As many companies know, getting the best talent is hugely important these days. Evolve understands that and it’s why we want to work with companies to help them figure out their Employer Branding and Talent Attraction strategies. Attracting and keeping top talent is crucial to the success of any business. If you can bring in the right people, it can lead to increased innovation, better productivity, and a more positive company culture.

In a recent poll by Evolve, we asked the question of how companies set themselves apart. Almost 70% of votes was for “people culture and values”, as opposed to other factors such as package and benefits or progression opportunities. This highlights just how important the Employer branding of an organisation is for candidates in today’s job market.

In this article, we're going to talk about what talent attraction and employer branding are, why they're so important, and how you can improve them.

Talent attraction is all about finding and attracting the right people to fill open positions in your company. This means figuring out what skills and qualities you need, creating job descriptions that appeal to those qualities, and using different recruitment strategies to attract qualified candidates.

Employer branding is all about how your company is perceived by potential employees. It includes your company's mission, values, culture, and reputation. If you have a strong employer brand, it can help attract top talent, increase employee engagement / retention, and improve your company's reputation. You can build your employer brand in various ways, such as showcasing your company culture on social media, offering competitive compensation and benefits packages, and promoting your company's mission and values.

You might be wondering why talent attraction and employer branding matter so much. In today's job market, it's tougher than ever to attract top talent. Having a strong employer brand can give you a competitive advantage by making your company stand out from the rest. This, in turn, can help you attract the best candidates and improve employee retention rates. Plus, if you're able to attract the right people and create a positive workplace culture, you can save yourself time and money in the long run by reducing employee turnover and its associated costs.

So, how can you improve your talent attraction and employer branding efforts? Here are some tips:

• Define your company culture and values: Knowing what sets your company apart and what you stand for is crucial to building a strong employer brand.
• Use social media to showcase your culture: Social media is a great way to give potential candidates a glimpse into your workplace and show off your company culture.
• Offer competitive compensation and benefits: Offering a competitive compensation and benefits package can make all the difference in attracting and retaining top talent.
• Promote your mission and values: Make sure your company's mission and values are front and centre.
• Provide a positive candidate experience: The candidate recruitment experience is crucial to your employer brand.

So there you have it! alent attraction and employer branding are super important, and by taking these steps, you can improve your chances of attracting and retaining top talent.

For more information about how Evolve can help your business with Talent Attraction and Employer Branding strategy, please contact the Sarah Le Brocq on 0113 457 0777.

Choosing the right partner is crucial for any business looking to achieve its objectives.

At Evolve, we understand this and strive to build true partnerships with our clients to help them succeed. As a sales outsourcing partner, we pride ourselves on delivering exceptional sales solutions tailored to our clients' specific needs. We understand the challenges that businesses face in the sales process and work diligently to help our clients overcome them and reach their goals.

Here are some of the reasons why we believe Evolve is the partner of choice:

We always add value

Our team of experts has extensive experience in the healthcare sector and has worked with clients of all sizes, from startups to multinational corporations within pharmaceuticals, healthcare and MedTech. Our market experience enables us to provide effective value-added solutions.

Flexibility

We understand that every business is unique, with its own set of challenges and goals. Therefore, our solutions can be adapted to meet our clients' specific needs. Whether you require assistance with lead generation, account management, or any other aspect of sales, we can help.

Exacting standards

Our ultimate goal is to help our clients achieve their sales goals and improve their bottom line. We are committed to delivering excellence for our clients using a meticulous approach in all that we do.

Customer-centric

We are committed to our clients' success and building strong, long-lasting relationships based on straight talking, trust, transparency, and open communication. Our team provides exceptional customer service at every step of the process, treating our clients as we would want to be treated.

Innovation

We are constantly innovating and improving our services to meet the evolving needs of the business world. We invest in the latest sales technologies and techniques and are always exploring new ways to help our clients succeed.

Contact Andy Anderson to learn more about our next-generation sales outsourcing solution on 0113 457 0777.

As a recruitment agency, particularly since Covid, one of our most growth areas has been placing graduates in within the industry. As the market evolves, we’ve seen a huge upturn in demand for these candidates along with a desire for companies to invest in those individuals in the long term, creating stable and rewarding career pathways. We believe our success can be attributed to several key factors that set us apart. In this article, we’ll explore these factors and explain why Evolve has been at the forefront of this sector.

Specialised knowledge and expertise

Graduate recruitment is always challenging. Assessing skills and future potential often means the need for organisations to partner with a specialist recruiter to provide robust recruitment strategies and a great candidate pool. Our team have highly experienced recruitment consultants who purely specialise in placing graduates in their respective industries. With an in-depth knowledge of the job market, industry trends, and the skills and qualifications that employers are looking for in graduates, this expertise allows us to provide our clients with tailored solutions and guidance throughout the recruitment process.

Proactive candidate sourcing

We don't rely solely on job boards and applications to find the right candidates. Instead, we take a proactive approach to candidate sourcing by using our extensive network and industry connections to identify and engage with the most promising candidates. This enables us to present our clients with a high-quality pool of candidates who may not be actively looking for a job but are open to new opportunities.

Candidate screening and assessment

We understand that placing a graduate in a role requires more than just matching them to a job description. It involves assessing their skills, personality, and cultural fit to ensure that they are the right fit for the role and the company. We use a range of screening and assessment tools to evaluate candidates thoroughly and ensure that they meet our clients' requirements.

Strong employer relationships

We have built strong relationships with employers across various industries, which enables us to gain insight into their recruitment needs and preferences. This knowledge allows us to provide candidates with a clear understanding of what employers are looking for and helps us match candidates to the right roles and companies. Our strong relationships with employers also enable us to negotiate favorable terms and conditions for our candidates, such as competitive salaries, benefits, and training opportunities.

Post-placement support

Our commitment to our candidates does not end once they are placed in a role. We provide ongoing support and guidance to ensure that our candidates are happy and fulfilled in their roles. We regularly check in with our candidates and employers to ensure that the placement is working out well and address any issues or concerns that may arise. This post-placement support has resulted in high levels of candidate satisfaction and loyalty, which, in turn, has led to referrals and repeat business.

In conclusion, our success in placing graduates can be attributed to our specialised knowledge and expertise, proactive candidate sourcing, candidate screening and assessment, strong employer relationships, and post-placement support. These factors have enabled us to provide high-quality recruitment solutions that meet the needs of both our clients and candidates. We are committed to continuing to provide excellent service and solutions to our clients and candidates and look forward to helping more graduates achieve their career goals.

For more details on Evolve’s next-generation graduate solutions, click here or contact Andy Anderson on 0113 457 0777.

Sales outsourcing has become a popular business practice across various industries. The pharmaceutical sector is still no exception. Many pharmaceutical companies continue to turn to outsourcing their sales functions to third-party vendors to help them save costs, streamline operations, and enhance their competitive advantage. In this article, we will explore the benefits of sales outsourcing in pharma and how it can help pharmaceutical companies achieve their business objectives.

Cost savings

One of the most significant benefits of outsourcing sales in pharma is cost savings. Hiring, training, and managing a sales force can be expensive and time-consuming. Outsourcing sales to a third-party vendor can help reduce costs associated with recruitment, training, salaries, benefits, and other administrative expenses. Additionally, outsourcing can help companies avoid the costs of establishing a physical presence in new markets, such as setting up offices.

Expertise and experience

Pharmaceutical sales outsourcing companies specialise in providing sales solutions to the industry. They have a wealth of experience and expertise in the pharmaceutical market, including knowledge of industry trends, customer needs, and regulatory requirements. This means that they can provide valuable insights and support to pharmaceutical companies that are looking to expand their sales operations or improve their sales processes. Furthermore, outsourcing sales to a specialised provider can give pharmaceutical companies access to a broader range of sales skills and expertise than they may have in-house.

Scalability and flexibility

Another significant benefit of outsourcing sales in pharma is scalability and flexibility. Outsourcing providers can quickly scale up or down sales operations to meet changing business needs, such as entering new markets or responding to shifts in demand. This means that pharmaceutical companies can benefit from sales resources without having to commit to a long-term investment or bear the risks associated with in-house sales teams.

Focus on core competencies

Outsourcing sales in pharma can also help companies focus on their core competencies. By outsourcing non-core functions such as sales, companies can devote more time and resources to their core business activities, such as research and development, product innovation, and strategic planning. This can result in greater efficiency, productivity, and innovation, which can translate into improved performance and profitability.

Improved performance

Finally, outsourcing sales in pharma can lead to improved performance. Outsourcing providers are typically measured against specific performance metrics, such as sales targets, customer satisfaction, and other key performance indicators (KPIs). As a result, outsourcing providers are motivated to deliver high-quality sales solutions that meet or exceed these performance metrics.

In conclusion, outsourcing sales in pharma can provide significant benefits to pharmaceutical companies, including cost savings, expertise and experience, scalability and flexibility, focus on core competencies, and improved performance. However, outsourcing sales is not a one-size-fits-all solution, and pharmaceutical companies must carefully evaluate the risks and benefits before deciding whether to outsource their sales operations. Nonetheless, with the right outsourcing partner and strategy, pharmaceutical companies can achieve their sales objectives and gain a competitive advantage in the market.

For more details on Evolve’s next-generation outsourced solutions, click here or contact Andy Anderson on 0113 457 0777.

In today's fast-paced business environment, MedTech companies are under pressure to stay ahead of the curve and drive revenue growth. One way to achieve this is by building a high-performing sales team. However, hiring a permanent sales team can be expensive and time-consuming. That's where a contract sales team comes in. In this article, we'll explore the benefits of a contract sales team for MedTech companies.

Flexibility

A contract sales team can provide MedTech companies with the flexibility they need to adapt to changing market conditions. They can be brought in quickly to cover a specific territory, product line, or sales channel. This can be particularly beneficial for companies that are launching a new product or entering a new market. A contract sales team can help MedTech companies establish a presence in the market quickly and efficiently.

Cost-Effective

Hiring a permanent sales team can be expensive, especially for small or mid-sized MedTech companies. A contract sales team can provide a cost-effective alternative. Companies can hire a contract sales team on a project or short-term basis, which can help them control costs while still achieving their sales targets.

Expertise

A contract sales team can provide MedTech companies with access to specialised expertise that may not be available in-house. For example, a contract sales team may have experience selling to specific types of customers or in specific geographic regions. They may also have expertise in specific sales channels, such as e-commerce or direct sales. This expertise can be leveraged to help MedTech companies achieve their sales targets and grow their business.

Focus on Core Competencies

A contract sales team can allow MedTech companies to focus on their core competencies, such as product development and innovation. By outsourcing sales to a contract sales team, companies can free up resources and time to focus on their core business activities. This can help MedTech companies to achieve their strategic goals and objectives more effectively.

In conclusion, a contract sales team can provide MedTech companies with the flexibility, expertise, and cost-effectiveness they need to achieve their sales targets and drive revenue growth. By outsourcing sales to a contract sales team, companies can reduce risk, focus on their core competencies, and achieve sustainable business success.

For more details on Evolve’s next-generation outsourced solutions, click here or contact Andy Anderson on 0113 457 0777.

In today's rapidly changing healthcare landscape, organisations need to think outside the box when it comes to talent acquisition. One often-overlooked source of great talent is graduate entrepreneurs. These individuals have a unique set of skills and experiences that can be a valuable asset in a medical sales role. Here’s some benefits of recruiting graduate entrepreneurs.

Adaptability

Graduate entrepreneurs have typically gained experience in adapting to new environments and situations quickly. This can be particularly valuable in a medical sales role where there may be constant changes and challenges. They’re comfortable with taking on new projects, working with different teams, and dealing with changing business environments. This adaptability can help them stay ahead of the curve and make the necessary changes to improve sales performance.

Creativity and Innovation

Entrepreneurs are often creative problem solvers who can bring fresh ideas and innovation to the sales process. They may be able to approach challenges in unique ways that can lead to new sales opportunities. Their experience of developing new products, services, and businesses can bring a new perspective and a willingness to experiment, which can help businesses to differentiate themselves from the competition.

Ambition and Drive

Graduate entrepreneurs are typically highly ambitious and have a strong drive to succeed. They’re often willing to put in extra effort to achieve their goals, which can lead to increased sales and revenue for the organisation. They possess a relentless work ethic and strive to achieve excellence in everything they do. This drive and ambition can be a real asset in a medical sales role where success is often measured in terms of meeting sales targets and generating revenue.

Entrepreneurial Spirit

Entrepreneurs are typically risk-takers who are comfortable with uncertainty and ambiguity. This can be beneficial in a sales role where there may be ups and downs in the market or changes in the organisation's strategy. They possess an entrepreneurial spirit and are not afraid to take calculated risks to achieve their goals. This resilience can help them weather the storms and emerge stronger and more successful than before.

In conclusion, graduate entrepreneurs can be an excellent source of talent for medical sales. They bring a unique set of skills and experiences that can help businesses adapt to changing market conditions, develop innovative sales strategies, and achieve ambitious sales targets. By tapping into this talent pool, organisations can build high-performing sales teams that can drive revenue growth and deliver sustainable business success

For more details on Evolve’s graduate solutions, visit Evolve or contact Andy Anderson on 0113 457 0777.

About me:

I joined Evolve in 2022 as an 8-week old. Due to my unrivalled ball catching ability and outspoken nature, I quickly progressed my career and have now taken up post as Barketing Manager for the company. As well as this, I have extra responsibility for raising team morale and providing on-demand cuddles to my colleagues, no matter whether they need one or not!

Every employer dreads receiving a resignation letter.

And in the age of talent shortages, it can seem logical to turn to a counteroffer as a way to retain talent.

But a rapidly scrambled counteroffer is not the way to go. In fact, in the vast majority of cases, counteroffers are poorly put together panicked responses to a misunderstood situation.

This is because legacy management strategy will have you working to formulas that simply don’t work anymore.

The annual review.

Distant and aloof leadership.

Generic feedback and performance management strategies.

These have been proven, again and again, to not work.

Staff retention means putting aside management hubris and adjusting your performance management and reward and recognition scheme to make sure you never get to the point of counteroffering.

The trick is in ignoring all your protective, responsive instincts and leaning on patient, pandemic-proof performance management techniques.

The key to successful staff retention lies in its sustainability.

Sustainability in this regard means packaging performance reviews and staff management strategies that meet the contemporary needs of your people. It doesn’t mean simply offering what other companies are offering, or getting to the point of having to counteroffer to meet a competitive new job package.

Effective talent retention relies on business owners and HR managers reaching beyond the scope of immediate job demands and take-home pay to drill into the soul of why your staff member works, and what they work for.

• This takes analysis of pay, performance reviews, appreciation of workplace mental health, career happiness, personal growth and more.
• Retention of talent requires targeted contract and workflow management. Most important to this is personalising feedback and operational support.
• Taking a one-size-fits-all approach to staff management won’t work. Context, and specificity, is key.

So here are our thoughts on why counteroffers are never the recruitment and retention fix you think they are…and how to manage your staff better to retain the best-in-class talent.

Money isn’t everything.

• “Only 12% of employees resign due to money”

This alone should tell you that throwing more money at a dissatisfied employee will rarely work. Money is important in retention strategies, but it is significantly less important than connection to company purpose, ESG or career growth, for example.

Get some context, and lead with empathy.

Undoubtedly you’ve been where your employee has been - perhaps eager to start a new role and less than satisfied with their current role. So, staff retention strategy should lead with empathy.

If you try and retro-fit a “solution” onto the “problem” of your employee wanting to leave without understanding the reasons behind it, you come across as callous and impersonal, as if you think any action is worthwhile when what your staff member wants is highly specific, nuanced solutions to their unhappiness.

Above all else, your people want to be heard.

So, engage with them, let them speak, and seek context for their career. What do they work for? Why do they like or not like working for you? These aren’t questions to be asked at an annual review or after someone’s handed in their notice. You should be asking it every week, every day if possible.

Don’t knee-jerk a response to someone quitting.

No right-thinking employee is going to take a hastily written email offering more money or a better job title without a formal meeting and a proper discussion.

So do not reply to a resignation letter with a quickfire counteroffer.

Accept the letter, express your dismay if you really want to, but make sure you formalise a proper meeting to discuss how you can improve their experience at your company.

Allow your employee the chance to prepare, and make them aware you’re eager to sit them down to clearly, and professionally, try and retain them for the right reasons.

Focus on employee positives and how they relate to career and company success.

When it comes to career management and support, focus on what you can realistically achieve for your people. Make development plans personal, and make sure any improvement of position, pay and experience focuses on how your employee’s career is valued in the context of your company.

You should not break salary rules to hold onto talent (see Money isn’t everything above) - this is neither sustainable nor fair. You cannot say things like “we were planning on doing X anyway…” after someone shows a willingness to quit because even if you were, it sounds like an excuse.

Summary

Staff retention requires patience and hyper-personal forms of performance management and recognition.

You want to make sure every member of staff feels connected to company purpose, and tangible company context.

Managers are respected more if they are candid, honest and don’t hide. Use performance feedback and continual feedback strategies as a springboard to engage more staff about their happiness and future at your workplace.

If you follow the above advice, you’ll never get to the point of counteroffering. Which is exactly where you want to be.

Evolve are employer branding pioneers within the MedTech, Pharmaceutical, Life Sciences and Healthcare industries.

To read more about our employer branding service, and how it can help your company develop a market-leading employer value proposition to attract, hire and retain the best talent for your business, visit our employer branding page.

A lesson to jobseekers everywhere - beware the counteroffer!

In today’s recruitment market the counteroffer has become a go-to staff retention tool.

As talent shortages persist in key industries, counteroffers are a last-ditch attempt to keep hold of staff. Critically, we believe they don’t offer long-term solutions to the question of why you want to leave a job in the first place unless the offer is tangible, meaningful and personal.

The reality of counter offers.

Most people will get a counteroffer at some point in their career.

“Up to 50% of candidates who resign will receive a counteroffer” from job to job, so strategising a response to one is wise.

Naturally, this strategy should go hand in hand with the reasons why you want to leave in the first place. It could be that you don’t feel rewarded, either financially or promotionally. It could be that you feel disassociated from the direction of the company, or simply that you need a change.

Counteroffers are, in our view, broad-stroke “solutions”. They are often not specific or personal enough to warrant acceptance.

Here’s why.

The Fix.

It can seem like a counteroffer does offer a fix - bosses will wrap up a counteroffer in a sweet package of more money, perhaps a new job title, an acknowledgement they “haven’t been fast enough at picking up on things”, or “we really want to give you the position you deserve now” and so on and so forth.

In reality, the vast majority of counteroffers are a poor HR sticking plaster.

They are mostly reactionary offers: short-term fixes to long-term problems. Throwing money at those sorts of issues never works. Only a small proportion of people leave jobs because of a lack of money. It's much more holistic than that.

Sadly, the stats back this up. Candidates should be aware that for all the attractiveness of a counteroffer, accepting a counteroffer is productivity and job happiness suicide unless the offer is truly personalised and it addresses the root causes of why you want to leave a job.

New job, old issues, and short-termism.

For candidates with one foot out of the door and into a new job, a counteroffer can seem like a sweet victory - finally, the job you worked for is offering you everything you wanted! They are offering everything your new company is offering, but you don’t need to faff around with onboarding because you already know the systems!

But as with many things in recruitment, if it's too good to be true, it often is. The most salient piece of research around counteroffers contains the following:

• “80% of employees that accept a counteroffer leave within six months and 90% within a year”.
• “50% of candidates that accept a counteroffer from their current employer will be back on the job market after two months”.

Counteroffers are not, in the main, long-term solutions to job dissatisfaction.

Your immediate response to a counteroffer.

So when faced with a counteroffer our advice, and the advice we give jobseekers, goes like this:

1. Never forget why you’re leaving in the first place. Constantly refer to the emotions and professional reasons you decided to hand in your notice in the first place. Analyse them, and hold them close.
2. Take a breath. Agree to nothing straight away. Ask your boss to put any offer, or any discussion around a counteroffer, in writing.
3. Allow yourself time to take the offer in. If you are utilising an external recruiter, speak to them and ask them for their advice. Unless the offer is exceptional, they will say what I say - it’s too little, too late, they’re panicking, and it’s not your responsibility to cover for them while they look for a replacement, because they will be looking for one.

But in an effort to be fair here are some examples of when to take, and when to decline a counteroffer.

When to accept, or not accept, a counteroffer.

Did the boss sit down with you?

• By this, we mean did the boss see your letter of notice and simply ping off a knee-jerk response saying “I’ll see what your new job is offering”, or did they offer to sit down and discuss your position in full?
• In short, if a counteroffer is going to be offered you want it to be tangible, realistic to your position, and packaged to answer every reason why you wanted to leave in the first place. If it isn’t, don’t accept it.

Is the counteroffer an actual “package”?

• By this, we mean is the counteroffer simply an offer of more money, or does it take a full-spectrum approach to every point of contention in why you want to leave, and aim to answer them all? Does it give you timescales, realistic KPIs to hit to improve performance or a roadmap for advancement? Does it make you happy?
• Our advice is never to accept a counteroffer that doesn’t take a total, personal, positive approach to your job, career, happiness and skills development.

The one question a counteroffer needs to answer.

After the above two criteria have been answered, ask yourself this one question: would I have gotten all the above if I didn’t quit in the first place?

If the answer is no, don’t accept the counteroffer. You should never have to twist an employer’s arm into recognising good work and rewarding it appropriately.

Summary.

In our view, the majority of counteroffers are never worth the stress and effort. In very rare circumstances are they worthwhile.

They are generally offered when the worst of the workplace damage has been done, and are done as a knee-jerk reaction to someone quitting.

As highlighted above, they are not long-term fixes for job satisfaction and we always urge any candidate facing a counteroffer to never forget why they handed in their notice in the first place!

Evolve are employer branding pioneers within the MedTech, Pharmaceutical, Life Sciences and Healthcare industries.

To read more about our employer branding service, and how it can help your company develop a market-leading employer value proposition to attract, hire and retain the best talent for your business, visit our employer branding page.

It’s not what you say, it’s how you say it - is this the hidden cardinal rule of interviews?

Mastery of “body language” and understanding what you should and shouldn’t say through utilising body language techniques, has forever been touted as the job interview secret weapon.

Everyone has heard the facts - that something like 90% of all communication is non-verbal. While this fact is not completely on the money, the principle stands - that in moments of high emotion, body language can be, and often is, your most communicative asset.

What is “body language”?

➔ “Body language is the use of physical behaviour, expressions, and mannerisms to communicate nonverbally, often done instinctively rather than consciously”.

So, think about everything you do when you’re not talking. How you sit, how you stand, your general posture, eye contact, when and why you smile, how you use your hands, how you touch or “haptics”, how you sit, how quickly your talk, how loudly or softly your talk, your facial expression, your tone of voice, your personal “space”, fidgeting, doodling, fiddling with the collar of a shirt, rubbing your neck…on and on the list goes.

The HelpGuide piece quoted above says there are 7 types of nonverbal communication. This Verywellmind piece says there are 9.

What cannot be ignored is that you are telling your interviewee or interviewer a lot more than just the content of your words.

Your body tells a message.

Body language is like a compass pointing towards what you really want to say. Your body will convey attitudes, behaviours, and messages based on the way you gesticulate, use eye contact, and tangibly contact or interact with another person from the second you step into a room or onto a Zoom call.

So an awareness of certain cues or nuances in how someone is communicating, such as via certain postures, hand gestures or eye contact gives context - to the words being spoken, and the feelings and emotions of the other person in the room.

An interviewee helping hand.

By deploying certain body language techniques in an interview - some overt, some subtle - a candidate can elevate their interview through displays of confidence, engagement, surety and calm.

Consider your posture - quite literally how you sit in an interview. Research tells us that sitting with arms folded (candidate looks defensive), or sitting facing a door or window (candidate is indicating they want to escape) are critically negative body language traits.

Awareness is power, and by removing those postures from your interview you immediately improve your chances of positive interactions.

An interviewer helping hand.

But body language is also a vital tool to be used by interviewers - they too have to make sure they’re setting the right context as leaders of an interview.

Consider your tone of voice. A commanding and domineering tone of voice may seem authoritative to a business leader who wants to convey leadership, but to many candidates it's overly dominating, controlling, and not welcoming.

Neither interview party wants to be seen as aloof, disinterested, nervous, stressed or rude. So awareness of positive, open and context-led body language techniques is the key to making sure job interviewers are rewarding for both sides of the hiring coin!

The dos and don’ts of interview body language.

DO - practice! Without practice, you’re a leaking ship of emotions and worry, and all the hard work of planning every answer (or question) can be undone by the fact you’re a taut spring ready to explode sitting on a chair. So do mock interviews. Record yourself. Practice, and think - would I hire me?

DON’T - go overboard. There is such a thing as too much gesticulation, and holding eye contact beyond 4 seconds gets a little creepy.

DO - develop emotional awareness. Non-verbal cues are emotionally driven and hard to control without a bit of self-awareness. This means connecting with your emotional triggers and pulls, and being able to read others’ emotional states.

DON’T - zone out on Zoom. Screen-based interviews still offer plenty of opportunity to display job surety via body language, so watch out for looking off-screen too much, or simply not looking at the screen at all.

The bottom line.

Body language mastery requires a lot of self-awareness and some good old-fashioned practice. It’s central to telling the right story about who you are, why you’re good at what you do, and the confidence behind your craft.

Rather than stress over the fact you’re more of an open book than you realise, it’s better to think about our interview body language guidance as a loose set of rules - ones that can be freely interpreted and communicated at will and adapted to meet the needs of each interview.