IHR - In-house Recruitment

Senior Partnerships Manager

IHR is the largest and most inclusive community of In-house Recruiters in the UK. 

Our members benefit from over 70 thought-leading live and virtual events each year; ranging from 1000-strong exhibitions and high-profile awards to exclusive half-day breakfasts, strategically aligned Recruitment Leader dinners, and highly influential webinars. 

We’re also expert distributors of industry-leading digital content, highly valued community forums, and an all-inclusive supplier directory.

Membership is free, why not join today? 🚀 Or email me: guy@inhouserecruitment.co.uk

Partnerships Manager

Artful Consulting

OUTLINE:
Working closely with founders to provide strategic business advice for multiple industries including, motion
picture, hospitality, digital marketing and video streaming.

KEY RESPONSIBILITIES:
• Conducting commercial reviews to provide strategic roadmap for organisational growth.
• Mapping out long term business strategies to target new markets.
• Conducting market research to identify target audience for relaunch of a production company's IP.

KEY ACHIEVEMENTS:
• Created investment strategy to fund national expansion of 6 new hospitality units through a 15%
equity offering.
• Defined account management processes with a focus on customer retention, leading to 100%
renewals.
• Negotiated partnership with Mayor of London's promotional arm, leading to international
exposure.
• Wrote a brand platform and positioning deck for a US-based production company to set-up for a
global transmedia launch.

Sales Consultant

PAD 

OUTLINE:
Worked autonomously in the establishment and management of relationships of new accounts for leading
bespoke kitchen supplier, responsible for generating consistent new business opportunities, reported to the
CEO.

KEY RESPONSIBILITIES:
• Establishing relationships with architect practices and interior designer studios, converting the
relationships into new business opportunities for the design team.
• Setting business goals with the CEO to determine milestones and weekly individual KPIs,
ensuring all target audience touchpoints are achieved.
• Managing sales database in HubSpot to schedule follow-ups and share weekly data with senior
management.
• Explaining features and benefits of products and services to accounts, answering their queries.
• Attending conferences to represent PAD and identify potential new accounts.
• Collaborating with a marketing agency on monthly campaigns.
• Managing social media platforms such as Instagram to maintain a strong brand image.

KEY ACHIEVEMENTS:
• Generated 42 leads for new bespoke kitchens resulting in 31 new proposals over a 3 month
period.
• Increased new business leads in a number of new accounts by implementation of a new nurture
cycle process.
• Contributed to a range of successful campaigns that delivered increased inbound leads by 30%.
• Grew social following by 4% in a quarter.

Business Development Manager

George Scott Ltd.

OUTLINE:
Managing a team of 8 and driving performance standards for Fulham based design & build firm.

KEY RESPONSIBILITIES:
• Managing daily operations, removing obstacles for project managers and site managers and
continually searching for improvement opportunities.
• Identify issues with current business processes and implement changes for time and cost savings
and improve project delivery times.
• Collecting weekly reports from project managers and site managers, collating into slide decks for
senior management.
• Dealing with escalated complaints to resolve them swiftly at minimal cost to the business.
• Handling staff disciplinary issues, grievances and contract terminations.
• Identify team skills gaps and manage recruitment process for new hires and onboarding.
• Generating website traffic via ongoing SEO efforts.

KEY ACHIEVEMENTS:
• Improved team performance in project deadlines by implementation of new reporting process,
leading to 3 successive projects completing a week early.
• Defined lead to sale workflow, setup an 8 stage sale process on Salesforce, increased project
sales revenue by 100% in a quarter.
• Built and maintained the company website, leading to more than 5 monthly passive leads.

Operations and Sales Manager

INDX

OUTLINE:
Providing sales team leadership and account management to crypto currency fund to raise capital from
global high net worth individuals and asset management firms.

KEY RESPONSIBILITIES:
•	Generating client leads through outbound-calls, email, networking and booking meetings.
•	Spoke at multiple conferences to engage the international crypto currency community.
•	Professional networking to develop relationships with new and existing accounts.
•	Attending conferences to represent INDX Capital and identify potential new customers.
•	Negotiating contracts with clients to achieve mutually beneficial agreements.
•	Closing sales regularly and keeping monthly pipeline of activity full.

KEY ACHIEVEMENTS:
•	Defined commercial strategy leading to $1m of investment in first 3 months of trading.
•	Created multi-channel sales approach to engage with major asset management firms, leading to advance stage discussions with the two largest crypto funds in the world.

Sales Manager

ADabisc Future Qatar

OUTLINE:
Reporting to General Manager within Park Operations, providing sales support activities to facilitate sponsorship and partnerships for Qatar's first theme park.

KEY RESPONSBILITIES:
•	Identify commercial opportunities to deliver pitches and presentations to multinationals companies.
•	Assisting Rovio, Angry Birds, by pivoting into location based entertainment.
•	Coaching leadership team by providing knowledge, direction, business planning, strategy, brand promise, website input and software development definition.  
•	Lead a cross-functional team to define and achieve targets and create new business KPIs.

KEY ACHIEVEMENTS:
•	Brokered a 500,000 Qatari Riyal sponsorship with a renowned hotel brand for the theme park launch event.
•	Represented ADabisc at various conferences and developed new business relationships and commercial opportunities across the Middle East. 
•	Completed a comprehensive customer analysis to define future sales strategy via an educational business model.
•	Drove the expansion of the team from 20 to 100 through recruitment and a renewed focus on retention.

Senior Partnerships Manager @ IHR | Helping Recruitment Suppliers Connect with their Target Audience

At IHR - In-house Recruitment, our team's mission transcends mere business transactions; we foster a community where over 20,000 in-house recruiters thrive through access to premier events and resources. The essence of my role as Senior Partnerships Manager lies in bridging the gap between recruitment suppliers and impactful opportunities, ensuring mutual growth and market expansion.

Guy Sage

The calm before the...

#IHRA25

Greatly looking forward to catching up and celebrating with all. 🙌🎉🕺💃

Hire Intelligence🚀
SMRS
ThriveMap
Eli Onboarding

Michael Blakley Sarah Sturgess Freddie Wallis 🚀

Senior Partnerships Manager @ IHR - In-house Recruitment | Sales Consultant

🎉 From celebrating in-house stars… to shining a spotlight on the supplier innovators!

Last week we wrapped up another brilliant IHR Awards, a night dedicated to recognising the incredible work of corporate TA teams across the UK. The energy, the stories, the wins… what a way to end our in-person events for the year!

And now, it’s the suppliers’ turn. ⭐

I’m delighted to share that entries are officially open for the 2026 IHR Supplier Awards, our annual celebration of the tech, tools and talent partners who power the in-house recruitment world behind the scenes.

This is your moment if you’re a:
 🚀 Talent tech provider
 🤝 RPO or talent partner
 📣 Employer brand or creative agency
 📊 Assessment, sourcing, or onboarding solution
 …or any supplier transforming the recruitment experience for your clients!

Over the last year, I’ve seen first-hand how much innovation (and sheer hard graft) goes into supporting TA teams through a challenging market. These awards are your chance to shout about it properly, to showcase impact, celebrate your teams AND benchmark yourselves against the very best.

📬 Entries now open:
 https://lnkd.in/eYf3wN46

If you’re part of the IHR supplier community, I’d love to see you throw your hat in the ring. And if you work in TA, tag a supplier you think deserves a bit of spotlight this year.

Let’s celebrate the partnerships that keep this industry moving. 🙌

#IHRSA26 #RecruitmentTech #TalentAcquisition #HiringInnovation #HRTech

Open article: In-house Recruitment Supplier Awards - In-house Recruitment by inhouserecruitment.co.uk

In-house Recruitment Supplier Awards - In-house Recruitment

Adriano Herdman

Move

Scale hiring without lowering the bar.

For People & Talent leaders, sharper sourcing, stronger recruiters, and processes that stick.Three services built for speed, quality, and lasting impact

✅ Embedded recruiters backed by playbooks, RecOps, and governance
✅ Sourcing engine with TAM analysis + outbound that cuts through
✅ Consultancy that builds structure, consistency, and TA enablement

Co-Founder

Monese

Talent Advisor via MOVE

LaunchDarkly

SeedLegals

Farewill

RMIT University

English Teacher

NAKAMA

Senior Consultant User Experience

Aquent

recruitment consultant - user experience

Harvey Nash

recruiter - software development vertical - freelance

recruitment consultant - software development

Scale hiring without lowering the bar.

For People & Talent leaders, sharper sourcing, stronger recruiters, and processes that stick.

Three services built for speed, quality, and lasting impact

✅ Embedded recruiters backed by playbooks, RecOps, and governance

✅ Sourcing engine with TAM analysis + outbound that cuts through

✅ Consultancy that builds structure, consistency, and TA enablement 

Move deploys expert in-house talent acquisition squads to fast scaling companies. Our embedded talent service aligns us with your growth targets, giving you control and flexibility. Our talent acquisition specialists absorb your culture and refine your recruitment process. We’ve driven down cost-per-hire by 46% for the likes of Microsoft, Monese, Farewill, Travelex, SeedLegals, Spryker, Collibra, LaunchDarkly, Percent, Framestore

In case you're hiring a recruiter from a startup...

Do not judge them solely by their time-to-fill metrics or number of hires made 

Startup recruiting is more challenging and nuanced than hiring for established companies with strong employer brands 

🧭 Here's what they have likely had to navigate:

1. No employer brand – they could not rely on name recognition to attract candidates

2. Low quality inbound – every hire required proactive sourcing

3. Unclear or ever-changing hiring needs

4. Leadership with unrealistic expectations 

5. Hiring managers often lack hiring experience

6. No structured hiring process – they had to build it themselves

7. Unproven product or business model – they had to convince candidates to take a risk

Only a small percentage of startup recruiters consistently meet hiring targets. (The ones that do are 🔥, don't get me wrong)

If you're hiring a recruiter from a startup, look beyond the surface numbers and evaluate:

- How they adapted to challenges
- How they built or improved hiring processes
- Their ability to sell opportunities to candidates
- Their resilience in highly-ambiguous environments

Anything you'd add?

Talent Solutions for Technology businesses

Resource drop: 2026 Workforce & Capacity Planning Playbook for Talent Acquisition and People Leaders ⚖️

Practical, straightforward, and designed to help teams get from 0→1 or validate the foundations they already have. 

It was shaped with input and feedback from Heads of People and Talent who’ve stress-tested this stuff in the real world.

It includes:
- A clear recruiter capacity dashboard
- Simple skill-gap and capability assessments
- Easy quarterly load templates
- Role planning templates

Why it’s useful:
 - Helps you spot resourcing gaps before they turn into hiring emergencies
 - Gives you a simple, data-led view of what your team can actually deliver

Nothing over-engineered, just tools you can plug in quickly to get a cleaner, more predictable workforce plan.

👉 Want the playbook? 

Comment “Workforce plan” and I’ll share ✌️

We analysed Talent Acquisition capacity data across 70 companies.

The results are clear:

1. No dedicated Sourcing is the #1 bottleneck, the lowest-scoring area by far.
2. Hiring manager engagement consistently drag recruiter productivity.
3. Even strong teams carry 2–3 significant gaps that limit their ability to scale.

On the flip side, companies that excel in process efficiency, time allocation, and role complexity management operate much closer to best practice.

The outer edge of the chart = full maturity (score of 5).

Most teams are sitting somewhere in the middle.

The takeaway?

If you want to unlock recruiter capacity, don’t just throw headcount at the problem.
Fix the systemic gaps: sourcing infrastructure, hiring manager alignment, and specialisation.

That’s where the real leverage is.

Being great at filling roles won’t get you the Head of TA job. 

If you’re a TA Lead or Manager aiming up, what matters is proving you can scale recruiters and systems.

Marc Baselga recently wrote a great post about the leap from IC to Director interviews in Product.

The same is true in Talent Acquisition.

Most underestimate how different these interviews are. 

It’s no longer about how strong you are as a recruiter, it’s about whether you can make other recruiters better, and build a function that scales.

Here’s what hiring execs are really testing in Head/Director of TA interviews:

1/ Frameworks, not one-offs
Not hero stories, but repeatable systems like scorecards, intake processes, enablement playbooks.

2/ Real complexity
Expect questions on headcount planning trade-offs, exec pushback in a hiring freeze, or redesigning a team after hypergrowth.

3/ People leadership depth
Who have you promoted? How do you handle underperformance? Can you grow recruiters into business partners?

4/ Cultural leadership
The job isn’t “delivering reqs.” It’s shifting TA from service provider to strategic partner with hiring managers and C-levels.

5/ Strategic communication
How do you build trust at the top table? What’s your operating rhythm for planning, reporting, and risk management?

6/ Vision + systems thinking
Directors don’t just run today’s hiring. They architect tomorrow’s. What’s your vision for TA in 2 years, and what systems will scale it?

The shift is this:
Director-level interviews aren’t about proving you’re the best recruiter.
They’re about proving you can build the best recruiting function.

🥖 New projects fresh in at Move  

We’ve got three new projects kicking off, all starting immediately and running for 3–6 months and we’re looking for Talent Partners

- GTM Talent Partner – London - SaaS / Data Intelligence platform

- Senior Tech Talent Partner – Hybrid London – AdTech scale-up

- Senior Talent Partner (G&A focus) – London – FinTech

We’re looking for experienced recruiters who can plug in fast and own delivery from day one.

If you’re available (or know someone great who is), please share or tag them below,  links to apply are in the comments.

Thanks in advance for any shares or intros 🙏

Old school sourcing 💾 vs Sourcing 2.0 🤖

Old school sourcing = Trial and error, no plan

Sourcing 2.0 = TAM-first, precision results

Most recruiters are still doing this 👇

↳ Hit LinkedIn each morning, fire off 30 messages to those that look like a fit
↳ Check messages each day, hope for replies
↳ No idea of TAM size → recalibration comes late
↳ Reactive: fill one req, move on, no lasting intel
↳ Messaging is guesswork → not tested, so positioning never improves

Do it differently 👇

↳ Start with a Total addressable market (TAM) to size the market
↳ Spot bottlenecks and set expectations with hiring managers upfront
↳ Plan first → then go fast and accurate
↳ Build pipelines while also filling today’s req
↳ Test messaging systematically → refine positioning every week
↳ Capture talent intelligence as a reusable asset

Why it works:
TAM-first sourcing turns guesswork into clarity. Recruiters save hours, hiring managers trust the data, and every search sharpens the next.

Example:
Old Way: 1 week wasted before realising the skillset barely exists.
New Way: 60 minutes to map the TAM → then source with precision.

Old way = reactive.
New way = strategic.

The gap is growing.

👉 What would change if every search started with a TAM?

Recruiters, help you hiring managers become better interviewers!

👉 Interviewing cheat sheet for hiring managers

Share this with your HMs for a light-touch guide before they run interviews.

Poor interviews don’t just miss great people, hey slow down hiring and hurt your brand. 

📄 Here’s a quick checklist to keep things focused, fair, and effective:

- Structure the flow
Balance assessing, pitching, and giving space for candidate questions.

- Set expectations early
Let the candidate know what to expect—structure, timing, and who's in the room.

- Stick to consistent criteria
Use the scorecard. Focus on role-relevant scenarios and behaviours—not gut feel.

- Go beyond the CV
Ask how they’ve solved problems similar to the ones they’ll face here.

- Pitch with intent
Tailor your pitch to what motivates them. The best candidates are assessing you too.

- Test your setup
Check your Zoom / Meet link, screen share, and any tools you’ll use.

♻️ Pass it on if you know an HM that could use a quick refresher

No alternative text description for this image

Talent Acquisition has to own a number.

It doesn’t need to be a revenue target.

It doesn’t need to be cost-per-hire

Don’t worry this isn’t another quality of hire post either, don’t want to upset anyone 😉 

But it does need to tie to something the business actually cares about.

Spitballing, here’s three that might make the most sense that aren’t the usual suspects:

- Speed to productivity:  how quickly new hires reach meaningful output.

- Hiring velocity: the predictability of delivering roles inside agreed windows.

- Manager confidence: a simple 60-day signal showing whether a hire is on track.

These connect hiring to impact: output, product velocity, capacity, and consistency.

And they don’t overlap with ownership of retention, engagement, or long-term performance.

Recruiting is an interesting function.

The impact is big, teams feel it immediately when the right hire lands.

But the access is somewhat limited: you influence the front of the funnel and moments in the process, then hand off to the manager and the business.

Because of that, it’s tempting to position recruiting as purely about “finding great people.” (Which it also is) 

But the reality is that delivery sits at the core of the function, and these metrics help anchor that delivery to what matters commercially.

A strong hire can shift a team’s trajectory, unblock execution, or accelerate output. That’s meaningful impact, even if the work to get there is operational and hands-on.

Thoughts?

For Recruiters. Intake meeting one-pager to cut time-to-alignment by up to 40%.

World-class recruiters don’t wait for HMs to come prepared.

They make it easy. Structure the intake, guide the discussion, and lock in alignment from the start.

This one-pager keeps your intakes sharp, consistent, and outcome-driven.

Inside you’ll find:

✅ Objectives to hit every time
✅ Key phases (pre, in, and post-session)
✅ Outcomes & deliverables to walk away with
✅ Metrics to track so you know it’s working

Built from hundreds of real intake meetings, it’s designed to:

Get hiring managers aligned faster
Avoid “role drift” mid-search
Launch searches with a crystal-clear, agreed profile

📄 Free to use, adapt, and share with your team.

graphical user interface, text, application, email

Most recruiters are great at reviewing CVs… and terrible at writing their own.

We’ve reviewed thousands of recruiter CVs. I’ll share the biggest mistake we keep seeing and how to fix it👇

Context:
There are two CV tests you have to pass

1 - The scan
Your CV is one of 100–300 (if you’re lucky).

At this stage, the recruiter is only asking: “Is this person roughly aligned to this role?”

They’re skimming for:
- Keywords
- Domain / market
- Seniorit
- Rough hiring profile match

If you pass that, then comes…

2 - The read

Now they actually look at your experience in detail.
But most recruiters never get this far, because their CV fails ‘the scan.’

The pattern is the same:
>Job title
>Company name (that no one recognises)
>A bunch of generic bullets:
e.g. “Improved hiring efficiency by 52%”
>“Implemented ATS changes”
>“Aligned interview questions to company values”

That might be great work.
But with zero context, it’s just noise.

If I don’t know what the company does or what you actually hired… I might move on.

💡3 steps on How to fix it 

- before any fluffy bullets, add a short “context block”.
- Literally right under the job title.

STEP 1
- Set the scene (company + stage)
- Add 1–2 lines or bullets:
- What the company does (in simple language)

‘B2B / B2C / SaaS / Marketplace / etc’

‘Stage + rough headcount while you were there’

STEP 2
– Spell out what you actually hired
Very high-level, but concrete:
(Eng / Product / GTM / G&A etc)
- Typical level (IC / Senior / Lead / Exec)
- Rough number of hires per year / quarter

STEP 3
– Name your stakeholders
Show who trusted you:
“Partnered with: VP Engineering, Head of Product, CFO”

STEP 4
– Then add your impact bullets
Now your “improved time-to-hire” or “rebuilt the ATS” actually means something,
because I can see where you did it and for whom.

👀A quick example

Instead of this❌

‘Senior Talent Partner – XYZ Ltd
Improved hiring efficiency by 52%
Implemented new ATS workflows
Ensured interview questions aligned to company values

Do this ✅ :
Senior Talent Partner – XYZ Ltd
SaaS platform for mid-market retailers | Series B | ~180 people
Roles: Product, Eng, data (IC → Lead) – ~35 hires/year
- Stakeholders: VP Eng, Head of Product, CTO
- Reduced average time-to-hire from 68 → 42 days
- Rebuilt ATS workflows and hiring stages across 3 product squads
- Introduced role scorecards and bank of behavioural questions

Same person. Same work. Completely different signal.

Bottom lome: Recruiters need to optimise their CVs for the scan first.
If you don’t give context at the top of every role, you’re missing out.

Most talent teams are winging messaging, and it shows 

Talent acquisition teams are operating with no structured messaging system.
Every recruiter writes outreach in their own voice.

There’s no central narrative, no testing, no iteration.

And in competitive markets (AI, engineering, senior GTM), generic outreach gets instantly ignored.
“This is the role, salary, location,  want a call?”

That isn’t good messaging. It’s a broadcast. And top talent filters it out.

What does work is borrowing frameworks from modern go-to-market teams.

We’ve been applying a few in particular:

1. Jobs-to-Be-Done (JTBD) Candidate Interviews
Speaking directly with people in the role you’re hiring for to understand their drivers, and using their exact language to anchor the message.
Not what the company thinks the role is… 

2. Voice-of-Customer (VoC) Message Mining
Extracting the emotional language, themes, and triggers that show up repeatedly in interviews and weaving them into structured messaging pillars for the role.

3. Centralised Messaging Matrices
Building consistent narratives around pain, progress, motivation, and differentiation, so every recruiter has a framework for high-quality story telling, rather than 10 versions of the job spec.

4. Proven GTM Messaging Frameworks
Using lightweight structures like RVC, Trigger-Based Hooks, and Firmographic Personalisation to shape messages that feel relevant, human and high-signal, instead of role dumps.

5. Continuous Testing & Iteration
Outbound is treated like a product.
Test → measure → refine → roll out.
Not “set it and forget it” job ads and InMails.

The reality:
Most TA messaging sucks because it has no framework.

When you bring GTM discipline into talent attraction, grounded in real candidate language, outreach stops sounding like recruitment automation and starts sounding like it actually understands the person you’re speaking to.

Thoughts ?

People and Talent Leaders: Is your hiring process adjusted to the level of talent you’re targeting?

Because the steps look very different depending on whether you’re hiring for more accessible roles or competing for top-tier talent.

For roles where the talent bar is more accessible (say high-volume, less specialised), the process can be summarised quite simply as “interviews”:

- Screening Call
- Hiring Manager Interview
- Final Interview
- Offer

→ Candidate Accepted

But when you’re competing for scarce or high-bar talent, the process cannot be summarised as just “interviews.” And it shouldn’t be.

For senior, niche, or high-impact roles, the process should look more like:

- Problem Alignment (why the role exists / clarity of success metrics)
- Value Alignment (candidate sees the mission, EVP, team fit)
- Skill Validation (structured assessment of technical/functional skills)
- Stakeholder Alignment (multi-disciplinary panel, cross-team buy-in)
- Decision & Offer Alignment (timing, competing offers, motivators)

These stages track specific agreements and validations that have to be made in the hiring journey.

They usually have clear entry/exit criteria and defined actions.

For Skill Validation, it might look like this:

Entry Criteria
- Candidate has already shown alignment with role scope and career trajectory.
- Candidate is motivated to invest time in assessment.

Actions
- Run structured technical or practical assessment.
- Ensure panel has consistent scoring rubric.
- Calibrate with benchmarks (internal & external).

Exit Criteria
- Panel agrees candidate meets or exceeds the hiring bar.
- Feedback documented in structured format with rationale.

👉 The catch: depth always trades off against speed.

- Go too “deep” and you lose top talent to faster-moving competitors.
- Go too “fast” and you risk poor signal or mis-hires.

The best scale-ups calibrate their process so each stage is both rigorous and lightweight. For example:

- Replacing generic take-home tasks with short, live working sessions.
- Combining multiple stakeholder conversations into a single panel.
- Pre-aligning on what’s “must-have vs nice-to-have” so decisions don’t drag.

⚖️ The art is finding the balance: rigorous enough to protect quality, but lean enough to win talent before someone else does.

If you manage recruiters, here are 8 things worth remembering:

1. Recruiting is hard.
It’s a daily mix of rejection, timing, pressure, and puzzle-solving.

2. Tenacity > talent.
The best recruiters don’t quit. They push through when others pause.

3. Ownership is everything.
When a recruiter owns the outcome, performance changes fast.

4. There’s no secret sauce.
No silver bullet, no magic tool. Just iteration, learning, and sharp judgment.

5. Coachability is a cheat code.
The ones who grow? They ask, apply, adjust. Repeat.

6. The skill set is shifting.
AI, automation, candidate expectations — staying sharp means staying current.

7. Recruiting isn’t one job.
It’s sales. It’s marketing. It’s consulting. It’s data. All at once.

8. Watch for funnel blockers.
Rigid process, slow comms, risk averse — all kill momentum.

What would you add?

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