The question is: do you need to recruit someone permanently, or would a temporary member of staff make more sense?

For businesses across Berkshire and Buckinghamshire, this isn’t always as straightforward as it sounds. A permanent employee can bring stability and become an important long-term part of your team, but temporary recruitment offers flexibility in many situations.

At Bucks & Berks Recruitment, we work with local employers to recruit both temporary and permanent staff across office support, finance, sales, marketing, HR, and customer service roles.

Often, the businesses we speak to know they need additional support but haven’t yet decided what that employment should look like. Understanding what you actually need from the role is an important first step towards making the right hire.

How does temporary recruitment work?

A permanent employee is recruited directly into your business on an ongoing employment contract. The intention is generally that they will remain with the organisation for the foreseeable future, subject to the usual terms of their employment.

Temporary recruitment can work in several ways. If you hire a temporary worker through a recruitment agency, they will typically work within your business for an agreed assignment while the agency or employment business manages their pay and employment arrangements.

Temporary assignments can last anywhere from a few days to several months, depending on what your business needs.

This makes temporary recruitment particularly useful when you know you need additional resources but don’t necessarily need, or aren’t yet ready to make, a permanent appointment.

When does hiring temporary staff make sense?

Temporary recruitment is sometimes viewed purely as a solution for emergency cover, but businesses use temporary staff for many different reasons.

One of the most common is covering an existing employee’s absence. Maternity or parental leave, long-term sickness, extended holidays or a gap between one employee leaving and their permanent replacement starting can all leave a business short-staffed.

Temporary recruitment can help maintain continuity without placing additional pressure on the rest of the team.

It can also be particularly useful during periods of increased demand. If your business experiences seasonal peaks, has won a major new client or has a significant project coming up, your existing team might need additional support for a defined period.

In these circumstances, increasing your permanent headcount may not make commercial sense if you don’t know whether the additional workload will continue.

Temporary employees can also help when a business is going through change. A restructure, office move, new system implementation or period of rapid growth can create additional administrative or operational work that may only be temporary.

There are also times when the need is simply urgent. Permanent recruitment shouldn’t be rushed just because a business is under pressure. Bringing in temporary support can give you some breathing space, allowing the business to continue operating effectively while you take the time to find the right permanent candidate.

When is a permanent hire the better option?

If the workload is consistent, the position has a clear long-term purpose, and you know the business will continue to need that person, permanent recruitment is usually the more appropriate route.

Permanent employees have the opportunity to develop a deeper understanding of your organisation, customers, processes and culture over time. This can be especially important in positions involving client relationships, management responsibility, confidential information or significant ownership of an area of the business.

A permanent appointment can also make sense when you’re investing in the future structure of your team.

Perhaps your business has grown to the point where you need your first dedicated HR professional. Maybe your Office Manager is overstretched and needs an Administrator beneath them. Or perhaps sales growth means it’s time to bring in another permanent Sales Executive.

In these situations, you’re not simply trying to solve a temporary workload problem, but building capacity within the business for the longer term.

Before starting recruitment, think about whether the role exists because of a temporary situation or because the business has fundamentally reached the point where it needs another permanent employee.

Is temporary recruitment more expensive than permanent recruitment?

Cost is understandably one of the biggest considerations for employers deciding between temporary and permanent staff. However, don’t just compare the hourly rate for a temporary worker with the equivalent hourly salary of a permanent employee.

When employing someone permanently, the cost to the business extends beyond their basic salary. Depending on the position and your employment package, there may also be employer National Insurance contributions, pension contributions, holiday entitlement, benefits, recruitment costs and other associated employment expenses to consider.

With an agency temporary worker, the rate charged reflects more than the worker’s basic pay. The employment business handles elements including payroll and the relevant employment costs associated with supplying the worker.

The Government’s guidance on employing agency staff provides more information about how agency arrangements work and the responsibilities of employers using temporary agency workers.

This doesn’t mean one option is automatically cheaper than the other. Instead, consider what you’re paying for and, importantly, how long you actually need the person.

Hiring permanently for a short-term business requirement could prove considerably more expensive than bringing in temporary support for the period in which it’s genuinely needed.

Equally, continually using temporary support for a role that has clearly become an established, ongoing part of your business may be a sign that it’s time to recruit permanently.

What are your responsibilities when hiring temporary agency workers?

Using temporary workers through an agency can reduce some of the administrative burden involved in bringing additional people into your business, but employers still have responsibilities towards agency workers.

Under the Agency Workers Regulations, agency workers have certain rights from their first day of an assignment. Once an agency worker has completed a 12-week qualifying period in the same role with the same hirer, they are also entitled to equal treatment in areas including pay and certain basic working conditions.

You can read the Government’s full Agency Workers Regulations guidance for further information.

A good recruitment agency should help you understand the practical requirements involved when taking on temporary staff and make the process as straightforward as possible.

Could temp-to-perm recruitment be another option?

Sometimes the answer doesn’t have to be temporary or permanent. A temp-to-perm arrangement can be useful where there’s an immediate requirement for additional support and the potential for the position to become permanent later.

For example, perhaps your business is growing, but you’re not yet sure whether a new role will be required permanently. Alternatively, you may need somebody to start quickly while considering how the team should be structured longer term.

Bringing somebody in temporarily gives both the employer and candidate an opportunity to understand the role and working environment before deciding whether a permanent position is the right next step.

However, temp-to-perm shouldn’t just be viewed as a way of ‘trying out’ candidates before committing to employing them. The arrangement needs to work for both sides. Candidates will have their own career plans, expectations and need for certainty, so it’s important to be transparent from the outset about whether permanent employment is genuinely on the table.

How quickly do you need somebody to start?

If someone has unexpectedly left and your remaining employees are already struggling with the additional workload, waiting for a permanent recruitment process to run its course might not be practical.

A temporary worker may be able to provide support while you recruit, which can be particularly valuable for smaller businesses where the absence of one person can have a disproportionate impact on everyone else. It gives you time to define the position properly, establish the right salary and responsibilities, and find someone who’s genuinely suited to the long-term role.

Think about what your business will need in six months’ time

If the current increase in workload continues, will you still need this person in six or twelve months? Are you expecting further growth? Is the position likely to develop? Or is there a specific event, project or absence creating the additional work?

If you’re confident the requirement will continue, a permanent employee may be the better investment; however, if there are still significant unknowns, temporary recruitment can provide greater flexibility while the situation becomes clearer.

This can be particularly important for SMEs, where workload changes can have a much bigger impact on headcount decisions than they might in a larger organisation.

Don’t forget about the candidate

Temporary work suits many candidates extremely well. Some enjoy the flexibility, want to gain experience across different businesses or are deliberately looking for work that fits around other commitments.

Others are specifically seeking the security and progression opportunities associated with a permanent role.

Being clear about what you’re offering, why the position exists and how long you expect it to last helps your recruitment agency identify candidates whose circumstances and expectations genuinely match yours.

Temporary or permanent: questions to ask before you recruit

Before deciding which route to take, think carefully about why you’re recruiting in the first place.

Is the additional workload likely to continue? Do you need somebody for a specific project or period of absence? How quickly do you need them to start? Will the role require somebody to build knowledge and relationships over time?

You should also consider what would happen if you didn’t recruit immediately. For example, if delaying recruitment for several weeks would put existing employees under great pressure or affect customer service, temporary support could provide a useful short-term solution even if your eventual intention is to make a permanent hire.

Temporary and permanent recruitment in Berkshire and Buckinghamshire

You don’t need to have every detail decided before speaking to a recruitment agency; in fact, some of the most useful conversations we have with employers begin with: “We know we need somebody, but we’re not quite sure what we need.”

At Bucks & Berks Recruitment, we’ve been helping businesses across Berkshire and Buckinghamshire recruit staff for over 90 years. We understand the local employment market, the roles businesses are recruiting for, and the candidates currently looking for temporary and permanent opportunities.

Whether you need an experienced temp to provide immediate cover, are building your team with a new permanent appointment or simply aren’t sure which approach makes the most sense, we can talk through your requirements and help you decide on the best way forward.

Speak to our recruitment team about temporary and permanent recruitment across Berkshire and Buckinghamshire.

The post Temporary vs Permanent Staff: Which Is Right for Your Berkshire Business? appeared first on Bucks and Berks.

Anyone who’s good at selling is confident, personable, and persuasive. They know how to quickly build rapport, understand what the person before them wants, and most of all, they know how to communicate their value.

Unfortunately, what makes a great salesperson also makes for a very good interview. Which leads many to ask…

How do you tell the difference between a person who interviews like a great salesperson, and someone who will actually deliver once they’ve joined your business?

Finding a salesperson who can deliver is a challenge that goes beyond sales recruitment. According to the CIPD’s 2026 Resourcing and Talent Planning report, 58% of employers have seen an increase in unsuitable candidates applying for vacancies over the past year, compared with just 33% seeing an increase in suitable applicants.

If you’re recruiting a Sales Executive, finding the right candidate starts long before they can persuade you in the interview.

Start with understanding the type of person you need

Firstly, think about what you really need your Sales Executive to do. They can do many things, depending on the type of business.

It could mean spending most of the day prospecting and generating new business for one company, but then in another involve managing warm leads or developing long-term relationships with a relatively small client pool.

Get clear on the job itself before you start advertising. Understand whether they’ll need to generate their own leads, or whether they’re focused on maintaining existing accounts. And whether they’ll need to focus on quick, transactional sales or a longer, consultative process.

Think about the practicalities, too. Consider whether they need experience in your sector, experience using CRMs, and what they should be expected to achieve after 3, 6 or 12 months.

B&B’s Take: Problems often begin from recruiting against a job title rather than what your business truly needs.

What should you look for in a good Sales Executive?

Evidence.

It’s easy for someone to put down “confidence”, “good communication skills” and “resilience” on their CV’s skills list. That’s why instead, you should look for ways they’ve proven their abilities.

If relationship building is a key skill, ask about a time they’ve turned a prospect who was hesitant into a customer. If you’re looking for someone commercially minded, find out how they decide which opportunities deserve their time and attention.

Pay attention to the questions they ask you, too. Are they curious about your customers, product, competitors and sales process… or are they simply waiting for their next opportunity to speak?

Technology is also an ever-growing part of the picture. LinkedIn’s 2026 Skills on the Rise research for UK sales professionals highlights client relationship management, lead generation, data-driven decision making and AI literacy among the fastest-growing skills in the profession.

B&B’s Take: The best salesperson in the interview isn’t always the person doing the most talking.

Write the job advert for the salesperson you actually need

Once you know what success looks like, make sure your job advert reflects it.

“We’re looking for a motivated, target-driven Sales Executive with excellent communication skills” could describe a myriad jobs, which means it doesn’t really tell a good candidate much about yours.

Be specific about what they’ll be selling, who they’ll be selling to, and where their opportunities come from. Explain whether they’ll inherit existing accounts or build a pipeline from scratch, what the typical sales cycle looks like, and what targets they’ll be working towards.

Salary is important to know, but so is clarity around commission or OTE, territory, working arrangements, progression and the technology they’ll be using.

Remember that experienced salespeople are assessing the opportunity commercially too.

They’ll be assessing whether the target is achievable, the commission structure is clear, and if there’s an established market for the product or service. They’ll also be thinking about what support and onboarding they’ll receive.

B&B’s Take: Recruitment is a two-way sales process. You’re assessing them, but they’re assessing your proposition too.

Where do you find good Sales Executives?

Advertising on the major job boards can give you access to a large pool of active candidates, but a greater number of submissions doesn’t always mean a greater number of suitable applicants. The latest CIPD figures make that particularly clear.

LinkedIn and direct search can help you reach people who aren’t actively applying for jobs, while referrals and existing networks can uncover candidates with a proven track record.

A sales recruitment agency, like Bucks and Berks, can broaden that search further, especially when you need someone with a specific background or want to reach people who aren’t actively job hunting.

The strongest salespeople aren’t likely to be spending their evenings filling in job applications. They may already be performing well somewhere else.

And that’s where knowledge of the local candidate market becomes especially useful. Knowing who is available is one thing; knowing who might be open to the right opportunity is another.

B&B’s Take: Some of the best salespeople aren’t actively applying for jobs. Knowing who’s in the market (and who might be open to a conversation) can give you a competitive edge.

Don’t let the interview become a sales pitch

A salesperson’s job is to be persuasive, so if your interview only measures how confidently somebody answers your questions, you’re testing something they’ve spent their career learning to do.

Instead, get down to the specifics.

Ask what their target was last year and what percentage they achieved. Find out how much of their pipeline they generated themselves. Ask about a deal they lost and why they think they lost it.

You could also ask:

• How do you decide which prospects aren’t worth pursuing?
• Talk me through how you use your CRM during a normal week
• Tell me about a month when you missed target. What did you change afterwards?
• What was your average deal size and sales cycle?
• How did you build your pipeline in your previous role?

Then probe their answers.

A candidate telling you they’re “highly target driven” doesn’t give you a lot to work with, but a candidate who can explain their target, how they performed against it, what got in the way, and what they changed as a result gives you something tangible to assess.

B&B’s take: A polished interview shows someone can sell themselves. Specific evidence shows whether they can sell for you.

Look past their previous job title

The right person isn’t always the one who’s already held exactly the same title in exactly the same industry.

Instead, look at how comparable their previous sales environment is to yours.

If your business has a long, consultative sales cycle, someone who has successfully managed complex customer relationships in an adjacent sector may be a better fit than a candidate with five years of “Sales Executive” experience in a very different environment.

Look at the complexity and value of what they sold, the customers they dealt with, the length of the sales cycle, how much prospecting they were responsible for, and whether they managed ongoing accounts.

B&B’s Take: Job titles can be useful shorthand, but the experience behind them tells you far more.

Getting the offer right

Finding the right Sales Executive is only half the job. You also need an offer that will persuade them to join you.

There isn’t one salary that fits every sales role. Recent vacancies handled by Bucks & Berks show just how much the package can vary. A Junior Sales Executive role in Maidenhead, for example, could offer £25,000–£30,000 plus commission, while an experienced B2B Sales Consultant role in Newbury could look like a £35,000 basic salary with an OTE of £45,000–£50,000.

The right package should reflect the level of experience you need, the complexity of the sale and how much responsibility the person will have for generating new business.

Be clear about commission and OTE, too. Candidates should understand what they can realistically earn, as well as how targets work and what they need to achieve to get there.

B&B’s take: Benchmark the role you’re recruiting for, not sales jobs in general. Experience, location, targets and earning potential all influence what candidates expect.

Finding your next Sales Executive

Recruiting a good Sales Executive matters less about the smoothest interview.

You need to know:

• What you’re asking them to sell
• How they’ll be expected to sell it
• What evidence shows they’ve succeeded in a comparable environment before

In other words, don’t just recruit the person who is best at selling themselves, but the person who can prove they know how to sell for you.

At Bucks and Berks, we’ve been helping businesses across the Thames Valley find the right people for over 100 years. We understand the local candidate market and can help you find Sales Executives with the skills and experience your business actually needs.

Looking for your next Sales Executive? Get in touch with our team.

The post Recruiting a Sales Executive: How Do You Find the Right One? appeared first on Bucks and Berks.

The obvious answer is to recruit someone. But who?

Administrator, PA and Office Manager roles can overlap considerably, particularly within small and medium-sized businesses. However, the level of responsibility, autonomy and support each provides can be very different.

At Bucks & Berks Recruitment, we work with businesses across Berkshire and Buckinghamshire to recruit a wide range of office support professionals. We regularly speak to local employers who know they need additional support but aren’t necessarily sure what that position should look like.

Getting that distinction right before starting the recruitment process can help you attract more suitable candidates, set realistic expectations and ultimately make a better hire.

So, if you’re not sure whether you need an Administrator, PA, Office Manager or perhaps a hybrid of several roles, here’s what you need to consider.

Start with what your business actually needs

It’s easy to begin a recruitment process by saying, “We need an Administrator” or “We need an Office Manager”.

But a job title shouldn’t determine the role; it’s the responsibilities of the role that define the job position that you need.

When we help employers across Berkshire and Buckinghamshire define an office support vacancy, we start by exploring what they actually need day to day.

How much work needs to be covered? Who will this person support? How independently will they need to work? Is the focus primarily administrative, organisational or operational? Will they be carrying out clearly defined tasks, or will they be expected to spot problems and solve them without being asked?

Once those questions have been answered, it usually becomes much clearer whether the business needs an Administrator, PA, Office Manager or perhaps a hybrid of several roles.

This is also an important part of good job design. The CIPD recommends establishing clear roles and responsibilities, while Acas advises employers to clearly set out a role’s main duties and reporting lines when recruiting.

For local SMEs in particular, this can be important. Office support roles don’t always fit neatly into a traditional job description, and the person you recruit may interact with several departments or take responsibility for a wide range of tasks.

When should you hire an Administrator?

Administrators are often at the heart of a well-organised business – their focus tends to be on the core tasks and processes that keep a team, department or office functioning effectively.

Depending on the organisation, this might include:

• Data entry and maintaining records
• Managing documents and filing
• Scheduling meetings and appointments
• Responding to emails and telephone enquiries
• Updating internal systems
• Preparing documents or reports
• Providing general support across teams

An Administrator may be the right choice if your employees are spending increasing amounts of time on routine administration or important processes are becoming harder to manage as the business grows.

This can be particularly relevant for growing businesses across areas such as Reading, Maidenhead, Slough, Bracknell and High Wycombe, where an administrative hire may provide support across several parts of a smaller team rather than sitting within a large dedicated department.

However, it’s important to consider how much autonomy you actually expect. If you’re looking for somebody to take ownership of broader operational responsibilities, manage suppliers or oversee how the office functions, you may actually need an Office Manager. Or if most of the support will revolve around a director or leadership team, a PA could be a better fit.

When should you hire a PA?

A Personal Assistant usually works much more closely with an individual or leadership team.

While administration remains an important part of the role, a strong PA does far more than simply manage a diary.

They may coordinate complex schedules, organise meetings and travel, prepare documents, manage correspondence and act as a key point of contact between the person they support and colleagues, clients or external stakeholders.

A good PA learns how the person or team they support operates. They understand priorities, anticipate what will be needed and know when something requires immediate attention, and this is why communication and emotional intelligence can be just as important as organisational ability.

For businesses across Berkshire and Buckinghamshire, particularly SMEs where senior employees may be balancing operational and commercial responsibilities, the right PA can free up considerable time and provide a much-needed link between leadership and the wider business.

When should you hire an Office Manager?

An Office Manager has a broader operational remit; rather than primarily supporting an individual or completing administrative tasks, they’re typically responsible for ensuring the working environment runs smoothly.

That can include managing suppliers and facilities, overseeing office processes, coordinating budgets and dealing with day-to-day operational issues.

Depending on the size and structure of the business, an Office Manager might also take on elements of HR, compliance, onboarding or finance administration.

You’re not simply looking for someone who can follow established processes. You may need someone who can identify where a process isn’t working, find a solution and take responsibility for implementing it.

This is something we regularly see within the SME market across Berkshire and Buckinghamshire. Office Manager positions can be particularly broad because there isn’t always a separate HR, facilities or operations team to pick up each responsibility.

Administrator, PA or Office Manager: what’s the difference?

Although every local business structures its office support team differently, there are some useful distinctions:

An Administrator is generally focused on tasks and processes that support the wider team or business.

A PA provides more dedicated support to an individual or leadership team and often requires greater discretion, anticipation and stakeholder management.

An Office Manager has broader responsibility for the operational environment and usually works with a higher level of autonomy.

Real jobs don’t always fit neatly into one of these categories, though. We’ve recruited for plenty of positions where responsibilities cross over. There’s nothing wrong with creating a hybrid role if that’s what your business needs. But with that being said…

Don’t turn three office support jobs into one

One of the most common mistakes we see when businesses recruit office support staff is under-scoping the position.

A vacancy might start life as an Administrator, but the job description gradually expands to include diary management, HR administration, facilities, supplier management, events, finance support and responsibility for office processes.

This is particularly important for SMEs, where it’s normal for employees to wear several hats. Flexibility can make a role interesting, but there is a difference between a varied position and one person being expected to cover several distinct jobs.

Candidates applying for an Administrator position may not have the level of experience or autonomy you’re expecting. Meanwhile, candidates capable of taking on those broader responsibilities may be searching for Office Manager or PA positions instead and expecting a different level of seniority and salary.

What should this person own? What decisions should they make independently? Who will they support? And what would you expect them to have achieved six or twelve months after joining?

What are Berkshire and Buckinghamshire employers looking for?

Traditional administrative ability is still important, but today’s businesses want office support professionals who can operate confidently and independently.

Digital confidence has become particularly valuable. Employers want people who are comfortable using different systems, learning new technology and managing processes digitally.

Communication and stakeholder management are also becoming more important. Office support professionals frequently work across departments and communicate with senior leadership, colleagues, customers and suppliers.

Hybrid working has changed the role too. Supporting a team no longer necessarily means everyone being in the same office five days a week. Administrators, PAs and Office Managers may need to coordinate meetings, information and processes across different working locations.

Independence and initiative are increasingly sought after as well. Employers want people who can take ownership of their responsibilities, identify what needs to happen next and solve problems without requiring constant direction.

For businesses recruiting across Berkshire and Buckinghamshire, that means looking beyond whether someone has previously held exactly the same job title.

Recruiting office support staff across Berkshire and Buckinghamshire

Ultimately, choosing between an Administrator, PA and Office Manager isn’t really about choosing the right job title.

At Bucks & Berks Recruitment, we’ve been helping businesses recruit office support professionals across Berkshire and Buckinghamshire for over 100 years.

Our local knowledge means we understand the businesses, candidates and employment market across areas including Reading, Maidenhead, Windsor, Slough, Bracknell, Wokingham and High Wycombe.

If you’re not quite sure what type of office support role your business needs, we can help you define the responsibilities, level of autonomy and skills required before beginning the search.

That means we can then focus on finding candidates who don’t just match a job title, but genuinely match what your business needs now and where it’s heading next. Contact us today to get started.

The post Administrator, PA or Office Manager: Which Does Your Berkshire Business Need? appeared first on Bucks and Berks.

Businesses are understandably taking a more measured approach to recruitment. Hiring decisions are often more carefully considered, budgets are under greater scrutiny, and employers want to be confident that every new appointment will add genuine value to the organisation. At the same time, finance teams are facing increasing pressure to do more than ever before. Alongside managing day-to-day operations, they’re expected to provide commercial insight, support strategic decision-making and help businesses navigate an ever-changing economic landscape.

Rather than recruiting simply to fill vacancies, employers are looking for finance professionals who can improve processes, embrace new technologies and become trusted business partners. As a result, candidates with the right combination of technical expertise, commercial awareness and interpersonal skills continue to be highly sought after.

At Bucks & Berks Recruitment, we work with employers and finance professionals across Reading, Slough, Maidenhead, Windsor, Bracknell, High Wycombe, Wokingham and the wider Thames Valley every day. Speaking to businesses and candidates gives us a unique insight into how the local market is evolving and the challenges employers are facing when trying to attract and retain finance talent.

Although every business is different, common themes have been emerging over the past few months. From shifting hiring priorities to growing demand for commercial finance skills,  certain trends are shaping the local finance recruitment market.

In this article, we share some of the key trends our recruitment consultants are seeing across the Thames Valley, together with practical advice for employers looking to secure the best finance professionals in the current market.

The Thames Valley in Berkshire Continues to Attract Finance Talent

The Thames Valley has long been recognised as one of the UK’s strongest business regions, and that continues to shape the local finance recruitment market. Home to a diverse mix of global corporations, fast-growing SMEs, technology businesses, financial services organisations and professional services firms, the region offers finance professionals a wide variety of career opportunities.

From Reading and Slough to Maidenhead, Bracknell, Windsor and High Wycombe, businesses are continuing to invest in experienced finance teams that can support growth, improve efficiency and provide strategic insight. While recruitment activity may not be at the pace seen during periods of rapid economic expansion, organisations are still hiring, particularly where finance plays a critical role in business performance.

For employers, however, this creates a competitive market. Many finance professionals have multiple career options available to them, particularly those with several years’ experience or specialist expertise. Candidates may be considering opportunities with local businesses, international organisations based in the Thames Valley, or employers in London offering hybrid working arrangements.

This means businesses can no longer rely on salary alone to attract the best people. Candidates are increasingly assessing the complete opportunity, including career progression, flexibility, company culture, leadership and the chance to make a meaningful impact within the organisation.

At the same time, finance professionals themselves are becoming more selective. Many candidates are looking for long-term career opportunities where they can continue to develop their skills, take on greater responsibility and work for businesses that invest in their people.

It’s just as important for employers to understand these changing expectations as it is to understand the technical requirements of the role. A well-defined job specification, an efficient recruitment process and a compelling employer proposition can often make the difference between securing a preferred candidate and losing them to another opportunity.

As recruiters working across the Thames Valley every day, we’ve seen first-hand how local knowledge can make a real difference. Understanding salary expectations, commuting patterns, industry demand and candidate motivations allows us to advise employers realistically, helping them attract finance professionals who are not only technically capable but also the right long-term fit for their business.

‘Over the past year, the Thames Valley finance market has shifted. Employers have become more selective and more commercially focused.  They are looking for candidates who can add value beyond the numbers. We’re having far more conversations about business partnering, process improvement and systems capability. Candidates, on the other hand, are prioritising stability and culture more than ever, so the quality of the employer brand really matters.’

– Bucks and Berks Recruitment.

Commercial Finance Skills Are Becoming More Valuable Than Ever

Technical ability has always been a core requirement for finance professionals, but increasingly it’s no longer enough on its own.

Across the Thames Valley, we’re seeing employers place greater value on candidates who can combine strong financial knowledge with commercial thinking. Rather than simply producing reports or managing day-to-day financial processes, today’s finance teams are expected to provide meaningful insight that helps businesses make informed decisions.

Whether it’s supporting growth plans, identifying cost-saving opportunities, improving cash flow or helping senior leadership understand financial performance, finance professionals are becoming key strategic partners within the organisations they work for.

As a result, employers are looking beyond qualifications and experience alone. They’re searching for individuals who can communicate confidently with colleagues across the business, explain complex financial information clearly and influence decision-making at every level.

This shift is affecting recruitment across a wide range of finance positions.

For example, employers recruiting Management Accountants increasingly want candidates who can interpret data and support operational teams, rather than simply producing monthly management accounts.

Finance Managers and Financial Controllers are often expected to play a broader leadership role, helping to improve processes, manage change and contribute to wider business strategy.

Even more junior positions, such as Accounts Assistants and Assistant Accountants, are evolving. Many employers are looking for candidates with the ambition to progress, a willingness to learn new systems and the confidence to take on additional responsibilities as they develop.

Alongside commercial awareness, technology is also becoming more important than ever,

Modern finance departments rely on a wide range of accounting software, ERP platforms and reporting tools to improve efficiency and provide real-time financial information. Candidates with experience using systems such as Sage, Xero, Microsoft Dynamics, SAP, Oracle or NetSuite can often stand out, particularly where employers are introducing new technology or streamlining existing processes.

That said, technical skills alone rarely secure the best opportunities.

Many of the employers we work with tell us they’re equally interested in qualities such as adaptability, problem-solving, attention to detail and the ability to build strong working relationships across different departments. As finance teams become more integrated with the wider business, interpersonal skills are playing an increasingly important role in successful appointments.

For candidates, this means demonstrating more than just accounting knowledge during the recruitment process. Employers want to understand how you’ve improved a process, solved a problem, supported business growth or influenced positive change within your previous organisation.

For employers, it’s a reminder to think carefully about the skills that will genuinely make a difference to the business over the next few years, rather than simply replacing like for like. Recruiting someone with the right mindset, commercial awareness and potential can often deliver greater long-term value than focusing solely on technical ability.

AI and automation are changing the finance skill set

Finance teams are increasingly using AI-powered tools and automation to streamline repetitive tasks such as data entry, invoice processing and reporting. Rather than replacing finance professionals, these technologies are allowing teams to spend more time analysing data, identifying trends and supporting strategic decision-making.

As a result, employers are placing greater value on candidates who are comfortable working with modern finance systems and are open to adopting new technologies. Alongside technical expertise, skills such as critical thinking, problem-solving and commercial awareness are becoming more important as finance roles continue to evolve.

For candidates, demonstrating an ability to embrace new technology and adapt to changing ways of working can be a real advantage in the recruitment market.

‘Clients want finance professionals who can interpret data, challenge stakeholders, and guide decision‑making and not just produce reports. They’re looking for people who can explain the story behind the numbers, influence non‑finance teams, and contribute commercially to how the business moves forward.’

– Bucks and Berks Recruitment.

Temporary Finance Recruitment Is Helping Businesses Stay Agile

While permanent recruitment remains a priority for many businesses, temporary finance recruitment continues to play an important role across the Thames Valley.

Today’s businesses often need experienced finance professionals at short notice, whether that’s to cover planned absences, support periods of growth or provide additional expertise during times of change. Rather than placing additional pressure on existing teams, temporary recruitment allows employers to bring in experienced professionals who can make an immediate contribution.

We’re seeing temporary finance professionals being hired for a wide range of reasons. Maternity cover remains a common requirement, but employers are also using temporary staff to support year-end accounts, audits, system implementations, acquisitions, restructures and other project-based work.

Temporary recruitment can also be an effective solution when permanent recruitment is taking longer than expected. Instead of rushing to fill a vacancy, businesses can maintain productivity by appointing an experienced temporary professional while continuing the search for the right permanent employee.

For many employers, this approach provides valuable flexibility. Business priorities can change quickly, and temporary recruitment allows organisations to respond without committing to a permanent appointment before they’re ready.

It’s also worth remembering that temporary recruitment isn’t just beneficial for employers.

Many finance professionals actively choose temporary assignments because they offer flexibility, variety and the opportunity to gain experience across different industries and organisations. Contractors and temporary workers often bring fresh perspectives, specialist knowledge and the ability to adapt quickly to new environments, making them valuable additions to finance teams.

We’ve also seen temporary positions develop into permanent opportunities where both the employer and candidate recognise there’s an excellent long-term fit. This can reduce recruitment risk while allowing both parties to assess whether the role and business are the right match.

As finance teams continue to evolve, having access to flexible recruitment solutions is becoming increasingly important. Whether a business needs an Accounts Assistant for a busy period, an experienced Payroll professional to cover maternity leave or a Financial Controller to support a major project, temporary recruitment provides a practical way to access the skills needed without unnecessary delays.

The key is planning ahead wherever possible. Engaging with a specialist recruitment agency before the need becomes urgent can help employers build a pipeline of suitable candidates and reduce the pressure when vacancies arise unexpectedly.

‘Temporary finance recruitment has definitely risen. The most common assignments are month‑end support, payroll, credit control, reconciliations, and project‑based roles such as system migrations or process improvements. Employers are seeing the benefits from bringing in temps who can hit the ground running, especially when teams are lean or when permanent hiring decisions are taking longer. Temporary professionals are giving businesses flexibility without compromising on quality.’

– Bucks and Berks Recruitment.

Candidates Have Higher Expectations Than Ever

The finance recruitment market has changed significantly over the past few years, and so have candidate expectations.

While salary remains an important factor, it’s no longer the only consideration when finance professionals are deciding whether to accept a new role. Candidates are taking a much broader view, looking at everything from career progression and company culture to flexibility, leadership and long-term stability.

For employers, this means attracting top finance talent is about more than simply advertising a competitive salary.

One of the biggest shifts we’ve seen is the continued demand for flexible working. Although expectations vary depending on the role and industry, many finance professionals now expect at least some degree of hybrid working where possible. Employers who can offer flexibility often have access to a wider pool of candidates, while those insisting on fully office-based roles may find recruitment more challenging.

Career development is another major priority.

Many finance professionals aren’t just looking for their next job. They’re looking for the next step in their career. Candidates frequently ask about training opportunities, professional qualifications, mentoring, leadership responsibilities and future progression before deciding whether a role is right for them.

This is particularly true for candidates studying towards qualifications such as AAT, ACCA, CIMA or ACA. Many are looking for employers who will actively support their development, both financially and professionally.

Company culture has also become increasingly important.

Today, more of our candidates want to understand what it’s really like to work for an organisation beyond the job description. They ask about team structure, management style, employee wellbeing, staff retention and how success is recognised within the business. They want to know they’ll be joining a supportive environment where they can develop their skills and build a long-term career.

Transparency throughout the recruitment process also plays a significant role.

Candidates appreciate employers who communicate clearly, provide timely feedback and set realistic expectations from the outset. A slow or unclear recruitment process can quickly lead to frustration, particularly when candidates are considering multiple opportunities at the same time.

This is why it’s so important for employers to think about recruitment from the candidate’s perspective. A job advert is often someone’s first impression of your business, while every stage of the interview process contributes to your employer brand.

Businesses that communicate well, demonstrate genuine career opportunities and treat candidates professionally are often the ones that secure the strongest finance professionals.

At Bucks & Berks Recruitment, we regularly advise employers on how to position opportunities competitively within the local market. Sometimes relatively small changes, such as improving communication, streamlining interview stages or highlighting development opportunities, can significantly improve the quality of applications and increase offer acceptance rates.

‘Flexible working remains the number one request, not just hybrid, but genuine flexibility around hours. Progression is also a big talking point; candidates want clarity on development pathways before they accept an offer. Culture has become a major deciding factor too. We’re hearing more candidates say they want supportive leadership, wellbeing initiatives, and a workplace where they feel valued. We have seen candidates turn down higher salaries in favour of a role that offers better balance and a more collaborative team environment.’

– Bucks and Berks Recruitment.

Why Local Recruitment Knowledge Makes a Difference

While many recruitment challenges are shared across the UK, every local market has its own characteristics. That’s particularly true in the Thames Valley, where businesses are competing for finance professionals in one of the country’s most diverse and commercially active regions.

From multinational organisations and technology companies to SMEs, manufacturers, charities and professional services firms, employers across Berkshire and Buckinghamshire are often looking for similar skills at the same time. This creates healthy competition for experienced finance professionals, particularly those with strong commercial experience or specialist expertise.

The proximity to London also has a significant impact on recruitment.

Many finance professionals living in the Thames Valley have the option of working locally, commuting into London, or accepting hybrid roles with employers based elsewhere, meaning local businesses aren’t simply competing with businesses in Reading, Slough, or Maidenhead but across the South East.

That doesn’t necessarily mean local employers have to offer London salaries to compete.. In fact, many finance professionals value shorter commutes, greater work-life balance, flexible working arrangements and the opportunity to build their careers closer to home. Understanding what motivates a candidate is often just as important as knowing their salary expectations.

This is where local recruitment expertise can make a real difference.

At Bucks & Berks Recruitment, we’ve spent decades building relationships with employers and finance professionals across the Thames Valley. We understand the local employment market, the skills businesses are looking for and the factors influencing candidates’ decisions when considering a new opportunity.

That local knowledge enables us to provide practical advice throughout the recruitment process. We can help employers benchmark salaries, understand current market conditions, refine job specifications and identify realistic expectations for the roles they’re recruiting.

It’s also about understanding the nuances between different locations. Recruiting a Finance Manager in Reading may present different challenges to recruiting an Accounts Assistant in High Wycombe or a Payroll professional in Slough. Each location has its own mix of employers, commuting patterns and candidate availability, all of which can influence recruitment outcomes.

For candidates, working with a local recruitment specialist also provides valuable insight. Beyond simply matching skills to vacancies, we help finance professionals understand the opportunities available, the employers that best fit their career ambitions and where they can continue to develop professionally.

Ultimately, successful recruitment is all about understanding people, businesses and local markets. By combining sector knowledge with decades of experience across Berkshire and Buckinghamshire, we’re able to help employers attract finance professionals who will make a lasting contribution to their organisation.

‘Local knowledge makes a big difference. We recently supported a payroll candidate who needed a role that balanced progression with a manageable commute. Because we know the region so well, the employers, the culture, the transport links, we were able to match them with a Maidenhead‑based business that aligned perfectly with their goals.  The client later told us that we were quick, responsive, really listened to what they needed, and ultimately found exactly the right person for the job.’

– Bucks and Berks Recruitment.

What Berkshire Employers Should Do Next

While every organisation’s hiring requirements are different, the employers achieving the best recruitment outcomes are those who adapt their approach to reflect the current market. Rather than waiting until a vacancy becomes urgent, they plan ahead, review their recruitment processes, and ensure they’re positioned to attract the strongest finance professionals when opportunities arise.

Review your requirements before recruiting

It’s easy to default to replacing a departing employee with someone who has an identical skill set. However, recruitment also presents an opportunity to review the structure of your finance team and consider what your business needs over the next few years.

For example, has your business grown since the role was last recruited? Are there new systems, reporting requirements or commercial responsibilities that should be reflected in the job description? Would someone with stronger business partnering skills deliver greater value than someone focused solely on transactional finance?

Taking time to answer these questions before advertising a role can help attract candidates who will support your business well into the future.

Move quickly when you find the right person

Although employers are understandably taking a more considered approach to recruitment, delaying decisions unnecessarily can prove costly.

Experienced finance professionals remain in demand across the Thames Valley and are often exploring multiple opportunities at the same time. A lengthy recruitment process, delayed feedback or slow decision-making can result in employers losing their preferred candidate before an offer is even made.

On the other hand, having a clear recruitment process and defined interview stages can significantly improve the candidate experience while helping businesses secure the talent they want.

Think beyond technical ability

Professional qualifications and systems knowledge remain important, but they’re only part of the picture.

The most successful finance professionals combine technical expertise with commercial awareness, problem-solving skills and the ability to communicate effectively across the wider business.

Candidates who can explain financial information clearly, influence decision-making and build strong relationships with stakeholders often deliver the greatest long-term value.

Consider temporary recruitment where appropriate

If immediate support is needed, temporary recruitment can provide an effective solution while permanent recruitment continues.

Whether it’s covering maternity leave, supporting year-end reporting, managing increased workloads or delivering finance projects, experienced temporary professionals can help businesses maintain productivity without compromising on quality.

Partner with a specialist finance recruitment agency

Working with a specialist finance recruitment agency provides access to local market knowledge, salary benchmarking, candidate insights and networks that can be difficult to reach through advertising alone.

At Bucks & Berks Recruitment, we work closely with employers across Berkshire and Buckinghamshire to understand their business, advise on current market conditions, and introduce candidates with the skills and experience needed to succeed.

By taking a proactive approach and understanding the realities of today’s finance recruitment market, employers can put themselves in the strongest possible position to attract and retain high-quality finance professionals.

Get in touch with our team today to start your recruitment process.

Frequently Asked Questions

Is it difficult to recruit finance professionals in the Thames Valley?

Competition for experienced finance professionals remains strong, especially for those with commercial experience or specialist skills. However, employers with a clear recruitment process and an attractive opportunity continue to secure excellent candidates.

Which finance roles are currently most in demand?

Demand varies depending on the market, but businesses continue to recruit for roles including Accounts Assistants, Assistant Accountants, Management Accountants, Finance Managers, Finance Controllers, Credit Controllers and Payroll professionals.

Should I recruit temporary or permanent finance staff?

This depends on your business needs. Temporary recruitment can provide valuable support during busy periods, maternity leave, projects or while searching for a permanent employee. Permanent recruitment is often the preferred option for long-term growth and continuity.

How long does finance recruitment usually take?

Timescales vary depending on the seniority of the role, the skills required and current market conditions. Working with a specialist recruitment agency can often help streamline the process and reduce time to hire.

What do finance candidates look for in a new role?

Alongside competitive salaries, many candidates are looking for career progression, flexible working, supportive leadership, professional development and a positive workplace culture.

Why use a specialist finance recruitment agency?

A specialist recruitment agency understands the local market, salary expectations and current hiring trends. It can also provide access to experienced candidates who may not be actively applying for roles, helping employers find the right long-term fit more efficiently.

The post Finance Recruitment Trends in Berkshire: Insights from Our Recruitment Team appeared first on Bucks and Berks.

Yet finding the right people isn’t always straightforward. While many candidates have customer service experience on paper, identifying those with the right attitude, communication skills and commercial awareness takes time and expertise.

At Bucks & Berks Recruitment, we’ve been helping employers across the Thames Valley recruit talented office professionals for decades. From Customer Service Executives and Sales Support professionals to Account Managers and Office Administrators, we’ve seen first-hand what makes someone successful in a customer-facing role.

The recruitment process itself can also make a difference. Keeping interviews structured, asking consistent questions and providing a positive candidate experience can all help you identify the right person while reflecting well on your business. The CIPD’s recruitment guidance also highlights the importance of having a clear recruitment and selection process to attract and retain the right talent.

If you’re looking to strengthen your customer service team, here are some of the qualities and recruitment tips we believe make all the difference.

Look beyond customer service experience

It can be tempting to focus solely on candidates who have previously held the title of Customer Service Executive. While relevant experience is valuable, it shouldn’t be the only factor influencing your decision.

Some of the strongest customer service professionals we’ve placed have come from roles including:

• Retail management
• Hospitality 
• Reception
• Office administration 
• Sales support
• Account management

These candidates often bring excellent communication skills, resilience and a genuine desire to help customers; qualities that can be just as important as industry-specific experience.

If you’re recruiting for a business that uses bespoke systems or processes, remember that technical knowledge can often be taught. A positive attitude and willingness to learn are much harder to train.

Prioritise communication over qualifications

Customer Service Executives spend much of their day speaking to customers, colleagues and suppliers, whether that’s over the phone, by email or through online chat.

Strong communication goes beyond simply being polite.

Look for candidates who can:

• Explain information clearly
• Adapt their communication style depending on the customer
• Listen carefully before offering solutions
• Remain calm when conversations become challenging
• Build rapport quickly

These are the people who help create positive customer experiences and strengthen your company’s reputation.

Don’t underestimate commercial awareness

Customer service roles have evolved considerably over recent years.

Many Customer Service Executives now work closely with sales teams, manage customer accounts or identify opportunities to improve customer relationships.

The strongest candidates understand that excellent customer service and commercial success go hand in hand. They know how to resolve issues while recognising opportunities to retain customers, encourage repeat business or support wider business objectives.

Assess attitude as well as ability

Technical skills are important, but attitude is often what separates a good employee from a great one.

During interviews, look for evidence of:

• A genuine enjoyment of helping people
• Curiosity and willingness to learn
• Accountability when mistakes happen
• Resilience under pressure
• Teamwork and collaboration

These characteristics often determine how someone performs long after they’ve settled into the role.

Ask candidates about real situations

One of the most effective ways to assess customer service ability is to ask candidates to describe situations they’ve already experienced.

Rather than asking, “What would you do if a customer complained?”, encourage candidates to share examples of when they have:

• Resolved a difficult complaint
• Dealt with conflicting priorities
• Managed an unhappy customer
• Worked with internal departments to solve a problem
• Gone above and beyond for a customer

Real examples provide a much clearer picture of how someone approaches challenges than hypothetical answers.

Consider how they’ll fit your team

Every organisation has its own culture, pace and way of working. A candidate who thrives in a fast-paced customer contact centre may not necessarily enjoy working in a smaller business where they are responsible for a wider range of tasks.

Similarly, someone who excels in relationship-based customer service may not enjoy a role focused on high call volumes.

Understanding your own business culture before recruiting can help you identify candidates who are more likely to succeed over the long term.

Don’t wait too long to make an offer

The Thames Valley remains one of the UK’s most competitive employment markets, with businesses across Reading, Slough, Maidenhead, Windsor, Bracknell, High Wycombe and the surrounding areas all competing for talented office professionals.

While the UK’s labour market continues to evolve, experienced customer service professionals are often in demand and may be interviewing for several roles at once. Keeping an eye on wider hiring trends through the Office for National Statistics’ Labour Market Overview can help employers understand the current recruitment landscape and plan ahead.

If you’ve found someone who demonstrates the skills, attitude and experience you’re looking for, delaying your decision could mean losing them to another employer.

Having a clear recruitment process, providing timely feedback and making decisions quickly can significantly improve your chances of securing the right candidate while also creating a positive impression of your business.

Partner with a recruitment specialist who understands the local market

Recruiting isn’t simply about matching keywords on a CV to a job description.

It’s about understanding your business, your culture and the type of person who will genuinely add value to your team.

At Bucks & Berks Recruitment, we work with employers across the Thames Valley to recruit Customer Service Executives, Sales Support professionals, Account Managers and a wide range of office support roles. Because we understand the local employment market, we can introduce candidates who not only have the right experience but also the qualities needed to thrive within your business.

We recruit for permanent, temporary and contract customer service roles across Reading, Maidenhead, Slough, Windsor, Bracknell, High Wycombe, Wokingham and the wider Thames Valley, helping businesses find talented people who make a real difference from day one.

Whether you’re recruiting for a growing SME or an established corporate, taking the time to find the right person will pay dividends through improved customer satisfaction, stronger staff retention and better business performance.

Get in touch with the Bucks & Berks Recruitment team to discuss your recruitment plans.

The post How to Hire High-Performing Customer Service Executives in the Thames Valley appeared first on Bucks and Berks.

Unlike larger organisations with dedicated talent acquisition teams, recruitment often lands on the desk of a business owner, office manager, HR professional, or department head who’s already juggling multiple responsibilities.

When a vacancy appears, the priority is usually simple: find someone quickly and get the team back to full strength.

But hiring in a hurry can sometimes come at a cost; a bad hire doesn’t just affect the individual role. It can impact productivity, team morale, customer relationships and valuable management time. And for smaller businesses, where every employee plays an important role, those effects are often felt much more quickly.

The Recruitment Process Takes More Time Than Many Employers Expect

Most employers understand that recruitment takes effort, but few anticipate how much time it requires.

Writing job descriptions, advertising roles, reviewing applications, arranging interviews, responding to candidates and managing the offer process can quickly become a significant commitment.

For a busy manager already balancing projects, clients and team responsibilities, recruitment can become another full-time job. The UK average for time to hire is currently sitting at 4.9 weeks, with some industries taking as long as 6 weeks to fill. That’s a lot of time to take out of your day-to-day.

When the successful candidate turns out to be the wrong fit, that entire process often needs to start again.

Not only has valuable time and money been lost, but the original problem, filling the vacancy, still remains, and you then have to start all over again. So the additional costs associated with hiring end up costing you more. That’s another £6,000+ down the drain.

A Vacancy Can Be Difficult. A Bad Hire Can Be Worse.

Many businesses understandably focus on filling a role as quickly as possible; however, bringing the wrong person into the team can create challenges that are harder to solve than the vacancy itself.

Perhaps the individual has the right experience on paper but struggles to fit into the company culture. Maybe they lack the communication skills needed to work effectively with colleagues or clients. In some cases, they simply aren’t suited to the pace or expectations of the role.

Whatever the reason, managers often find themselves spending additional time supporting performance issues, while other team members absorb extra responsibilities.

Before long, productivity begins to suffer, and frustration can start to build.

Why Job Experience Alone Doesn’t Guarantee Success

One of the most common hiring mistakes is focusing too heavily on technical skills and previous job titles: of course, experience matters, but successful recruitment is rarely just about what’s written on a CV.

For SMEs in particular, attitude, adaptability, and cultural fit often play equally important roles.

A candidate who genuinely aligns with the business, communicates well and is eager to learn can often deliver more long-term value than someone with a stronger CV but a less suitable approach.

This is one reason why interviews alone don’t always tell the full story.

How Recruitment Partners Help Employers Avoid Costly Mistakes

Working with a recruitment agency isn’t simply about saving time, although that’s certainly a benefit.

An experienced recruiter acts as an extension of your business, taking the time to understand not only the vacancy, but also your team, company culture and long-term goals.

By having detailed conversations with candidates before they ever reach the interview stage, recruiters can identify potential concerns, assess motivations and determine whether someone is genuinely likely to succeed within your organisation.

This means employers spend less time reviewing unsuitable applications and more time meeting candidates who are genuinely aligned with the role.

For many SMEs, this level of support can significantly reduce the risk of making an expensive hiring mistake.

Recruitment Is an Investment, Not Just a Process

When businesses are under pressure to fill a vacancy, it’s natural to focus on speed. However, the most successful hires are rarely the quickest. They’re the candidates who have the right skills, the right attitude and the right fit for the organisation.

Taking a more strategic approach to recruitment may require a little more investment upfront, but it can save considerable time, disruption and frustration in the long run.

Because when every employee has a direct impact on your business, getting recruitment right the first time matters.

How We Can Help

At Bucks & Berks Recruitment, we support businesses across Maidenhead, Windsor, Slough, Bracknell and the wider Thames Valley with permanent, temporary and contract recruitment across office support, HR, finance, marketing, sales and operations.

We know that every hire matters, so we take the time to understand your business, your team, and what success looks like for your organisation, helping you find people who are not only qualified for the role but also the right fit for your business.

Contact us today to discuss your recruitment needs.

The post The True Cost of a Bad Hire in a Small Business (and How to Avoid It) appeared first on Bucks and Berks.

Recently, I had the chance to complete a Mental Health First Aid course, which Bucks & Berks fully funded and supported, and what started as a nomination quickly became something far more meaningful to me, both personally and professionally.

I’d love to share my journey with you here, along with some details about our exciting, upcoming wellbeing rewards scheme!

How the journey began…

The opportunity came about as part of a wider initiative to offer something different to a select group of clients, and I was nominated to take part as a representative for Bucks & Berks.

I’ve got to be honest, mental health was never something I thought too much about. I had existed in my own little bubble and was overall quite content with how things were…

However, I’m so glad I took the chance to embark on this course – I’ve learned so many valuable things and it’s opened my eyes to a lot of issues that people may face without making it apparent.

What the training involved

The course was delivered across four three-hour online sessions, led by Melissa Gale alongside a small group of participants from different organisations.

Melissa was exceptional! As an Accredited Trainer with MHFA England, her knowledge and expertise really stood out to me, but what made the experience truly memorable was the way she delivered the course with such passion, sensitivity, and authenticity.

She created such a safe and engaging environment that everyone felt comfortable to share their thoughts and feelings.

I also really appreciated the flexibility of the course. Being able to attend outside of the standard working week and join online from home made it so much easier to fit around other commitments – while still feeling fully connected and involved!

I would highly recommend both Melissa and the training to any individual or organisation looking to prioritise mental health in a meaningful and accessible way.

Key things I learned

One of the biggest takeaways for me was just how broad mental health really is!

Learning about conditions like psychosis – how common they are and far less dramatised than they tend to be in films and TV – was particularly eye-opening. It challenged a lot of preconceptions that I wasn’t even aware I had.

Some of my other key takeaways include:

• Feeling better prepared to respond in a mental health crisis – not perfectly, but with the confidence to try!
• Discovering Hub of Hope, a valuable resource for signposting people to professional support
• Understanding that you don’t need to be an expert or have all the answers in order to make a difference

Sometimes, all it takes is a willingness to be open – to sit down and listen to someone who needs support.

Bringing it into the workplace

In a people-focused industry like recruitment, understanding mental health is so important.

As a temps consultant, I work closely with candidates and clients every day. This training has helped me feel more equipped to recognise when someone might be struggling, approach conversations with empathy and kindness, and offer support where needed.

In a way it’s similar to physical first aid – you might not be able to fix everything, but you can be there to provide any support you can. And that matters more than you think!

One of the most practical skills I developed was active listening. It’s about picking up on small changes in behaviour or tone and having the confidence to check in. Sometimes, simply asking “are you okay?” can open the door to a much-needed conversation!

The role of employers

This experience wouldn’t have been possible without the support of Bucks & Berks, who funded and implemented the training, and overall encouraged me to take it.

More broadly, I believe companies are making progress when it comes to wellbeing. Awareness is growing, and more support is becoming available. While larger organisations often have more resources, SMEs are increasingly recognising the importance of prioritising mental health too, offering things such as wellbeing days and overall, just being more aware of mental health and the impact it can have on someone’s work, which is very encouraging to see.

Introducing… Rewarding Wellness

Following the course, I wanted to build on that momentum in a simple but meaningful way – and that’s why we came up with Rewarding Wellness!

The idea was to create a wellbeing rewards scheme that encourages people to recognise others who might be having a difficult time, while also celebrating those who continue to show up and do their best.

Each quarter, one nominee will receive a small wellbeing treat – something simple, to encourage them to take a moment for themselves and recharge.

If you think someone can do with a wellbeing treat, nominate them today! 

What wellbeing looks like to me

For me, good wellbeing isn’t complicated at all.

It doesn’t have to be anything fancy. It can be something as simple as going outside for a walk or a run, whether it’s rain or shine. It’s about finding a bit of quiet time for myself in a busy house (full of pets and children!) and having the time and space to reset and recharge.

A final thought…

Mental health awareness is less about having all the answers and more about being open, being present, and being willing to listen.

If someone is struggling but unsure about speaking up, the most important thing is that they know support is there when they’re ready – whether that’s through someone they trust or resources like Hub of Hope.

So, if you’re in a position to support others, even in a small way, it can make a real difference!

The post My Journey in Becoming a Mental Health First Aider: Why It Matters More Than Ever appeared first on Bucks and Berks.

The post A Line Managers Resource appeared first on Bucks and Berks.

For employers of small to medium-sized enterprises (SMEs), however, the reality is often very different.  

Hiring decisions tend to focus less on academic pedigree and more on how someone actually operates in a real-world working environment. In fact, Insights from the Graduate Recruitment Bureau suggest that around 50% of SMEs reported no preference for the degree discipline, and over 90% of SMEs showed little interest in the class or type of degree. These businesses focused instead on broader skills and potential. 

This highlights a truth that graduates must bear in mind: for smaller businesses, potential, attitude, and adaptability far outweigh any formal qualifications. 

Why SMEs Hire Differently 

To understand this, we’ve simply got to look at how most SMEs operate.  

Unlike larger organisations, these businesses typically have smaller teams, less rigid structures, and fewer management levels. For them, every hire makes a visible impact – whether it’s positive or negative. 

This means there’s less room for drawn-out onboarding processes or highly specialised roles. It’s usually expected for new starters to hit the ground running, take immediate ownership of tasks, and adapt as priorities change. 

It makes sense then that SMEs tend to place greater emphasis on behaviours and mindset. According to research by University Alliance, employers consistently rank enthusiasm and attitude above academic results when assessing candidates. 

In a small team environment, how someone works in the day-to-day matters far more than what you can find on their degree certificate. 

So… What Traits Do SMEs Actually Value? 

Attitude Over Credentials 

For many SMEs, the one thing that separates a good fit from the perfect one is attitude. 

If you’re a candidate who’s willing to learn, be open to feedback, and genuinely engage with the business, you’ll stand out more than someone with stronger academic credentials but a less proactive attitude. 

Research from University Alliance shows that enthusiasm is one of the most valued qualities, with 68% of employers agreeing it is an important trait. In comparison, the same research shows that only 8% of employers cared about the university graduates studied at! 

Adaptability and Flexibility 

Roles within SMEs after often quick to evolve. Employees may find themselves moving between tasks, supporting different teams, or picking up new responsibilities as the business grows. 

Graduates who are comfortable with this level of ambiguity, and see change as an opportunity rather than a problem, tend to perform far better in these environments. 

Communication Skills 

Nothing is more essential than strong communication when working in smaller teams, as collaboration is constant – and misunderstandings can have immediate consequences. 

This not only means speaking clearly, but also being curious and asking questions, listening effectively, and keeping others informed. A recent study from London Economics highlights communication as one of the most in-demand skills among employers, yet also one of the most common gaps when it comes to graduate readiness. 

Initiative and Proactivity 

SMEs value individuals who don’t wait to be told what to do. Being able to identify issues, suggest improvements, and take ownership of tasks is a major advantage. 

This doesn’t mean you need to have all the answers, all the time – but it does mean you should be willing to engage, think critically, and contribute ideas from the get-go. 

Cultural Fit and Team Energy 

In a small business, your personality matters. When teams are close-knit, your day-to-day working relationships will have a direct impact on the overall productivity and morale. 

SME employers are often looking for people who are reliable, collaborative, and positive – so make sure you contribute positively to the overall energy of the team, not just your own output. 

What This Means for You 

The main takeaway is, if you’re a graduate, don’t rely solely on your academic achievements. 

As excellent as they may be, it’s more important to demonstrate real-world behaviours. This could include any part-time work you’ve done, internships, university projects, extracurricular activities and so on – basically anything that shows you’ve got initiative, responsibility, and the ability to work with others! 

Employers are increasingly looking for evidence of transferable skills such as communication, teamwork, and problem-solving. However, many graduates still fall short in these areas, particularly when it comes to workplace readiness. 

Tailoring applications, showing genuine interest in the business, and providing specific examples of impact can make a true difference. 

How We Can Help 

Looking for your first career role can be both exciting and daunting. If you’re looking for yours, we’re here to help! 

At Bucks & Berks, you can rely on us for practical support that actually makes a difference.  

From CV guidance to interview preparation, our recruitment team’s focus is always on helping you present your skills, attitude and experience in a way that puts you in the best light, and in a way that resonates with SME employers all across the Thames Valley. 

Get in touch with us today and let’s get your career started. 

The post What SMEs Really Look for in Graduate and Junior Office Hires (It’s Not Just Your Degree) appeared first on Bucks and Berks.

We explore how to create an inclusive onboarding experience, support new starters effectively, and build management practices that promote fairness, belonging, and equal opportunity for all. From structured onboarding processes to inclusive communication and ongoing development, it highlights practical ways to ensure every individual feels supported and valued.

Download this resource to review your current post-hiring practices and take meaningful steps toward building an inclusive environment.

If you’re new to this series, start with our Inclusive Hiring Fact Sheet to understand the foundations of inclusive recruitment, followed by our guide on accessible recruitment processes.

The post Inclusive Post-Hiring Practices appeared first on Bucks and Berks.

This resource explores how organisations can identify and remove barriers that may prevent talented individuals from applying or progressing through the hiring process. It provides practical guidance on areas such as application, communication methods, interview accessibility, and candidate experience, helping you ensure your recruitment processes are inclusive from start to finish.

Download this guide to review your current approach and take actionable steps toward creating an accessible recruitment process to a wide, more diverse pool of candidates.

If you haven’t already, start with our Inclusive Hiring Fact Sheet for an introduction to the fundamentals, and explore our introductory Inclusive Hiring blog for further context on what inclusivity looks like in practice.

The post A Hiring Managers Resource appeared first on Bucks and Berks.

This guide provides an accessible introduction to inclusive hiring, offering clear insights into how you can begin to identify barriers, reduce bias, and create fairer recruitment processes. It is designed to help you reflect on your current practices and take meaningful steps toward embedding inclusivity across your teams.

Download the fact sheet to start exploring what inclusivity looks like in practice and how small changes can make a lasting impact.

For further context, explore our introductory Inclusive Hiring blog for a deeper overview of the principles behind inclusive recruitment.

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