. If a plan doesn’t connect to real work, it becomes a paperwork exercise. You need a cohesive strategy if you want your plan to deliver a competitive talent advantage. That starts with goals.

The SMART Goals Framework keeps things grounded. It drives companies to set specific, practical objectives that lead to measurable development outcomes. “Get better at data skills” doesn’t mean much. A stronger goal might be, “Finish a data analytics certification by October and use it to improve the next reporting cycle.”

It also helps to think about how learning happens. For most Legal employees, it doesn’t come from sitting in a classroom. The 70-20-10 model indicates that about 70% of skill development happens as a side effect of daily work. 20% comes from social interactions (coaching, mentoring, and peer conversations). Only about 10% comes from formal courses.

That balance might differ depending on your team, though. Some people want to learn with hands-on experiences; others need time to watch examples or walk through steps. Smaller, targeted lessons can also make learning feel manageable. Many Legal companies are moving toward microlearning, offering short videos or guides that employees can pull up when needed.

Whatever approach you take, make sure there’s alignment between individual aspirations and preferences, and organisational objectives.

The Strategic Development Planning Framework

A development plan is easier to build when there is a clear process behind it. Many Legal teams try to start with a list of training courses or generic goals. That approach rarely holds up over time. For measurable development outcomes, you need more clarity.

Here’s how to start:

Conduct a Skills Assessment & Gap Analysis

Any effective development plan starts with understanding the skills your teams already have. Competency mapping doesn’t have to be complicated. It can start with simple questions about the types of tasks employees handle well, and where projects slow down. You might consider what sector-specific capabilities will be more important tomorrow than yesterday.

Take a holistic view. Assessing technical Legal skills will be important, particularly as demand for certain things, like digital literacy, continues to grow. But remember to consider soft skills, leadership qualities, and transferable skills.

Think ahead and remember that some skills are becoming essential across all industries. AI proficiency, data analysis, and automation skills are becoming more relevant to all kinds of Legal employees. Will those be crucial to your team moving forward?

Explore the Four Types of Development Plans

Once you’ve mapped your skills gap, you can look at the bridges that might fit. Not every plan needs to look the same. Sometimes, you’ll be focused on improving employees’ skills in a specific Legal role. Other times, you’ll want to prepare staff to grow into new positions.

Consider a broad range of:

Skill-based plans strengthen the abilities a person uses most days.
Succession plans prepare someone to take over a crucial role for progress.
Management development plans help new leaders feel steady and clear about expectations.
Career transition plans support employees moving into a different part of the business.

Sometimes, your entire development plan will borrow elements from multiple different areas. What matters most is that your approach makes sense to you and your employees.

Define Your Resource Allocation Strategy

Strategic development planning can stall when resources feel limited. Many Legal companies set aside 2-5% of payroll for development, but there’s no ideal budget. Some organisations choose to spend a lot more. After all, certain studies have shown that learning and development has an average ROI of 353%.

If putting more into development helps you spend less on constant recruiting, high turnover, and work that keeps getting redone, it’s usually worth the investment. Learning and growth don’t just improve productivity. It also makes your company more appealing to candidates, keeps people engaged, and helps morale stay steady.

If your resources are limited, look at budget-conscious options:

Cross-training helps people build skills by learning directly from colleagues.
Mentoring connects senior and inexperienced employees for peer-to-peer learning.
Short online courses or microlearning tools can fit into busy schedules without much cost.

Technology is also changing what’s possible. Some teams use simple learning platforms to track progress. Others bring in AI-powered tools to suggest training options or measure results. These systems don’t need to be elaborated on to be helpful.

Remember Cultural Integration

The last piece is making sure development fits the way people already work. A plan that ignores culture can feel forced.

Remote and hybrid teams often need more flexibility. Different types of Legal staff members prefer varying approaches. Certain employees prefer to learn independently, while others need regular check-ins to stay engaged.

Development also means different things to different generations. Early-career employees may want to build credibility, while someone later in their career might focus on mentoring others.

Plans should reflect the fact that people learn and grow in different ways. They need to show their commitment to diversity, equity, and inclusion. When employees see that development is set up to work for everyone, they’re more likely to take it seriously.

A plan that accommodates different needs and backgrounds feels more genuine. It shows that learning isn’t just an extra thing to do when there’s time; it’s part of how the team works.

Implementation Best Practices: From Plan to Performance

A Legal development plan can look amazing in a document, with clear goals, good intentions, and a timeline everyone can follow. But sometimes those plans fall apart because they don’t account for a careful launch, regular monitoring, and future growth.

Here’s how you can plan for success.

Develop a Clear Launch Strategy

How you introduce a plan is important. Without your team’s input, it shouldn’t feel like it was developed behind closed doors. When employees get to share what they need and what feels realistic, it’s easier to get real commitment.

It’s worth talking early about what success should look like, too. Be specific about who will be responsible for what, and what should happen month after month. Make sure everyone knows what resources are available to help.

Don’t overlook basic preparations, too. Setting up logins, ensuring reading materials are easily accessible, and even figuring out how to record milestones early can make a plan feel more structured.

Master Monitoring & Evaluation

It’s common to see plans lose momentum when nobody checks in. Without regular conversations, goals lose their meaning. Some Legal teams meet monthly to see how things are going. Others chat every couple of weeks, even just for ten minutes. What matters is that it happens.

Measuring progress doesn’t need a big system. A few questions work fine. Are new skills showing up in daily tasks? Are people more confident? Is turnover steady? These are the signals worth watching.

You can usually spot the impact if you look for it:

People stay longer because they feel their role has a future.
Projects finish faster with fewer mistakes.
More employees are ready to step into bigger jobs.
Teams can handle more complex work without needing outside help.
Surveys or informal chats show people feel supported.

Don’t wait for a formal review or exit interview to spot issues. A quick conversation can uncover small problems before they turn into big ones.

Commit to Continuous Improvement

The Legal industry, and your business will continue to change. Your development plans shouldn’t stay frozen in place. It helps to define moments when you’ll review what’s happening and decide whether it’s working for your team.

Be ready to adjust when a new project, a shift in priorities, or a change in employee aspirations arises. Keep communication fluid, too, focusing on regular feedback. Gathering insights from team members about what they would like to improve can help you optimise your training resources. Recognizing staff for their efforts keeps motivation high.

The last step is constantly documenting the lessons you’re learning as a business. When a team finishes a development cycle, pause and look back. What worked? What slowed things down? Collect those insights so the next plan feels easier to start and simpler to follow.

Turning Plans into Real Progress

There’s no perfect recipe for strategic development planning. What works for one Legal team might hold another back. Every organisation has its own mix of challenges, priorities, and learning preferences.

But one thing shows everywhere: people want to know their skills matter. They want to see that there’s a path forward, especially when everything around them feels uncertain.

A good development plan helps meet that need in a real way. It tells employees that growth isn’t something they have to figure out on their own.

Getting started doesn’t take a huge step; it just requires a clear goal, a conversation with your team members, and a small investment in the right resources.

If you’re unsure where to begin, don’t wait for the perfect moment or plan. The most important thing is to start somewhere. Even a simple, honest approach can go a long way if it stays connected to people’s daily work.

Even when you’re eager to find the ideal Healthcare role fast, getting constant messages from recruiters can be stressful. Some are thoughtful and specific. Others look like they were copied to a hundred people at once. It’s hard to know which ones deserve your attention and which will end up wasting your time.

Finding a recruiter who genuinely cares about your goals makes a huge difference to your career. A good recruiter doesn’t just pass along job postings. They help you consider your wants and introduce you to roles you might never see. That matters when up to 4 in 5 jobs today are never advertised publicly.

Unfortunately, not every recruiter has your best interests in mind. Some focus only on hitting their placement targets, and others know enough about your sector.

You need to know what to look for and what to avoid, which we are sharing in this week’s post.

The Foundation: What Makes a Great Recruiter

A great recruiter isn’t just a middleman who fires off job descriptions. A truly reliable Healthcare recruiter acts as your guide – they’re honest with you, direct, supportive, and knowledgeable.

You can often start to see if you’ve found the right person. For one thing, a good recruiter listens. They’re not just nodding along while they look for keywords on your CV; they’re asking questions, diving deeper into your goals.

Instead of jumping straight to, “Can you start Monday?”, they might say, “What would a meaningful next step look like for you?” That’s not something you hear from everyone.

It also helps if they really know your industry. The best recruiters can talk through the state of the market without having to check a cheat sheet. If you’re in healthcare, they’ll understand the certifications and work environments that matter. That kind of industry knowledge is hard to fake.

Good recruiters are also clear communicators. They don’t keep you guessing. If a process usually takes six weeks, they’ll say so. If a promising role has challenges you must overcome, they’ll iron them out for you. Then, there’s how they treat the relationship.

The best Healthcare recruiters don’t vanish if a job doesn’t pan out. They’ll stay in touch, check in once in a while, maybe even send over information on a networking event or course that might be helpful. That tells you they see you as more than a slot to fill.

Communication Red Flags to Watch For

How a Healthcare recruiter communicates with you is a big factor. Not every initial message you get from someone looking to fill a job role is worth your trust. Not every recruiter bothers to stay transparent and accessible throughout your job search process.

First impressions matter with recruiters just as much as they do for candidates. If you notice any of the following, step back:

Messages feel copied and pasted: The message could have gone to fifty others. There is no mention of your work history or anything personal; it is just a bland pitch.
They can’t tell you why you’d be a fit: They don’t mention why they reached out to you or reference your credentials. When you ask why you’re right for the role, they give you a canned response.
The details are vague: You get a message about a generic Healthcare job – no reference to responsibilities, requirements, or anything.
They push you to act fast: Maybe they say you need to share your CV instantly to get a chance, or complete an online test without any background.
They disappear. You had a good conversation. Maybe send over your details, and then nothing. The recruiter seems to vanish into thin air.
They avoid your questions. You ask about the company’s culture or the salary range, and they either dodge or give you generic answers. You probably won’t get transparency later if they can’t be upfront.
They complain about other people. Maybe they talk down about other candidates or vent about clients. It’s unprofessional and usually means they won’t speak well of you either.
It’s all about their deadlines. You hear many “I need to fill this quickly” and not much about whether it aligns with what you want.

If you start to feel nervous because you’re not getting answers, or they’re applying a lot of pressure, it’s okay to back off. You don’t owe a recruiter your time or your personal details.

Questions You Should Always Ask

Ask a recruiter questions. You’re trusting them to talk to companies on your behalf, and that’s no small thing.

Here are some things worth asking when you first start talking.

“Why do you think this role fits me?” They should be able to tell you exactly why they reached out, not just say you have “a good experience.”
“What did you notice about my experience?” They probably don’t know anything about you if they can’t name anything specific. You might be a name on a list.
“How do you usually keep in touch?” Some recruiters will text or call every few days. Others might email now and then. It helps to know.
“What’s the culture like at this company?” See if they can tell you something concrete. They might share stories, examples, or information about the employer.
“How long does this process usually take?” They might not be able to tell you when you’ll get a job offer, but they can give you a basic timeline.
“Can you share a couple of references from folks you’ve placed? “Anyone doing this for a while will have people they can talk to.

Evaluating Recruiter Industry Knowledge and Approach

You can tell a lot about a recruiter by how much they understand your field. Some people will say they ‘specialise’ in an industry, but when you ask a few questions, they don’t know much beyond the job titles.

The best way to determine this is to listen to how they discuss your work and the market overall. Here’s what to look for.

Assessing expertise:

A good recruiter can discuss the Healthcare work itself with you. If you start describing what you do and they look confused, that’s a sign. You want someone who:

Knows the language of your industry, without getting confused.
Understands your role’s latest trends, challenges, and opportunities.
Can map out the standard career path for someone in your work.
Asks you about specific technical skills and competencies.

If you bring up a common concept in your industry and their eyes go blank, that probably means they’re not as much of a specialist as they say.

Professional approach indicators:

Beyond knowledge, please pay attention to how they handle the whole process of representing you. What they do before and after you talk will give you clues about their professionalism.

A Healthcare recruiter worth your time will:

Look into your background before calling you, so you don’t have to explain everything from scratch.
Show you multiple options, if possible, rather than pushing you hard toward a single role.
Share honest insights about salaries or benchmarks in your role.
Give you direct feedback you can use, whether you move forward with the position or not.
Stay friendly, while being professional, clear, and straightforward.

Some recruiters will also share advice you didn’t even think to ask for, like how to highlight certain parts of your experience or what to expect in an interview.

Building Productive Long-term Relationships

Once you find a recruiter who feels like a good fit, you must consider how to keep that relationship strong over time. The best connections aren’t just about landing one job. They’re about having someone you can call years down the road when you’re ready for a new step.

Here are a few things you can do to build that rapport:

Be honest about what you want: If you’re still figuring out your Healthcare career roadmap, that’s fine – but say so. If you have dealbreakers and priorities already, share them early.
Give feedback: If they share a role with you that isn’t right, don’t just ignore them; let them know. Tell them when an interview didn’t go well or a culture didn’t feel like the right match. It helps them help you.
Stay in touch: Even if you take a job, check in sometimes. This is just a quick update to keep the connection going.
Refer people you trust: If you know someone who’s looking, pass along their name. Recruiters remember when you help them out.
Show appreciation: We all appreciate a little gratitude. Thank them if your recruiter helped you find the Healthcare role of your dreams.

Remember, the relationship you build here can be an amazing asset. You’ll have someone who knows what matters to you and can spot the right job when it comes along.

Choosing the Right Partner for Your Career

Choosing a recruiter isn’t something you have to rush. You have more control than you might think. The best recruiters won’t just find you a job; they’ll help you navigate your career.

You deserve a Healthcare recruiter who can give clear answers, honest advice, and respect your time. Don’t settle for anyone who treats you like another number or CV. Trust your gut when something is wrong, ask questions, and take your time.

The right recruiter will stand out because they’ll treat your goals like they matter and go above and beyond to help you achieve them.

Everpool Recruitment Awarded Best Permanent Recruitment Consultancy UK

January 27, 2026

What this award means to us

Our approach

Built on experience and partnership

Thank you

The Rise of the ‘Portfolio Career’ and What It Means for Employers

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Virtual Communication and Body Language Mastery

Interview Content Preparation and Research

During the Interview: Execution Excellence

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Pillar 1: Economic Security Beyond Salary

Pillar 2: Skills-Future Career Development

Pillar 3: Flexible Work Models That Actually Work

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Pillar 5: Purpose-Driven Work and Values Alignment

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“Describe your ideal work environment and the conditions that help you be most productive.”

“Walk me through a typical day or week in your current role. What parts of it energise you most?”

“Tell me about a time you had to adapt your work style to meet changing requirements.”

Category 2: Cultural Fit Assessment Questions

“Tell me about a work environment where you felt you belonged.”

“How do you like to receive feedback?”

“Think of a time you disagreed with your team. What did you do?”

Category 3: Motivational Drivers Questions

“What parts of your work have felt most fulfilling?”

“Tell me about a project you’re proud of. What made it meaningful?”

“What would make you leave a role within the first six months?”

Category 4: Long-term Alignment Questions

“Where do you see your work going in the next few years?”

“What kind of manager brings out your best work?”

“If you were in this role a year from now, what would tell you it’s been a good fit?”

Hiring for More Than Day One

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Strategy 1: Process the Emotional Impact and Practice Self-Compassion

Strategy 3: Use Rejection as a Skills Development Catalyst

Strategy 4: Leverage Rejection to Strengthen Your Professional Network

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