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​From Molecular Biology to Recruitment: Routines, Resilience, and the Realities of Career ChangeWelcome toThe MorePeople Podcast, where we share expert insights, personal journeys, and practical strategies shaping the recruitment world today. In this episode, Managing Director Richard Hanwell sits down with Senior Consultant Jordan Waobikeze to explore an unconventional career journey, the science behind high performance, and the ever-evolving world of talent acquisition. Meet Jordan Waobikeze: From Molecules to MarketJordan’s route into recruitment wasn’t exactly textbook. With a degree in molecular biology, he began his career in London’s fast-paced financial district. But the city grind soon lost its charm.“I’d lived in London my whole life, and the novelty wore off. It’s claustrophobic, expensive and honestly, not where I saw my future,” says Jordan.After a move to the Midlands and a classic case of “falling into recruitment,” Jordan eventually joined MorePeople, where he’s now helping drive the business forward on the commercial desk. What Can a Science Degree Teach You About Recruitment?While Jordan may not be using pipettes and petri dishes these days, his science background still serves him.“Biology taught me about systems, body, mind, performance, and how to optimise them. And in recruitment, that’s vital. It’s a high-pressure sales environment. You need structure, resilience, and mental clarity.”From sleep cycles to stress management, Jordan draws on biological insights to keep himself sharp in a role that can be emotionally volatile. It’s all about creating consistency in a chaotic world. Building a High-Performance Routine: Sleep, Stress, and Ice BathsJordan is passionate about performance and not just at work. He’s developed a daily routine focused on regulating stress and staying grounded, starting with one very cold habit: ice baths.“Two minutes every morning. It’s horrible at first, but it’s a natural hit of adrenaline and it sharpens your focus. After that, everything else in your day feels easier.”Beyond the cold, Jordan also focuses on the health trifecta: sleep, diet, and exercise, with a few hacks like ashwagandha and beetroot juice thrown in.“You can’t manage other people’s careers if your own day is in disarray. Clients and candidates both need you to be consistent, mentally and emotionally.” Recruitment: More Than Just a JobRichard and Jordan both touch on the emotional complexity of the recruitment industry. Whether someone’s switching careers or a client is hiring under pressure, the stakes are always high.“We meet people in what’s often the most stressful moment of their professional lives,” Jordan notes. “Our job is to stay calm, steady, and guide them through it.”Richard adds: “It’s easy to forget we’re not just filling roles. We’re managing change, emotion, and long-term career decisions.” Looking Forward: Mentorship, Growth, and Adding ValueJordan’s ambitions go beyond billing targets. He’s keen to move into management and mentorship as MorePeople grows.“Helping new consultants succeed gives me a lot of personal satisfaction. If I can turn green talent into high performers, that’s real value for the business and it’s rewarding too.”But mentoring isn’t just about seniority. As Richard points out, value can come from all directions.“Mentoring isn’t always top-down. Sometimes the 25-year-old has the insight the 50-year-old needs. We want people who bring different lenses and challenge blind spots.” Talent Trends: Power Shift, Hybrid Work, and What Candidates WantJordan sees the candidate market subtly shifting. While the post-pandemic years gave jobseekers more leverage, he’s noticed a return of balance.“We’re seeing a shift back toward clients having more power. Candidates are having to flex more, especially around hybrid working.”He believes hybrid work is here to stay but it’s evolving.“The genie’s out of the bottle with remote work. But some people stretched it too far. If your office is in London and you live in Liverpool, going in four days a week just won’t fly.”That said, Jordan remains a strong advocate for flexible work:“Hybrid roles open up the talent pool massively. And people who have work-life balance are generally happier and stay longer.” Final ThoughtsJordan’s journey shows that recruitment isn’t just about filling jobs: it’s about managing change, cultivating performance, and guiding people at pivotal moments.Whether it’s through biohacks, cold plunges, or mentorship, his approach to work is thoughtful, grounded, and growth-oriented.“If you’ve done something really hard at the start of the day, the rest of it feels manageable. That’s how I approach life and recruitment.”​

MorePeople hosts an annual company conference, where we take a day away from desks for learning, team building and inspiration! Back in 2021, the content of the conference was based on the book Atomic Habits by James Clear and ‘The Power of Tiny Gains’, and still now, the idea of being 1% better at something every day is spoken about most days in our office. The idea of tiny gains is simple: small, incremental improvements made consistently over time can lead to significant results. We’re drawn to stories of people who seem to transform their lives in the blink of an eye, but in reality, lasting success rarely happens overnight. Instead, it’s usually the result of small, consistent improvements that compound over time.After a year, that 1% improvement each day can lead to you being 37 times better than when you started.Why Tiny Gains workSustainable progress – you’re not trying to do too much too soon, it’s sustainable Builds momentum – each time you achieve a tiny goal, you get a psychological boost that makes you want to keep going.Compounding effects – small improvements can lead to significant personal and professional growthOvercoming Perfectionism – You’re less likely to get bogged down by perfectionism as you’re allowing yourself to grow and improve gradually.Examples of incorporating tiny gains in your workStreamlining workflow – regularly refining a process, like reducing the steps in an approval chain or automating a routine task, can save time and reduce costs.Personalised communication - Gradually improving how you personalise communication with customers, such as using their names in emails or remembering their preferences, can build stronger relationships and increase customer loyalty.Incremental Feature Additions - Instead of launching a completely new product, gradually adding features or improvements to an existing product can keep it competitive and relevant.Regular Training - Implementing short, ongoing training sessions or workshops can help employees develop new skills and improve productivity gradually.Feedback Loops: Establishing a culture of continuous feedback, where employees receive regular, constructive feedback on their performance, can lead to gradual improvement in individual and team performance.Content Optimisation: Regularly updating and optimising existing content on your website or blog for SEO can gradually increase your search engine rankings and drive more organic traffic.Improving Sales Scripts: Regularly tweaking and refining sales scripts based on feedback and results can lead to a more effective sales process.The same goes with recruitment, tiny gains in recruitment might seem small but when consistently applied they can lead to a more efficient, effective and candidate-friendly hiring process, improving overall hiring outcomes. Examples include.Clearer job titlesSimplifying application forms Simplified paperwork Pre-starting engagementHave you heard of the power of tiny gains or read Atomic Habits?

​I decided to create the Horticulture Industry Survey for a few reasons, the idea sparked from MorePeople’s bi-annual Salary Survey, which provides great insight across all the industries we work in – food manufacturing, fresh produce, agriculture, horticulture and garden centres. However, I found that even with the comprehensive survey, I was being asked the same questions from candidates and clients including salaries for specific roles and locations and what people can do to retain employees away from salary alone.BackgroundI’ve been specialising in the industry for 5 years now and recruitment is always changing, especially both employer and employee expectations. There’s been an increased demand for more talks, seminars and panels around gaining the right talent and retaining staff, too.So, I thought instead of just telling people information I’ve learnt, let's create a survey with data from hundreds of people across all parts of horticulture, and create a resource for the industry to utilise. Recruitment can be incredibly stressful and time-consuming, and I wanted to give people a place to start.Before deciding to do this, I wanted to do some digging and understand whether it was something people actually wanted. I did some research and asked people, in which the response incredibly positive. I then put a ‘mini form’ out there asking what people would want to see and moulded some of the questions and content around this.We’re all so incredibly busy, so ensuring the data collected was relevant and useful was my number one aim. The results There were a few things that I would say stood out to me in the findings. The first was incredibly positive and a huge shout-out to the YPHA. Of people under 35 who could be a part of the association, 79.7% of them are members. I think this shows the positive impact the YPHA has, as well as how much people value networking and education.One I’m surprised and intrigued about is the culture question. We asked on a scale of 1 to 5 how important culture is to people in the workplace. 43% answered extremely important (1), 35% answered not important (5) with a smattering in between. When doing these surveys, we tend to see answers heavily leaning one way or the other, but this is split nearly down the middle. I do wonder whether people know what culture within a workplace means, as surely no one wants to be in an unhappy environment. This also didn’t align as I’d expected it to when we asked the question on why people left their last role – poor culture was the highest answered option.ImpactAs mentioned, I wanted this report to be a tool that can be used across the industry. We want to keep as much talent engaged in Horticulture as possible. This is so important, especially given that 45% of people said they’d thought of leaving the industry due to salaries, and the top-picked answer when we asked about industry challenges was lack of perm/skilled people. One thing I think is worth noting and considering is the salary differences across genders. Of course, this was only a small data set in comparison to the whole of UK Horticulture, but the average salary answered for people who identified as female was £40k - £49k, whereas male was £60k - £70k. There are a few points that could have affected this; it could be that less women in senior management filled in the survey, there are simply less women in senior management positions, or that there is inequality in the industry across genders.Flexibility is one point I think could really make a difference to people working in Horticulture. Flexibility doesn’t mean working from home or hybrid. You can’t do a lot of roles from home. Flexibility means being able to amend working times for things like childcare or going to the doctor without having to book a day off. It’s things like this, that whilst take time to implement within a business, make a huge difference to employees and employee retention.What’s next?I hope that it serves as an educational piece for the industry. I’d like to be able to hear about small, positive changes that both employers and employees have made. I’d like to get as much feedback as possible on people's thoughts and questions following the report. If it’s beneficial, there’s no stopping us doing it again, but it can be evolved to make sure it’s as useful as possible. I want to encourage anyone reading the report to ask me any questions they have. We can break down salaries, genders, roles, qualifications etc further – just ask! Please reach out to me, Sarah, with any feedback or questions on the report.You can reach me on 01780 480530, sarah@morepeople.co.uk or https://www.linkedin.com/in/sarahwant/

​Interviews are nerve-wracking experiences, no matter how much you prepare. You’ve rehearsed your answers, practiced your body language, and mentally prepared for any curveballs the interviewer might throw your way. But then, it happens: your mind goes completely blank. The question hangs in the air, and you’re desperately thinking of something to say. It’s a situation we all dread, but it’s entirely manageable. Here’s how you can cover your mind going blank in an interview. ​The first step is to pause and take a deep breath. When anxiety kicks in, it’s easy to feel panicked and pressured to fill the silence immediately. However, a pause is perfectly acceptable and can even work to your advantage. Use this moment to compose yourself and stop that fight or flight feeling. Remember, a few seconds of silence often feel much longer to you than they do to the interviewer. ​If your mind goes blank because the question is unclear or complex, don’t hesitate to ask for clarification. This can give you a bit more time to think and shows that you’re thoughtful and detail-oriented. You might say something like, “Could you please clarify what you mean by that?” or “Are you asking about my experience with project management specifically?” ​Another tactic is to repeat the question back to the interviewer. This serves two purposes: it buys you some time, and it ensures you’ve understood the question correctly. For instance, if asked, “How do you handle tight deadlines?” you could start by saying, “How do I handle tight deadlines…?” This simple strategy can kickstart your brain into action, helping you to structure your response. ​When you’re struggling to find an answer, thinking out loud can be a lifesaver. Begin by discussing how you’d approach the problem or question at hand. This shows the interviewer your problem-solving process, even if you don’t have a perfect answer ready. For example, you might say, “That’s an interesting question. Let me think about how I’ve approached similar situations in the past…” This technique demonstrates that you’re methodical and composed under pressure. ​If you’re completely stuck, use a placeholder response to keep the conversation moving. Say something like, “That’s a great question. I want to give you the best possible answer, so I’m taking a moment to think it through.” This approach buys you time without leaving an awkward silence and shows that you’re taking the interview seriously. ​Sometimes, blanking out can be a sign of overthinking. Try to reframe the situation by reminding yourself that the interview is a conversation, not an interrogation. The interviewer isn’t trying to catch you out; they’re interested in getting to know you better. Change your mindset from perfectionism to authenticity, and answer as you would in a normal conversation. This can relieve some of the pressure and help your thoughts flow more freely. ​When in doubt, relate the question to a specific experience. Even if it’s not a perfect match, talking about how you’ve handled something similar in the past can help you get back on track. For instance, if you’re asked about a skill you’re struggling to articulate, you might say, “I’ve faced a similar challenge in a previous role, where I had to quickly adapt to a new software system…” ​If you absolutely cannot come up with an answer, it’s okay to admit it and move on. You can say something like, “I’m drawing a blank on that right now, but I’d love to revisit it later in the interview or after I’ve had some time to think about it.” This honest approach can be refreshing, and most interviewers will appreciate your candour. ​Preparation for an interview isn’t just about rehearsing answers; it’s also about managing stress. Incorporating mindfulness techniques, such as deep breathing exercises or meditation, into your daily routine can help you stay calm and focused during the interview. The more you practice staying present, the easier it will be to handle those moments when your mind goes blank. ​After the interview, take some time to reflect on what happened. Why did your mind go blank? Was it a lack of preparation on a specific topic, or was it due to nerves? Use this experience as a learning opportunity to improve your performance in future interviews. Every interview is a step towards mastering the art of presenting yourself under pressure.Here at MorePeople, we pride ourselves on thoroughly preparing our candidates before they go for an interview, if you would like to discuss anything further please don't hesitate to call one of the team on 01780 480 530 and they'll be happy to help with whatever query it is you have.

​Growing Careers & Cultivating Change: Insights from the MorePeople Podcast with HTA LeadersThe MorePeople Podcast is back and this time, it's a two-part series diving deep into the world of horticulture, career development, and industry advocacy. In Part 1, host Andrew Fitzmaurice welcomes Fran Barnes, CEO of the Horticultural Trades Association (HTA), and Will Armitage, HTA Vice President, for a lively and insightful discussion.Together, they explore everything from career pathways in the sector to the role of lobbying in shaping policy, and why environmental horticulture deserves more national attention. Meet the Guests: From Broadcasting to Blooming CareersFran Barnes brings a rich and varied background to her role as CEO of the HTA. After 20 years at the BBC, she transitioned into agricultural communications with the NFU, where she led campaigns and lobbying efforts for over a decade. Now at the HTA, she’s focused on enhancing member services, lobbying Westminster, and strengthening events and industry engagement.Her career path, from journalism to lobbying and now horticulture, illustrates the power of embracing change:“Sometimes you just have to go with the flow of where the river of your career is taking you and do what you enjoy doing.”Will Armitage, Vice President of the HTA, has deep roots in the industry. He previously ran his family’s garden centre business in West Yorkshire, founded a boutique gardening brand, and now consults for horticultural and catering businesses. His experience spans the full spectrum, from hands-in-the-soil operations to high-level strategy. What is the HTA—and Why It MattersThe Horticultural Trades Association (HTA) represents a wide cross-section of the UK’s environmental horticulture industry, from growers and retailers to landscapers and manufacturers. While often overshadowed by edible horticulture (think fruit and veg), environmental horticulture, plants, trees, gardens, and green infrastructure, plays a massive role in national wellbeing, the economy, and climate action.“Nearly 700,000 people are supported by employment in environmental horticulture,” Fran notes. “With the right government support, the sector could contribute over £40 billion to the UK economy.”Yet, despite its vast potential, environmental horticulture is still under-recognised in public policy. Growing People: HTA’s Role in Career DevelopmentCareer development is central to the HTA’s mission and it’s about more than just entry-level recruitment.1. Apprenticeship ProgrammesThrough the Association of Professional Landscapers (APL), the HTA runs successful apprenticeship schemes that give young people hands-on industry experience. Fran shared stories from a recent boot camp, where enthusiasm was high and skills impressive. Top motivations for joining the field?Seeing the tangible results of your workAvoiding office lifeAnd yes getting a tan (weather permitting)!2. Ongoing TrainingThe HTA offers online courses tailored to different career stages, ensuring professionals can keep developing throughout their working life.3. Events & NetworkingFrom national events to regional engagement plans, the HTA acts as a convener, facilitating knowledge sharing and peer-to-peer learning. These networks help professionals discover opportunities and stay engaged.“You don’t know what you don’t know,” Andrew points out, a reminder of how vital industry visibility is to career growth.4. The Employer’s RoleFran also highlights the need for businesses themselves to invest in talent:“What happens if we train them and they leave? The real question is: what happens if you don’t train them, and they stay?” Horticulture’s Bigger Picture: Health, Climate, and WellbeingBoth Fran and Will emphasise horticulture’s wide-reaching benefits, especially environmental horticulture:It enhances mental health and wellbeing, particularly in urban settings.It plays a key role in climate resilience, supporting net-zero and biodiversity goals.It nurtures connections between people, places, and nature.“Horticulture infiltrates every corner of life,” Will says. “It belongs in schools, cities, homes, it’s everywhere.”Despite this, edible horticulture still gets more attention in policy discussions. That’s something the HTA is actively working to change. Lobbying for the Future: How HTA Engages GovernmentA major part of HTA’s work is lobbying and as Fran explains, it’s about consistency, visibility, and building relationships:“If you're not there, you're not listened to.”After the recent election, the HTA moved quickly to engage:Writing to every MP inviting them to visit members’ businessesRequesting meetings with the Prime Minister, Chancellor, and Secretaries of StateMonitoring policy changes from events like The King's SpeechThe response has been overwhelmingly positive. Many MPs have already expressed interest in visiting member sites, which Fran says is critical for raising awareness of the sector’s challenges and opportunities.“No MP I’ve met doesn’t enjoy visiting a grower, retailer, or landscaper. It’s tangible. It’s uplifting. And it gets results.” Final Thoughts: A Sector on the RiseThis episode of the MorePeople Podcast is a powerful reminder that horticulture is more than planting flowers: it’s about growing futures. Through focused career support, relentless policy work, and a commitment to greener, healthier spaces, the HTA is helping transform both the perception and the potential of this essential sector.​

Our HR partner Safe HR recently released a blog about workplace inductions. As a specialist recruitment company, we know how important first impressions are for candidates and businesses alike and their effect on retention rates. Whether you have a solid induction process or are looking at revamping your processes, we wanted to share Safe HR's insights on the topic. When a new employee starts in your business, the first few weeks are key in ensuring they settle in well and feel supported by you as an employer. You’ll need to equip them with all of the information, training and knowledge required to do their job to a high standard, without overwhelming them. Sounds tricky? With a clear and streamlined induction process, it doesn’t have to be. The purpose of an induction is to help your new employee to feel welcomed and valued, while also paving the way for them to be a productive and positive asset to your business. What is a job induction? Induction definition Within the workplace, an induction refers to the process of getting new employees acquainted with your business, helping them to settle in and giving them the information required for them to become a valuable team member. How it works An induction process is slightly different to onboarding in that it usually encompasses the very beginning of the new employee’s work life, whereas onboarding can stretch to a year and beyond. An induction can also focus more on introducing the new starter to the role and what’s expected of them, while onboarding considers more of the wider organisational culture. It’s a good idea to have an induction process template ready for when a new employee starts, which can then be changed or adapted if necessary. Remember that some employees, such as graduates in their first job or those returning from long-term sickness, may require more support than others. The importance of induction The key thing to remember about inductions is that they’re mutually beneficial for both you and your employee. The new hire feels well-adjusted, which means they’re less likely to start looking for another job; they’re happier and more settled and you’re less likely to lose them to a different organisation. Eight out of ten staff who leave organisations are new employees, so it’s ultra-important to make the effort to get them settled. Benefits of an induction programme It’ll save on time and resources, as you’re less likely to have to start the recruitment process all over again. It’s an opportunity to get creative. Instead of just treating an induction as a tick-box exercise, use it as an opportunity to show why your company is so great and to showcase its best bits. The better the induction process, the more efficient and effective the employee will become in their role. Armed with knowledge and training, they’ll be able to quickly start contributing to the wider company through their work. Feeling supported and listened to will boost the individual’s confidence and feed into the wider team morale, helping to sustain a positive company culture. Employee induction procedure An effective induction brings together more practical elements with activities that allow the employee to become immersed in the company culture. The key parts of the employee induction programme are: 1. Meet colleagues Getting to know who they’ll be working with is so important in getting the new employee comfortable and easing their first-day worries. Introduce them to their team (and assure them that they don’t have to remember all the names straightaway!) and consider assigning them a buddy for extra support. The employee will be more eager to start working if they’re made to feel welcomed and like they’re part of the team already. 2. Tour of workplace Familiarise your employee with their new surroundings, showing them where they can find the toilets, the first aid box, the fire exits and any kitchen facilities. Ensure you’ve sorted out their workstation ahead of their arrival and that they have everything they need to get started. By showing them their surroundings and having their workstation and equipment ready for them, you can help to make your employee feel valued and important. It’s worth noting that not doing these things can have the opposite effect. 3. Health and safety On the first day of the induction process, the new hire should be taken through your health and safety procedures and receive any necessary training. Different types of roles will require different levels of training, but as a minimum requirement, employees should know how to assess and minimise common workplace risks, and be informed about emergency procedures. 4. Get all the necessary documents sorted All employees need to have received and signed a written statement of employment (usually in the form of an employment contract) on their first working day. You’ll also need to collect from them copies of proof of their right to work in the UK, their P45 and their bank details for payroll. 5. Get to grips with company policies It’s a good idea to grant all new employees access to an online employee handbook which covers all policies and procedures for your business. This will detail any legal requirements they’ll have to abide by, as well as company policies surrounding dress code, annual leave, sickness absence and any other areas of importance. 6. Understand their role Early on in the induction process, it’s important to invite the employee to a meeting where you explain the key responsibilities of their new role, what you expect from them and how their work will contribute to the wider company. This will give them a good overview to get started with and will, hopefully, encourage them to work hard and excel in their role. 7. Identify any training needed By the end of the induction process, you’ll likely have a good idea of how well the employee be able to perform their role and will have identified any gaps in their abilities. This way you can organise further training or tasks in order to ensure they’re fully equipped going forward. 8. Organise first probation meeting Giving feedback to new employees is essential in keeping them on the right track and giving them motivation to maintain a high standard of work. Make sure you set a date for their first probation review and ask them to answer some questions beforehand so you gain an understanding of how well they’re settling in. What makes a good induction programme? It’s a good idea to make an employee induction checklist which lists all of the tasks and training that your new employee will have to undergo during the induction process. This way, it’ll be easy for both parties to remember what’s still to do, and will be evidence that the individual was given all necessary information. Just ensure they sign it and hand it back when the induction is complete. Checking in regularly with your new hire, to make sure they’re settling in comfortably and not feeling overwhelmed, is key. The more supported the individual feels, the quicker they’ll start to become an essential and productive member of your team.​