Everyone who joins our team has the chance to make a real impact and difference to Orbis.
Quality is the backbone of what we do and developing our staff is no exception. You are in charge of where you want to go and every member of the Orbis team has a tailored learning and development programme, specific to their goals and aspirations.
Our promotion criteria is clear and undisputed. You will benefit from extensive training and development from our Managing Directors and ex-industry professionals, who don’t shy away from the team behind closed doors. Our open office space is a collaborative environment, but you will be given full autonomy and accountability. You'll excel on ambition and performance, not date-restricted criteria.
We love all things tech and to give our consultants exactly what they need to excel, we use the latest recruitment platforms, CRM, Cloud phone system, job boards and each consultant will be given a LinkedIn Recruiter licence. This goes alongside in-house marketing, events and personal branding support. Plus a dedicated accounts and contractor care team.
Our team are an eclectic mix of characters, with a fun synergy and friendly office. Whether you are an experienced recruiter, a graduate or you’re looking for a change of career; we're extremely interested in hearing from any background.
WeWork benefits & members portal
Unlimited budget to attend / host industry events, meetups & training courses
Lunch clubs at top 5* restaurants & Breakfast on Mondays & Happy hour on Thursdays
Office music, office drinks fridge, weekly treats & early Friday finish
Incentive trips abroad & across the states
Cycle to work scheme & on-site showers
The latest tech equipment, programmes & platforms
Birthday day off
Work from home
If you are looking to progress within your role or move to a new opportunity, it is now more important than ever that you are preparing for interviews. Current uncertainty in the market means fewer projects are being kicked off, as budgets and new initiatives are first to be questioned within businesses. See our best tips for project and programme manager interviews below: Suss out the reporting lines – The easiest way to suss out the level of a PM is to recognise who reports to them and who they report to. If they report to a Programme Manager, they are a PM (Project Manager) If they report to the head of department, they are likely a Programme Manager. PM’s should be managing multiples resources of things like BA’s directly. Back up your competency with examples: You can relate most competency questions back to a few examples (and you should always have an example). The best ones include dealing with difficult stakeholders, turning around a failing project, a time you failed on a project and what you learnt from it. All competency questions will come back to examples – ‘tell me a time you are proud of’ or ‘what would you of changed’ or ‘tell me about a front to back delivery’…etc. Know your projects: If it is on your CV you have to know it front to back. Budget, timeline, resources. Achievements: if someone asks for your achievements a ‘delivery’ is not one of them! A 'delivery' is your job, an 'achievement' is something that wouldn’t have happened without you. When did you take initiative? Did you put a new roster in? When did you go above and beyond? Budgets and tools: PMs should have control of their budget so you need to know what the budget is and how you manage it. You also need to make sure you are structured in how you track your budget - think of tools you have used – for example, Jira etc. Stop talking – PM’s are concise - interviewers will not reply straight away when you answer. Don’t drone on. They are pretending to be difficult stakeholders to see how you react to the situation. Be hands-on: Firstly, say ‘I’ not ‘we’. You run the project, don’t make it seem like the team ran it for you. However, you need to be ‘hands on’. A good PM will have examples of how he gets stuck in when needed with aspects, like requirements. However, you also don’t want to be getting in the way. You need to say you will trust people to do tasks. The best PMs I have worked with always say "the hardest thing about being a PM is trying not to get too heavily involved and doing everything yourself"
I get it, it's really hard to know what a good CV looks like. The internet is full of example resumes that are all different styles with different ordering and inconsistent content. Should my education go first or last? Do I include a summary? Should I put every job I've ever had? Your CV is the first impression a company will get of you. First impressions are everything, so it's important to get your document perfect. Fortunately, it's really easy to fix for most people, but advancing your CV from ‘good’ to ‘excellent’ is the key to stand out from the crowd. So, What makes a good CV? We’ll let you in on a little secret, the ordering of your CV won’t affect your hiring chances, BUT it is worthwhile building it in a clear, organized format that shows off your best abilities. Follow these guidelines and we'll get your resume in top shape: Your CV should be up to 3 pages long. With a maximum of 5 pages. Being able to communicate concisely is important and this is your first opportunity to demonstrate you can do that. Promote your most relevant and recent positions, skills, and attributes. Hiring Managers have a lack of time or inclination to read through a 17-page booklet outlining your illustrious career, save that information for the interview process. We would advise that you list positions in your career up to the last 10 years or the last 5 roles you’ve been in, whichever is smaller. Anything after that should be listed as company, title, and position only. Any highly relevant positions that fall outside of the 10 years/5 roles timeline, can be highlighted in your cover note. Introduce yourself with a summary. Put a summary paragraph at the top of your CV. Talk about who you are and what you’re all about in terms of skills and character. It should only be 3 or 4 sentences, but by the end of it the reader should know how much experience you have, what your specialties are and what you’re passionate about. Try not to cram it full of buzzwords; anything you say here should be backed up with concrete examples in your employment history. Education and Qualifications. If you’re at the earlier stages of your career, put your education under your summary. List the university or school name, course title and result. This can include your university degree (if you have one), diplomas, certifications, along with your final school results. Employment History. This should focus on what you produced and how you did it. Avoid talking about what the company does or the department. Focus on what tools and techniques you used and what your achievements were. Start with a sentence or two describing your roll, then use a bullet point list for your achievements and main responsibilities. It makes it much easier to read and digest. Other Skills and Extra-Curricular Activities. If you do anything outside of work, whether it be personal projects or anything that involves you doing things that relate to the role, then list it out. Employers love people who are genuine and interested in the work they’re doing. This is a sure fire way to demonstrate that. If you haven't got anything, then maybe now is the time to start! Some quick tips to achieve the X factor: Keep your desired role in mind and detail your CV around the job description. Make sure any of the requirements and desired skills for the role are clear on your CV. For instance, if you’re looking at a change in career, make sure to highlight all your transferrable skills relative to the role. - but what are your transferrable skills? You can check out more information about transferrable skills here. Avoid writing big chunks of texts or big lists of experience. The hiring manager won’t understand what you’re significantly skilled in. In your work experience make sure each section discusses the main things you were exposed to. This way the reader has context for your experience. Don't play buzzword bingo. "Passionate about driving innovative solutions from business interaction" - what does that even mean? Make sure everything you write about your attributes has got examples to back it up. Don't lie. EVER. This is never a good idea and you will get found out. It puts you at risk of getting asked about it in the interview process and if you can't provide sufficient experience or demonstrated ability, you're going to look simply stupid.
May the Fourth be with you! An annual celebration of all things Star Wars. Where people join together to celebrate the legendary sci-fi series. But have you ever thought about who in your office resembles some of the original trilogies most famous characters? Here are eight of our picks for every Star Wars character you’d find in your office space. Princess Leia – CEO/Founder The general and leader of a movement. Someone so inspiring that you will one day drop your day job as a farmhand on Tatooine for a career-changing adventure to change the galaxy, or silicon valley, either is an impressive feat. They’ve been there from day one and despite not being a technical genius, they’re always coming up with the next innovative idea. Darth Sidious – CTO A figurehead of the business who has radical expansion plans but needs more manpower to put them into action. Will show signs of immense technical power when required, as well as strong arguments in favour of joining their (dark?) side. A surprisingly large number of interns have come through the business under their tenure. Darth Vader – Engineering Manager By order of the CTO they will enact their bidding to reach its fullest potential. Has probably been with the business a while and some battle wounds to show for it. Will one day send an email round the office so cutting that the task everyone was avoiding completing will be promptly finished by close of play. Obi Wan Kenobi – Director of Engineering They’ve been there a long time, so long infact that they are the default font of all knowledge and wisdom within the business, overseeing various name and logo design changes. Best not to ask too many questions though as you may hear some old stories about what times were like during the original release of Java. Han Solo – Senior Developer The hotshot individual contributor. They are not ready to take the step into management because they themselves cannot be managed. Inadvertently an inspiration for those around them due to their rogue nature and ability to find a solution to the most difficult problems. Luke Skywalker – Junior Developer The new kid on the block. They stumble in for of enthusiasm to find out the deeper meaning of a fulfilling career. Raw potential seen by one of the managers during an impromptu interview. They move through the business at a rate of knots and threaten to outshine some of the more senior members of their team. Yoda - UX & Product Designer Stronger than most in their connection with the Force. The designer may sit outside technical teams but they are equally as wise and powerful. They've trained Jedi researchers for years, playing integral roles in the navigation wars, instruction of full user satisfaction, and unlocking the path to a qualitative, cost-effective and attractive product. C3PO + R2D2 – HR & compliance The fearless duo who will stop at nothing to make sure the business is running at it’s most efficient – ask C3PO about the latest on IR35 and expect a lecture point by point on the government updates. R2D2 to follow up with the step by step measures you need to take – you’re not quite sure you understood everything, but C3PO heard everything perfectly.
Transferable skills are those that can be applied across different roles. They may be personal attributes that you’ve developed over time. Or they could be skills you’ve acquired through training. While the range of skills an employer or recruiter will be looking for depends on the role, there are some fundamental transferable skills that will help you stand out. Why not take the time now, while you have it, to think of some really good, real-life, examples that demonstrate the transferable skills you have. Spend time planning out the best way to talk through your background and experience, and prepare and practice giving answers to commonly asked questions that demonstrates your skills in the following five areas. Communication Express yourself clearly and with confidence. Demonstrating proficiency in written and verbal communication is a sure-fire way to impress an interviewer. Listening Answer the question asked. Listening is more than hearing what is being said, it’s about being able to interpret the message and act accordingly. Teamwork Teams that work well together, achieve more. Employers are typically looking for people who work well and get along with others. Organisation Demonstrate that you’re able to organise your own work schedule and can adapt to and deal with unexpected issues that arise. Leadership Leadership is a skill that most employers look for in all employees, regardless of seniority. The amount of time you have in an interview is limited, so make sure you prepare to give yourself the best possible chance of success. Identify what skills you have; you might even ask friends or colleagues for their input. Then determine what skills the recruiter or employer is looking for. Finally think of examples that show how the transferable skills you have will add value to their business. Simple really! Measures put in place to combat the spread of coronavirus appear to be paying off according to the latest figures. So, hopefully it won’t be too much longer before things return to normal. However, if you’ve lost your job, or are on furlough, now’s the perfect time to brush up on your skills and to make sure you’re putting your best foot forward when it comes to securing a new role. Give your CV a makeover – if it’s been a while since you last updated your CV, now’s the time for a re-fresh. There are lots of good templates out there. In fact, why not sign up for a free trial at Canva.com. Search ‘resume’ and you’ll have hundreds of templates to choose from! Be sure to include the four key elements recruiters and employers look for too; a personal statement, up-to-date work experience, a skills section (which should be tailored to the role you’re applying for) and details of your educational or training qualifications. Let your network know you’re available – update your LinkedIn profile (you do have one, right?) and put up a post letting people know you’re looking for a new opportunity. If you’re new to LinkedIn, have a read here. Use your free time to strengthen your skills - look back through your job appraisals to see what has been highlighted as areas for improvement. Or, compare your skill set against the skills mentioned in job descriptions you’re interested in to see what you’re missing. Then go find yourself an online course, there are thousands out there and who doesn’t love learning something new? This also shows prospective employers that you’re proactive and willing to keep learning. Research sectors that are hiring - yes, hiring has slowed down across many industries but there are some sectors on the rise. Supermarkets, for example, are currently recruiting for thousands of temporary workers for positions like delivery drivers, customer service assistants and warehouse operatives. Whether you have experience or not, transferable skills can help. And handily, that’s exactly what we’re going to cover next.
We are all well aware by now that things are changing with self-isolation and non-essential travel in place. If you are business as usual, remote recruiting, hiring and onboarding is the only way to go to minimise, or even completely avoid, aftermath upset. We’ve pulled together some tips and tricks below to help you on your way to a smooth remote onboarding process. Set expectations The recruitment process is the beginning of the onboarding experience for the candidate, especially for remote employees so it’s important that expectations are set during the interview process. Be aware of the common struggles of remote employees and share your ideas for solutions to these. Managing workloads, ill-defined hours of work, and lack of accountability are always amongst remote employees’ negative feedback. Be transparent and honest about workload, hours of work, and any key performance goals for their role. Defining these at an early stage will help you avoid confusion or conflict further down the line. Also, remember that with the candidates not actually stepping foot in your office for an interview, they’ll be relying on your social media and website to measure your culture and vibe. Make sure these tools authentically portray your employee experience as well as they convey your customer experience. Ensure your “Meet the team” page is up-to-date and accurate and don’t be afraid to post internal fun (albeit over video chat or instant messaging at the moment) on your social media, it doesn’t have to all be about the product or service on some social channels! Have a specialised process Take some time to create a remote onboarding checklist. There’s a good chance you have a checklist in existence already for new hires, but maybe not specific to remote hires. Some points will remain the same, others won’t be relevant, and some new ones will have to be created especially. You want them to feel comfortable and able to crack on with work as soon as possible, so think about what tools and information they’ll need to get up to speed. Consider your tech stack – who needs to set your employee up on what platforms? Be as detailed as possible. If your office manager, or the employee themselves are responsible for fulfilling a checkpoint, they should know exactly what they need to do. Being clear about this from the start means your employee will be up and running sooner rather than later. They’ll also have a much better experience as a new starter. Send a welcome pack (if possible) While some things like your company handbook, offer letter and contract, can be sent digitally, some things need a little bit of advanced planning. This is a great opportunity to also send a welcome package in the mail. If you’re unable to get the items you would normally gift in a welcome pack, branded hoodies, notepads, pens etc. due to this isolation period, then have a think of something else you could send instead. Even if it is not company branded, your new starter would still appreciate some new pens and a notepad to use in their new role. You could send them a pamper package to relax after their first week on the job. Just something to say, ‘Welcome – you’re part of the team!’ and to let them know you’re excited for them to join the gang, even though it’s not face-to-face. Introduce the team Helping your new employee meet their colleagues is easy when they’re in the office, you waltz them round the office, introducing them to everyone and explaining roles and team structures. Sure, they might forget some names for the first few days, but nothing beats a friendly, in-person chat, welcoming smile and lunch break catch-ups. This is a little trickier with remote employees, but don’t let that be a reason to not do it. It’s best to do this over video so the new hire can still ‘put faces to names’. This will also help curb the feelings of isolation and nervousness about reaching out to people with tasks or questions and fast-track their grasp of the company’s culture. Make sure you put time aside to introduce them to the team and don’t let it get put off. Not feeling properly part of the business can be really disheartening for a new start, which in turn is likely to hinder their performance. Also, make sure they know the social calendar, don’t want them missing out on Friday pints, even if it is just on a video platform. It’s nice to get to know about your colleagues’ lives outside of work. Ask what works for them, accommodate and adapt We’ve so far spoken about setting boundaries and expectations from your perspective. However, take the time to ask about their preferences for things you are prepared to be flexible on. Hearing how your new employee would prefer to hear feedback, take meetings, or be issued tasks can make all the difference. Taking the time to hear their thoughts gives them confidence that you’re prepared to listen to them and that you’re considering their specific needs. Why not create a ‘How I work’ document and ask your new employee to fill it out. Set time to revisit this too as their preferences may change as they settle in, and processes may need to be revised. Always be learning Since remote onboarding is looking like it will be becoming more ‘normal’ in the current climate, you want to make sure you did your job well. So, ask your new starts for feedback, how they found the onboarding process and if they have any suggestions on how to improve for future remote employees. For further information on remote onboarding, check out our free guide: Orbis Virtual Onboarding Guide.pdf Size: 1.82 MB
Orbis is home to innovative recruiters who believe in building trusted relationships and strong communication. Our integrity to invest in people and community is unwavering. If we have piqued your interest, please get in touch to have a confidential chat. We look forward to hearing from you!