How to write an impactful resume – advanced techniques

A resume is one of the most essential documents you need to have when looking for a job. It’s the document that gets you in the door and gives the employer a sense of who you are. Although thousands of people write their resumes every day, there are very few that know how to create an impactful document that will make a lasting impression and stand out from the crowd. That is why taking the time to plan the details and create a personalised version of your resume for the specific job that you are applying for, can be the winning strategy that will get you to the next stage.

If you have read our previous blog on creating an outstanding resume structure you already know the basics and are ready to go to the next level of your resume development. Here are the steps that you need to follow to get there.

  1.     Research the company you are applying for

The first step in writing an impactful resume is to understand what exactly you’re trying to convey and who the person reading it is. In order to do that, you need to research the company that you are applying for. Start by going to their website and understanding what they are all about. Find out what services or products they offer, what is their business model and what values they cherish as a company. This will help you get a better idea of the work environment and the qualities that they are searching for in their employees, which are things that you can use for emphasis when writing your resume later on.

Another good practice is to try to identify the people that are responsible for the preselection process (usually the recruitment team) and imagine that you are writing your resume for them. This will take out some of the pressure of the unknown and will make your CV sound more personal.

  1.     Understand the job description

Every resume should be tailored to the position being applied for. With this in mind, the obvious next step would be to dive deep into the job description and understand what are the skills and qualities that the employer is looking for for this specific position. A key point here is to go through the whole job description and not only the “Experience and skills required” section, as you may miss out on some ‘hidden’ notes that have been made for the position.

Once you have figured this out, you can then see which of the skills align with your experience and think about projects that put emphasis on them. One good practice that we share with our candidates is to try to use similar language and terms to the ones that have been used in the job description. This will not only help the employer follow your resume more easily, but will also win you some points for knowing the terminology of the job.

  1.     Be yourself

The final and most important step in writing an impactful resume is to be yourself. While you can use some tactics and research to strengthen your CV, you shouldn’t go overboard and write things which are not corresponding to your beliefs. The impact of a resume hides behind the passion and qualities of the person who has written it, so the more candid you are, the greater imprint your CV will leave. This is the way to go even if you don’t have much work experience. The employer can always tell whether you are enthusiastic about the position and in many cases, your desire to develop with the company and do the job will have a bigger impact on you getting the position than stating the facts and figures.

Learning to follow those steps for each job that you are applying for may be time-consuming, but with time you will see that it is definitely worth it. Remember, quality wins over quantity and your time and effort will eventually be rewarded.

Contact us if you have any questions and keep an eye out for our next blog from the “How to prepare for your next job” series.

Top Tips for Your Interview Preparation

Preparing for your interview might seem like a daunting task, especially if you are a specialist in your area. However, you should remember that each company is different and this might be your only chance to set yourself apart and make a lasting impression on your future employer. That is why we have created a list of 10 Top Tips for interview preparation that you can use to your advantage. 

  • Research the company 

Go through the company’s website and LinkedIn page. Give special attention to the “About us” section, the size of the company and where it is based.

  • Get in touch with people who work there 

Find people in similar positions to the one that you are interviewing for and reach out to them. A lot of people will be happy to share their experience and help you learn more about the position itself.

  • Think of questions to ask at the interview 

Take a mental note of any questions about the company/position/project that arise during your research. By asking those at the interview, you will show that you are prepared and genuinely interested in working for them.

  • Go carefully through your resume and cover letter

Those are the 2 documents that employers will use as a reference at the interview and many of their questions can arise from them. Try to look at them through their eyes and prepare answers to the questions that may arise. 

  • Prepare explanations for gaps in your experience 

Long gaps in your professional experience often raise questions in employers. Explaining your situation at the time while focusing on the positive is the way to go.

  • Think of similar jobs or projects that you have done in the past

This will not only help you prepare relevant examples of your work that you can use at the interview, but will also help you prioritise the work experience that you should mention.

  • Prepare for common interview questions

Questions like “What are your strengths and weaknesses?” or “Where do you see yourself in 5 years?” are asked at almost every interview, so you can avoid the stress and think of your answer in advance. 

  • Carefully examine the job description again 

Try to figure our what are the key requirements and tools for the job and research any of those that you are not sure about. 

  • Think about your main “selling points” 

Think about 3 to 5 qualities and skills that make you the best candidate for the position. Have an example of each selling point, so you can illustrate your claims. 

  • Stay calm and remember to smile

If you are calm and positive at the interview you will both make a better impression and will have the ability to perform your best, so try to compose yourself and remember to breathe. 

Resume Do’s and Dont’s 

Writing a resume is not an easy task. And writing a great resume is even more difficult and time-consuming. With this in mind, we have developed a list that aims to help you figure out how to stand out from the crowd with your resume. What is a must in your resume and what should you try to avoid? See our Do’s and Don’ts to figure it out. 


  • Tailor your resume to the specific job

Be sure to include only work experience that is relevant to this position. Include the company’s name and use phrases from the industry that you are applying for. 

  • Create a clear resume structure

Organize the sections in reverse-chronological order and have clear headings. Leave enough space between the different parts of your resume, so they don’t mix up.

  • Keep a consistent format 

Use one font with 10-12 font size for the text throughout the whole resume. Bold the titles of the sections to highlight them and make your resume easier to read.

  • Use keywords from the job description 

Read carefully the job description and underline relevant keywords that the employer has used. Use those same terms and keywords when writing about your experience.

  • Focus on positive results and accomplishments 

Include accomplishments and results that will set you apart from your competition and show that you are good at your job. 

  • Quantify your experience whenever possible

Numbers speak louder than words. Include numbers and percentages whenever you can to clearly showcase your results. 


  • Don’t make your resume too long 

Keep your resume up to 2 pages long. Use bullet points instead of whole sentences to save space and make it clear to follow.  

  • Don’t include irrelevant information

Don’t add every single position that you have had if it is not relevant to the job you are applying for. Don’t list certificates that are not relevant.

  • Don’t use clichés

Phrases like “a fast learner” tend to be used too often and are not perceived well by employers. Instead, focus on your unique abilities. 

  • Don’t make general claims 

General claims such as “good communication skills” often give no information and are meaningless if they are not illustrated with examples.

  • Don’t use eccentric templates and colours 

The resume is a formal document and should be perceived as such. Using different colours and unusual templates can be perceived as inappropriate. 

  • Don’t skim through the job description 

Read every part of the job description thoroughly as it may contain some extra information about qualities and skills that are important for the employer.   

Robotic Process Automation – Trends and Predictions

The world’s fixation with AI and all things automated has seen many enterprises launch into the Robotic Process Automation (RPA) market. With large organisations seeing the benefit of faster processing of data and the reduction in time spent by employees on repetitive tasks, there are huge upsides for organisations to become more efficient. It is no wonder, therefore, that Gartner reports RPA as being the fastest growing technology area in 2019. $1.7bn was spent in 2019 globally on RPA software and a healthy $5.8bn on RPA services. The rate of growth projected by analysts over the next three years will see those numbers grow to $12bn and $4.2bn respectively (Forrester).

What does this tell us?

The appetite is there in the enterprise market for the adoption of RPA software. With obvious opportunities across the support functions of a business to reduce the time spent on repetitive tasks. Organisations with large transactional operations that adopt this technology will be able to focus on upskilling a premium digital workforce to support the drive for competitive advantage. In a world where the cost of doing business is likely to increase; cost efficiencies and digital transformation will be key. Given that the task list that can be automated is great and the time and cost savings justify the investment – adoption is still relatively immature. According to Deloitte’s most recent RPA findings, only 3% of leaders have achieved any form of scale with more than 50 robots in service across their business.

The projected growth rate of services Vs software sales globally, tells us that the desire to adopt automation and start on the journey of implementation is high amongst many business leaders. It is also clear that there is a need for support – organisations need to identify the right service partners to help with their process assessments and ultimately implement robots with velocity. As well as service providers, it is for global system integrators to help organisations scale their use of robots. Again, according to Forrester, “Some 50% of companies—and these are companies that have some maturity in RPA, not the newbies—have fewer than 10 bots,” Utilisation rates are going to be important for many leaders to ensure that the early adoption of RPA is embedded into the business and further exploited across more and more processes.

So what are the key challenges that need to be addressed?

With the lack of utilisation (remember, only 3% of organisations have achieved more than 50 robots in service) process identification is the number one challenge. With the alure of efficiency, many senior leaders are attracted to the idea of RPA – the outcomes are clear. The challenge is discovering which processes are going to be viable – essentially the vetting process to identify which processes will achieve the greatest levels of utilisation becomes the biggest challenge. This challenge is what drives the service to licence ratio we see in global spend – with every $1 spent on software $3.41 is spent on services. Organisations need help in applying the right lens to start their RPA projects. In fact, many who have begun the journey did so as an internal case study or an experiment. A broader perspective with a desire to achieve more than cost reduction will open up far more processes to be considered as contenders for RPA.

The workforce and working environment have been challenged through 2020. Digital transformation has moved rapidly, driven greatly by the recent pandemic. As organisations, globally, looked at their digital capabilities this has also accelerated the adoption of RPA. RPA has started to evolve from a transactional focus on cost takeout to a broader automation mandate. The true champions for RPA will be those who are close enough to the process to ensure a successful implementation. If you have a strong team of business analysts or people in functions like HR and finance working with the process, they can help implement RPA more easily.

Another challenge is the simple one of ownership. Ownership of the implementation and the ongoing management of the RPAs that have been created. This is due to the ownership of the process and the technology being owned by different functional teams (the business unit and the tech team). This challenge is as apparent for the services companies and SI market as it is for the end user and is a potential driver for the lack of utilisation amongst those who have adopted the technology.

In conclusion, the future for RPA as a sector looks bright. The projected growth in global sales is robust – the long term success of RPA will sit in the utlisation and the breadth of adoption in the enterprises who implement it. We are likely to see new teams formed in consultancies and their end clients to take ownership of the RPA as an enterprise platform. Good automation governance will require ensuring that the impact on security, data privacy and people has been managed and documented.

At Vivo Talent through our high tech engagement strategies, specialist knowledge and innovative products we help a number of end clients and consultancies build their RPA strategies and teams.  If you are embarking on implementing RPA or growing out your team; we can bring the best Talent to your team and help you take advantage of this exciting technology.  Please get in contact to discuss further:


Building Relationships With External Agencies

The impasse between internal recruitment and agencies cannot be ignored. For a long time, there has been an adversarial relationship between the two parties. Both considering the other to be a threat to their existence (or success).

It is rare to find a Talent Manager or Internal Recruiter who has not found themselves on the end of multiple sales calls per week from recruitment agencies claiming to have the “ideal candidate” that appeared on the careers page that week. All too often these wild claims are not backed up with either quality of service or candidate.

It is no surprise that this barrage of calls and claims has led to the use of the PSL as being a shield rather than a genuine tool to help the business develop strategic partnerships with its suppliers.

The world of work and the recruitment landscape has changed significantly throughout 2020. The pandemic accelerated the adoption of technology and drove a digital transformation that is likely to change how we work forever. Financial pressures created in the economy and volatility in many sectors has meant that recruitment has needed to be more agile.

With the changes set to be the new operating system for 2021 and beyond, it is important that talent teams work closely with their chosen agency partners to develop stronger strategic alliances. Having a partner with whom you’ve shared the goals and objectives for the business and developed a cohesive route to engage with talent on behalf of your brand will give you competitive advantage over other organisations who are seeking to hire the same talent, in the same location.

To get the most out of your agency partners we recommend –

Be Transparent and Agree a Working Framework

Share with your partner the vision for the business and how Talent will support it. Be clear as to the strengths of your team and where you believe a recruitment partner could add value and coverage.

Look at how you can work closer together to develop the external messaging and your employer value proposition. Create an agreed Tone of Voice that both you and your chosen agency will use when communicating with the market. Continuity of the candidate experience from initial conversation with the agency recruiter (and earlier with job advert copy, social media posts and direct marketing communication) through to offer creates commitment and buy-in. The link between agency and internal recruitment ensures talent is not lost in the gap.

Creating Strategic Partnerships for Recruitment

The preferred suppliers list of agencies has, for many years, existed as the crux of the relationship between an Internal Recruitment team the agency market. Many of these PSLs are overly cumbersome, create limited meaningful relationship between the customer and the vendor and rarely have any useful service level agreement beyond commercial terms.

What was once seen as the holy grail for a recruiter is more frequently considered a millstone around the neck.

Be clear on the value of the relationship for both parties. Develop a service level and set expectations early as to what you will provide your agency and what you expect in return. Map your process with them as to how you can work together from initial briefing through to on-boarding. Get the most out of their insight and knowledge of the market place and invite them in to help develop the right person specifications for the key roles in your tech teams. Partner together to co-brand your talent attraction and engagement. Get your agency doing the heavy lifting for you to build and nurture relationships with the right audience.

Give Your Agency Breathing Space

Once you brief your agency it is likely that the role in question have been through the twists and turns of sign off for headcount and budget. The initial internal briefing meeting to discuss the requirement could have been as much as three weeks before you go to market. Give you agency a heads up on what is currently in the sign off process so that ground work can be done to build a campaign. When speed is of the essence, early heads up can help a recruitment consultant serve you better. Confidentiality and discretion are important at this stage, which is why trust and partnership is so valuable.

The relationship between you and your recruitment agency is a two way street. This should be mutually beneficial and closer working arrangements will help ensure the right talent is hired, in the right timescales and delivers against the mission well into the future.

If you’d like to talk to Vivo about how we work in partnership with our customers, feel free to reach out to one of our consultants for a conversation.

Reducing Time to Hire – Smart Tactics for Talent Acquisition

Data has played a bigger and bigger part in recruitment. Knowing your key performance metrics will help you, as the Talent Team, to provide stakeholders with the support they need to fill their vacancies.

One of the most common challenges we see Talent Teams face, particularly within technology, is the average time that it takes to hire. There are multiple factors that can slow down the hiring process – from actually having people to consider as contenders through to the process itself.

At Vivo, we know how important it is that you hire the right people as quickly as possible. We also understand that there are times when this needs to be delivered directly through the Talent Team, rather than with the support of an external recruitment partner. We’ve put together our top tips to help you to decrease your average time to hire and make sure you do so without compromise to the quality of candidate.

Build a Pipeline Ahead of Time

This tends to be the place that most recruitment agencies outperform their Internal Talent counter parts. With a well-defined demand forecast, an engaged audience of talent who are primed as to the benefits of working for you can be developed. With more time to find, engage and nurture relationships with the talent your business will need in six, 12 and 18 months’ time will help you to find good people who want to join your business. Investing time each week to develop relationships gives you a wider bandwidth of talent and a faster route to successfully filling future jobs. Managers can conduct interviews with prospective employees, discussing future projects and the dynamics of the team. We see large tech firms adopting this strategy and talking to the talent that they believe they will need to be hiring in 24 months’ time and beyond.

Know Your Process

Clarity on your process, the purpose of each stage and who is involved will ensure that once you’ve begun your campaign there are no delays. Hesitation and delay in recruitment process is one of the biggest contributors to losing talent and processes having to be re-started. No one begins a process with the intention of delay. Things happen and calendars get busy. Make sure you map out the hiring journey and get everyone’s commitment and availability before you start. Ensure that stakeholders know the mission that is gong to be given to the successful candidate and what strengths they need to be able to demonstrate at interview. Manage the process effectively and incorporate a robust preparation and debrief loop so that communication through the process is clear with candidates and hiring managers. Develop your own checklists to ensure the transition from first to second stage is smooth and feedback has been shared in good timescales.

Know Your Own Strengths

AS tempting as it may be, not every role that is being hired within your business should be a direct hire. Being clear on the talent pool you have been nurturing, your strengths and weaknesses will help making decisions as to whether to instruct a specialist recruiter or complete a direct hire exercise. Electing to have a go first and then pass to an agency when you find yourself struggling is counter-productive. Time and energy has been invested with no return and your selected recruitment partner will have to go out to the market (and potentially some of the same talent) to complete the exercise for a second time. With greater clarity a direct hiring strategy is very successful when you know the pool, have developed an engaged audience or have recently successfully hired similar skills at a similar level.


At Vivo Talent, as well as advising clients on smart tactics to improve the process, we have also invested in market leading technology to help our clients attract, engage and hire top talent in a quick and efficient way.  Our Talent Magnets help our clients talk directly to the candidates they wish to recruit, increasing engagement and increasing diversity of applicants.  Talent Pools are nurtured through regular outreach programmes, educational content and networking.  We have implemented Video Interview Technology helps nulify the need to have all the decision makers available at the same time to interview, speeding up the process and reducing the amount of time spent interviewing unsuitable candidates.  To learn more about our products and how they help internal talent teams reduce time to hire while improving quality and candidate experience, please get in touch:



Bridging the Gender Gap

Step into any tech-based office (or look at the next tech team Zoom meetup) and you’ll see that women are massively underrepresented.

Only 26% of computing jobs are held by women. This number has been on a steady decline for years.

The attrition rate is more than twice as high for women than it is for men in tech industry jobs — 41% versus 17%

56% of women in tech are leaving their employers mid-career.

From 1980 to 2010, 88% of all information technology patents were by male-only invention teams, while 2% were by female-only invention teams. So essentially, the technology being created for a widely varying and diverse population has historically been formed by a homogeneous group. Not ideal.

So why does this matter to you? How does it affect your business now?

A diverse workforce has been shown to be more agile, more productive and even more profitable. Fortune magazine reported that companies with female CEOs outperformed male led companies on the S&P 500 by 300%.

So, what can you do about it?

Amplify Women’s Voice in Your Team/Company

Amplification techniques can help to counteract women being overlooked (or not even invited into meetings), especially in the tech workplace, and aid in improving listening skills. Not sure how to begin amplifying? Start in your meeting rooms. Highlight the contributions of those in the team who have perhaps held back from being vocal.

Click and follow the women in tech on social media who are championing the increase in gender diversity. Share this with your own team. Breaking down the unconscious bias that exists in tech starts in your own business.

Stop Hiring Based Upon Team Fit

If you catch yourself saying out loud – “they need to fit with the rest of the team” how are you ever going to find a diverse workforce and bridge the gender gap?

Set your hiring standard based upon skills, attitude and capability. Stop seeking culture fit and team fit. It’s the recipe for replicating the team you’ve already got.

Increase Diversity in Your Process

Women are far more likely to join a business where they see other women working. Getting more diversity into your own interview process will help you to speak to a broader audience and bridge your own gender gap.

Remove Gender Bias from Your Job Adverts & Descriptions

Using neutral language will help you to remove gender bias from your written communication. With women less likely to apply for a job after viewing it (by 16%) it is important that you don’t unconsciously put them off. This free tool from Kat Matfield (a Python coding specialist using research on gender-based language in adverts, by the University of Sussex) is a great way to assess your adverts and job descriptions.

Disregard Unnecessary Hiring Criteria

Not everything you ask for is essential in a job briefing. Be clear on what is essential and what is desirable. Some of your hiring expectations may prevent some applicants applying, particularly women.

Men will apply for a job once they feel they are a 60% match or more.

Women apply for roles when they perceive there to be a 100% fit.

If you are asking too much (relative to the actual job) you could be responsible for reducing the number of female applications. 38% of companies said their biggest barrier to bridging the gender gap was a lack of applicants. This could be why.

Value the Journey – Not Just the Work Bio

Learn how to value the journey. We often value recognizable indicators of past success, such as career climbing and work experience in leading companies. We are less skilled at recognizing unique talent, or those whose journey is possibly longer and less traditional; in many cases, those candidates can demonstrate exemplary grit, resilience and creative problem-solving.

Consider the Future – Not Just the Immediate Vacancy

Think about the business you want to build. What matters in the long run? We often get caught in the short-term need to add someone with a functional skill, like project management. We need to also consider how each person adds to the overall diversity of approaches and experiences that will help guide the team through growth and challenges.

Small changes in behaviour can start to open up you and the business to a more diverse, richer workforce.

Get the Mission Right

All too frequently we see companies begin hiring processes without enough thought as to the profile of person to be hired relative to the mission. In fact, when it’s time to recruit, hire, and onboard, the most common approaches are routine and rote, prone to misjudgement and error. The process is costly and, in the end, unfruitful.

To get off to the right start begin with the mission for the person you hire –

What do I expect them to achieve in their first 100 days? Six months?  (How will you measure them and what objectives will you set)

What challenges will they face?  (Be realistic and consider stakeholders, timescales, budgets and decisions)

What strengths will they need to bring to the table?  (What is lacking in the team? What must they bring? What can you develop in them?)

Who will they need to become in 12 months’ time?  (What development do you expect to see? How will they grow in this role? What’s in it for them?)

A mission is exactly that. When you are clear on the answers to the above questions you can then start to profile the individual, who would be able to succeed.

Copy and paste job descriptions often are the precursor for delayed hiring processes and the discovery of bad hires, once someone has started. If you have ever found yourself in these situations:

  • Interviewing people who look good on paper but weren’t right once you met them
  • Redefining your hiring criteria having been through an interview process once already without success
  • Hiring someone with the right experience, qualifications and biography only for them to be unable/less capable to do what is required
  • Feeling uncertain about the candidates you’ve interviewed without being able to put your finger on why, other than “just not quite right”

With only a job description to work from, whatever your route to market to find talent, your ability to hire the right person is greatly diminished. The most talented people are less interested in the duties and responsibilities of the role. Those who are not fully aware of their own capabilities (and failings) will presume that they can do it (it reads similar enough to what they do now) and your HR team will have little to help them screen CVs beyond buzzwords.

This leads to a potential bad hire, the cost of which could include:

  • Recruitment advertising fees and staff time.
  • Relocation and training fees for replacement hires.
  • The negative impact on team performance.
  • The disruption to incomplete projects.
  • Lost customers.
  • Outplacement services.
  • Weakened employer brand.
  • Legal fees.

When you are clear in your own mind as to the true mission, you can develop a person specification of the individual you wish to hire. Everything in the person spec can then be tested against the mission, to make sure you set the criteria for a successful hire.

“Clients tell us that as they develop the mission, it becomes clearer that sometimes a contractor is required to deal with the initial problem and then a long-term permanent employee is hired once the biggest challenges have been dealt with.”

In summary, when you’re hiring it is important to follow this recommended checklist to help you focus on finding the right person and to ensure you have set our own hiring mission –

Why am I hiring? (What is the problem that needs solving? What would happen if I didn’t?)

Why is it important to hire? (What are the consequences of a good hire? Of a bad hire?)

 How much time do I have? (What is the earliest I could accommodate someone? How long could I be without someone before it become business critical?)

What is the mission for the first 100 days? Six months?

What is the profile of person I need to hire? (What strengths do they need to bring? Capability levels? Attitude? Behaviours?) 

What is the internal hiring process? (Who is involved, what is the decision process, timescales and intervals, milestones)

How will I know if they are the right person? (Assessment, testing, aptitude, due diligence)

What budget do I need? (Contractor? Salary? Benefits? Advertising? Time allocation? Recruitment fees?)

What are my options to find someone? (Route to market? Risks of failure, timescales and availability of talent all impact on this decision)

At Vivo Talent we spend time with our customers to help build the 100 day plan for roles, create compelling inclusive job descriptions that plot the medium and long term objectives of the role. For help in doing this please make contact and our team will help.


Interviewing Talent

Hiring can be a stressful time for many managers. An empty chair, a ticking clock of someone leaving or the pains of growth all add pressure to making a decision quickly. Few managers have had any formal training on interviewing and have develop their own method to assess talent.

According to a survey of 2,257 hiring managers, 74% admitted to making a bad hire in the previous 12 months.

Bad hires have a ripple effect through a team. Disengagement is contagious and poor performers impact on those around them. How you deal with a bad hire also reflects on your own personal brand with the team.

Common reasons cited for bad hires included –

  • Took a chance on a nice person: 32 percent
  • Pressured to fill the role quickly: 30 percent
  • Had a hard time finding qualified candidates: 29 percent
  • Focused on skills and not attitude: 29 percent
  • Ignored some of the warning signs: 25 percent

With 54% of bad hires being linked to the quality of work that was produced by the newly appointed individual.

If any of these resonate with you, there are some simple ways to make sure that you are hiring the right person and in a stronger position to predict success.

Be clear on what you want

Especially if you are under pressure to fill a role quickly it is important to know exactly what you need someone to be able to do and how you will assess it. Setting a mission for the first 100 days [link] will help you to get clarity on the non-negotiable skills some must be able to demonstrate to succeed in the role.

Deep Dive on Recent Examples

Seek evidence from your candidates as to work they have done recently that demonstrates relevance to your project.

Avoid asking hypothetical questions, such as “How would you do this”

Ask recent behavioural questions “Talk me through a recent project where you did this”

Dig deeper into their answer – What was the goal? Who sets the project? What was the deadline? What were the consequences of delay or failure? What was done? How was this completed? What challenges were faced? What was the outcome? What did you learn? What would you do differently next time?

Listen carefully to their use of pronouns. Slipping from “I” to “We” indicates that they could, accidently, be riding on someone else’s hard work.

Be Aware of Your Own Bias

 When you need to fill a job quickly, you hope that everyone you meet is going to be the answer to your problem. Most hiring managers want to get the hiring done and get on with the delivery of the project. This is perfectly natural. What these trigger can be biases towards certain candidates as the perfect solution. Be mindful of this hampering your decisions –

  • If you look at a CV and start to make assumptions of capability due to the names of employers on their CV. They must be good if they worked there, will cloud your own questions and judgment
  • Letting common ground affect your decisions – studying at the same university, shared interests or acquaintances builds rapport and also clouds objectivity
  • Letting answers to early questions affect your assessment of latter questions. Having decided you like them you’ll go out of your way to prove you were right and vice versa
  • Seeing others manifested in the person in front of you. Reminds me of… which then (incorrectly) gives us predictors of success/failure

Know Your Process

A two-stage process for many positions makes sense. Knowing what each stage is for and what it takes to progress to the next is important. Dividing technical capability, competency assessment and values helps to create a meaningful scoring system. Make sure that every candidate you interview is scored against the mission and the job rather than their peers. The hiring standard should not be compromised otherwise you run the risk of hiring the best of a bad bunch. No breath in the chair is better than bad breath.

Remember – The Candidate is Assessing You, Too

In the same survey, workers were surveyed and 66% of them said they had taken a job in the past to find out is wasn’t right, after starting. You may be 100% certain they are right for you. Could they be accidently taking this role, to find out it was the wrong move for them?

Give you prospective employees the opportunity to ask questions. Share with them the reality of joining you and the challenges they will likely face.

Ask them to share their concerns so both of you go into it with your eyes wide open. With the competition to hire comes choice for candidates. You don’t want to be back hiring again to replace someone who decided you weren’t right for them.

G-Cloud 12 Framework (ID:RM1557.12) Selection



G-Cloud 12 Framework helps customers in the UK public sector find and buy cloud computing services.  The G-Cloud framework represents the UK governments’ drive to encourage the strategic use of cloud & digital technology and provides access to suppliers of Cloud Hosting – Cloud Software – Cloud Support.

G–Cloud 12 is for use by UK public sector bodies which allows them to choose and purchase cloud computing services covering infrastructure, platform, software, and specialist cloud services.

You can procure Vivo Talent Solutions services through the following Lot:

Lot 3. Cloud Support

Cloud support suppliers provide services to help buyers set up and maintain their cloud services.

Vivo Talent Solutions support & provide expert advice on the following services:

  • Business Transformation & Change Management
  • Cloud Architecture
  • DevOps / WebOps Services
  • Microsoft Development Solutions
  • Project, Programme & Portfolio Management Services
  • Specialist Technology Consultancy for Digital Solutions
  • Talent on Demand – Agile Workforce Management.


  • Cost effective solutions
  • scalable services: pay for what you use, and increase or reduce what you need easily
  • quick and easy route to market
  • reduced costs and reduced total cost of ownership compared to running your own service in house
  • access to the latest technology and innovation with every refresh of the G-cloud agreement

Suppliers can be selected by direct award or by requesting clarification. Please refer to the buyer’s guidance Click Here or contact us directly to discuss how you can procure Vivo Talent Solutions through any of our public sector frameworks: