Interview FAQ: the five years’ time question!

Tackling your next Interview FAQ: AKA how to answer the five years’ time question.

Not so familiar with this question? It tends to be as simply put as its possible answers are open…

“Where do you see yourself in the next five years?”

When you’re not prepared for this question your brain usually goes in one of a few directions.

  • A) You wonder how you can possibly answer this when you’ve not had the chance to think beyond the interview. You might not be much of a planner in the first place, preferring to take life day-by-day.
  • B) Your brain may be working its way right up the ranks of the company (or perhaps the ranks of its competitors!), suddenly making you the person sitting in the interviewer’s chair.
  • C) You start daydreaming about that one dream career you still haven’t tried yet.

Before you launch into a response that steers you too far in any of these directions, let’s consider the purpose of this interview question.

In other words, ask yourself why your interviewer is asking this question?

Take yourself right back to the reason you’ve been invited to meet with the company in the first place. They want to know how you’ll suit the role that you’re interviewing for and the team that you may soon be a part of.

This question is a subtle probe into your career goals and how the vacancy fits within these…or not!

So, how should you answer?

Bring your thoughts straight back to the job that you’re there to discuss. Consider how it will…

  • Help you hone a skill that you wish to deepen.
  • Offer you an opportunity to use your current skills in new ways.
  • Allow you to work on a particular project or with a particular group of people.
  • Enable you to work towards a shared mission.
  • Offer you the chance to be a part of a specific industry.
  • Help you achieve an identified goal, or similar.

Whatever most truthfully stands out to you should be the aspect that you weave into your in five years’ time response. You’ll often need to use the findings of your interview research to support this.

A simple formula:

  1. Identify your desire to work towards X within the next five years (whatever it is that you’ve identified from the above/your own thoughts along these lines). State this in a sentence or two.
  2. Explain how the role you’re interviewing for will allow you to achieve this; referencing something you’ve read in the job spec and/or identified in your wider company research.
  3. Where possible, back this up with some relevant evidence taken from your CV. Whether that’s discussing a project that has prompted your current goal, or the way you developed your skills in your most recent job.

Be prepared to go deeper into the ‘why’ behind your goal, if your interviewer wishes to know more about this. Most of all, keep it simple, positive, and (as ever!) demonstrate your enthusiasm.

For more interview FAQs, check out…

Not enough work to keep you busy?

Do you have enough work to keep you busy each day? This topic is inspired by one of the Guardian’s recent ‘Working it out’ columns…

This column is designed to give readers the chance to submit their work-related problems. Rather than roping in careers experts to respond, it’s then fellow readers who get the opportunity to share their thoughts in the comments.

We were interested to read a recent post titled…

“I don’t have enough to do at work. How do I stay motivated and look busy?”

In this case, the person is part way through a job restructure and will soon have an increased workload. However, we know that this problem also affects many employees on an ongoing basis.

It’s the career world’s Goldilocks principle. People either don’t have enough work to stay inspired, or they have too much and risk burnout. Often they flipflop from one side to the other, struggling to find that healthy middle ground!

There are many reasons for this…

Perhaps it’s a job that sees strong seasonal shifts in demand. Maybe the business has hit an unusually quiet time. Or, perhaps, the team isn’t as well balanced as it should be and there are too many people trying to undertake the same job.

One group that can be especially affected is that of the brand new employee. Especially if the employee is not receiving much in the way of an induction, or the planned induction is delayed. Of course, the new staff member may also be ‘catching on’ faster than anyone predicted and is quickly outgrowing those early duties.

What to do if there’s not enough work to keep you busy:

We’ll come on to your team members in a minute. For now, we’ll think from the focus of the employee.

  • Speak to your manager, if appropriate. The best way to broach this topic is from a positive, proactive perspective. Rather than raising any flags that suggest you’re bored, explain that you have completed your day-to-day tasks and wondered whether there’s anything specific they’d like some extra support with.
  • Where possible, use an example. It often helps if you can identify a project that may need some extra hands; especially if the rest of the team is busy (and possibly too busy to draw up a list of fresh tasks).
  • If it feels inappropriate to ask (for instance, there has been a major work situation to deal with and you don’t want to distract your manager): use your initiative. Brainstorm all the ways that you could complete your day-to-day duties better/support the rest of the team. Is there some research you could undertake from your desk; a system that you could put in place or a skill that you could learn to facilitate your role? You should still aim to discuss this with your manager at the next convenient opportunity (making sure they’re happy with the way you’re focusing your time). Meanwhile, don’t just ‘look busy’ ensure you stay busy by completing these tasks.
  • Steer clear of non-work related tasks. Many of the Guardian commentators suggest working on what sound to be personal projects. Yet, however bored you are, you’re still being paid to support the business.
  • If you’re that bored for that long: it may be time to consider a more challenging role. Our jobs page is regularly updated with the latest opportunities.

What to do if there’s not enough work to keep your team members motivated:

  • Watch out for the signs. Your current team/particular team members may think and work faster than previous groups that you’ve managed. This is no bad thing if you take a proactive approach; watch out for any signs of boredom and speak to your employees when needed.
  • Invite an open response. Ask your team how they feel about their current workload. This open question will hopefully spark more than a one-word response. If the person says they’re fine/happy yet you feel they’re holding something back, ask if they feel ready for some additional tasks.
  • Keep a list of business development opportunities. Use quiet times to commence new projects that support your business goals. If it’s a temporary lull, these can be soft projects that can be picked up and dropped as necessary. For example, research, creative brainstorming, and similar.
  • Consider training opportunities. Is there a skill you’d like your team to work on in quieter moments? There are so many online courses that can be completed from a desk; often these are free.
  • How about giving your employees some say in how they should be using this time? Rather like Google’s infamous 20% time, employees could be invited to do whatever they wish to do during quieter moments yet with one condition: they must be able to explain precisely how this task will benefit the business.
  • Consider your current structure and the health of your company. Is this a good time to support business growth? Would offering internal promotions allow you to recruit new staff members and grow your team? And/or could employees take on some additional duties for the company’s benefit?

For further advice on team restructures and recruitment plans, please call the office on 01225 313130.

Working into older age: is it a choice?

Many of us will now be working into older age. Wondering why? The primary reason happens to be a half-decade first!

Earlier this year, we shared a LinkedIn post which predicts that 6 million of us will work right into our eighties. This is well beyond the current State Pension ages (and there’s a calculator on the website if you’re yet to know yours!).

So, why are we working into older age? Is it a choice or not?

More than two-fifths of employees say that this is a positive lifestyle choice – according to research on the reasons for working beyond 65 years of age.

This means that ‘choice’ has finally beaten a financial incentive for the first time in 50 years! Specifically:

  • 36% of people are likely to work beyond 65 years primarily due to their job enjoyment.
  • 1/4 of workers will make the choice based on non-monetary work benefits, such as social interactions.
  • However, 29% still say this is due to not being able to rely upon their pension alone.

The full findings list can be found on the HR Review website.

So where would you sit on this survey? As ever, we’d be interested to hear your thoughts via Twitter and LinkedIn.

And how will this shape the future of work?

This is such an interesting topic. It’s also one that we touch upon in our next HR Newsletter regarding the future workplace as a whole. Keep an eye on your inbox/let us know if you’d like to receive a copy!

The Appoint HR Newsletter is a quarterly resource especially created for business owners, HR managers and team leaders.

If you’re intrigued by shifting workplace trends, we’d also recommend you read this feature. It reports on the findings of a 10-year study into ‘alternative workplaces’…AKA the flexible working, remote working, shared offices and similar that really aren’t so alternative anymore!

Dissatisfied at work? What the research says…

Feeling dissatisfied with your daily work? Research suggests we’re at risk of spending six and a half years of our lives feeling this way. But what do these findings tell us about job satisfaction in Bath?

The stats (published by HR News) suggest that almost 1/3 of workers spend half of their time at work with a sense of job dissatisfaction. This mounts up to…

  • 861 hours & 12 minutes each year.
  • Averaging 6 years, 6 months over the course of the current working lifetime!

Are certain jobs more likely to leave you feeling dissatisfied?

Research indicates that this could be the case. We’re interested to see that the top three most dissatisfied jobs include:

  • Customer service executives (37%)
  • Hospitality employees (34%)
  • Administrators (34%)

The remaining ‘most dissatisfied’ career roles are detailed in the original post.

However, let’s take a step back and look at the stats. Well over half of the professionals undertaking each of the above roles aren’t reporting this dissatisfaction. This suggests a highly individual response, as opposed to a job role-specific trend.

Do the results differ by city? And if so, how did Bath fare?

Indeed they do! What’s more, it’s wonderful news for Bath.

The area hit worst by employee dissatisfaction appears to be Wolverhampton, with 60% of respondents expressing such frustrations. As for Bath, it came in as one of the top four most satisfied cities with an impressively low 9% of dissatisfied workers.

Why are people so dissatisfied in the first place?

The main cause appears to be a heavy workload (50%) and its associated poor work-life balance. This is followed by an uneven distribution of work effort, disliking everyday responsibilities, challenging bosses and long commutes.

And why are these workers remaining dissatisfied for so long?

You may have already asked yourself ‘why aren’t they just leaving their jobs if they’re so unhappy?’ Six and a half years of life is, after all, rather a long time!

As already discussed, these findings are highly individual. Yet the vast majority (77%) of workers report the same underlying reason: “they believe they’re lacking the skills to get a different job” or they simply don’t know what else to do.

What to do with this information

If you’re one of the people feeling this way, you’d really benefit from reading our 7 Days of Job Hunting Tips. This article takes you through the steps that you need to do your background research (helping you work out exactly what’s out there and what you may be suited to).

Plus it also helps you to see your existing skills from a new perspective. If this sounds appealing, be sure to head to the Skills & Achievements Master-List mentioned in tip 6.

Employee disengagement: the 5 reasons why

What’s at the root of your employee disengagement, whether you’re the disengaged employee or the person hoping to inspire them? This issue affects around 70% of staff members – and costs companies up to 10% of their ‘customer ratings’.

Business owner George Rouse has discussed the possible causes with HR News. Summarising Rouse’s suggestions…

Employee disengagement may be derived from:

  1. A lack of freedom or autonomy in decision-making.
  2. Overlooking the businesses’ wider purpose or ethos. This could include the failure to create a positive impact or broader community benefits.
  3. Team tiredness and/or not carving out space for employees to step away and recharge.
  4. Improper nutrition or team hunger.
  5. Low motivation as a result of ‘feeling underappreciated’.

Rouse explains each reason in more depth here.

Some possible solutions include:

  1. Creating a greater ‘experimentation culture’. We’ve previously discussed this topic, including implementation tips for businesses and what to do if you’re on the employee side of the problem.
  2. Discuss your company mission and values. Inc has a great article for anyone managing a team and it all starts with setting the right values in the first place. Equally, interviewees and employees shouldn’t be afraid to ask about an employer’s core company values. It shows initiative and could spark a valuable business process.
  3. As workers, we each need to take some responsibility for our energy levels. You’ll find some tips regarding this in the ‘personal’ section of this post. As Rouse suggests, employers can also play their part by encouraging breaks and introducing relaxation rooms or zones in which to take them.
  4. The same applies to nutrition and hunger! Pack nutritious snacks for yourself or offer healthy nibbles to your team. Ensure you always eat lunch and encourage your colleagues to do the same.
  5. Valuing yourself. It’s challenging to make someone communicate their appreciation for you! However, you can always motivate yourself by keeping an ongoing log of your achievements. This is super handy for appraisals and any future CV writing, allowing you to easily recall and demonstrate your accomplishments.
  6. Valuing others. Thankfully, it’s far easier to express appreciation for others! Employees of every level should remember to thank colleagues for their help and say well done for a great performance. Alongside this, managers can explore employee rewards. These don’t have to be financial; we recently shared the 9 most sought-after staff benefits outside of a pay rise.

Tried everything and still feeling totally disengaged? Perhaps a fresh challenge would reinspire you?

Annual leave & leavism: are you affected?

Why so few workers are taking all their annual leave, plus the core symptoms of ‘leavism’…

How much annual leave are you taking?

  • The average worker only uses 62% of their annual holiday allowance.
  • Up to 40% of people use no more than 50% of their total entitlement.
  • When on leave, only 50% of workers feel able to switch off completely; without fearing that they need to be contactable by their employer.
  • 20% of people are expected to maintain awareness of any work issues, with 15% having received work-related communications from their boss and 20% from another colleague.

These stats have been compiled by Glassdoor, as reported by HR Magazine (where you’ll also find evidence that people are not only checking work emails while away yet also responding to them while under the influence!).

What is leavism?

Each of the above stats represents an aspect of leavism. This newly coined phrase refers to the all-too-common practice of working out of hours (when not paid!) and while on annual leave.

CIPD findings suggest that 69% of workplaces have been affected by leavism over the past year. Core symptoms include:

  1. Regularly checking work comms, by phone and email.
  2. Being afraid to book annual leave – and not using all of your holiday entitlement.
  3. Not trusting your colleagues to cover your workload; taking on all the responsibility and failing to delegate.
  4. Cancelling annual leave at the last minute.
  5. Taking unfinished work away with you.

Further descriptions can be found on HR Review.

And what is this telling us?

Few people would see this as a good sign. Yes, employees will appear conscientious at first glance, yet what is this going to do to long-term employee productivity?

This topic ties in with many of our previously discussed features on employee happiness, a general lack of free time, and national burnout concerns.

Encouraging employees to take a break and switch off is only going to benefit company performance and staff retention over the longer term.

Where possible as employers/managers:

  • Make sure all management staff are aware of the business benefits of annual leave.
  • Positively encourage all staff to book their leave; remind them of how much allocation is outstanding.
  • Ensure you’re not rewarding people for not taking leave/working while away!
  • Avoid expressing frustrations regarding the person’s absence or workload.
  • Book temps to ease any workload pressures.
  • Encourage staff to set clear out of offices and only forward emails to in-house staff covering the person’s holiday. Expressly tell staff not to check their emails if they have off-site access!
  • Make sure someone is on hand to communicate with any clients while the person is away. If possible; provide clear contact details for this person. This could be your temp.
  • Save all email/phone updates for the employee’s return; notify your colleagues to do the same. It’s as simple as saving emails as drafts or using your email service’s scheduling options.

It doesn’t take long to implement these steps and they will fast become part of your company’s standard annual leave practice.

Where possible as an employee:

  • Book your leave under the terms of your allowance!
  • Avoid the hypothetical. Have you actually been asked to leave your phone/work email on or are you just feeling that you should? Is your colleague really incapable of covering the basics while you’re away? Do you absolutely need to take that work away with you?
  • Any workload or performance concerns should ideally be discussed with your manager or HR personnel – and preferably with adequate time to make any plans or cover preparations before your holiday.

Want to book a temp to cover annual leave? Call the office on 01225 313130 or email us today.   

Over on the Appoint LinkedIn!

Did you know that the Appoint LinkedIn page also houses exclusive content?

As you know, we use the main Appoint news page to update you on the latest recruitment and business happenings. That’s whether you’re reading the news as a job hunter or manager/employer. In fact, you’ll find many articles detail specific advice for all parties.

Alongside this, and as an extension of our recruitment news, we also have active social media feeds. Feeds which are regularly updated with exclusive content alongside new job alerts.

Recent examples on the Appoint LinkedIn page include…

  1. How not to irritate your work colleagues. A roundup of the 10 things that most irritate British workers, according to HR News and EBuyer!
  2. Over 2 in 3 candidates have declined their dream job. Why this is and what businesses can do about it.
  3. Take action this spring. There’s still time to use the season to your advantage – just as Success Magazine recommends!
  4. Oldest, middle or youngest child? How your birth order affects your career choice. Or so says the Independent.
  5. The 15 sentences your interviewer does not want to hear. Also including an extra link to support their advice!
  6. 19 successful people who made big career changes post-30. Because new careers aren’t reserved only for school leavers. There are so many possibilities post-30 and far beyond!
  7. How to shrink your stress levels without hurting your salary, via HR News’s quick-fire guidance.
  8. Will you be one of the 6 million people working into their 80s? With findings from the ‘working late’ report.
  9. Whether working when sick is our unhealthiest national obsession. A topic discussed fresh after winter, yet one that’s still making regular news headlines this spring.
  10. Is your job costing you more than £1.5K a year? Why this might be and the costs that most frustrate workers.

Please note: you may need to sign into your LinkedIn feed to access the above links. Don’t forget to follow the Appoint LinkedIn page so you receive all future updates directly to your feed.

Do let us know if there’s a particular topic you’d like to read more about. You can also share your thoughts and access more exclusive content via Twitter.

Report: 10 years of changing workplace trends

How workplace trends have changed, according to the findings of a 10-year study…

The purpose of this study is to explore how ‘Alternative Workplaces’ have influenced and impacted today’s businesses.

About ‘Alternative Workplaces’:

  • This label applies to any “non-traditional work practices, settings and locations that supplement or replace traditional offices.” For instance, the flexible working, remote working and shared office spaces that we’re all now familiar with.
  • This research commenced in 2008 when Alternative Workplaces (‘AW’) really were alternative.
  • The 2018 report marks the fifth biennial study of its type.
  • These latest findings come from 130 companies, employing in the region of 2.3 million employees worldwide.

Key workplace trends:

The primary motivations for implementing AW have changed dramatically over the past 10 years.

  • In 2011, soon after the recession, Cost Savings came joint top of the list alongside Business Agility (72% each). Cost Savings then plummeted by 34%, yet returned to second place in the latest survey (63%).
  • Employee Productivity is now in first place (64%).
  • The authors recognise that the core drivers tend to reflect the economic picture. In other words, today’s focus on staff depicts an improved economy and employment market.

Yet drivers also vary by the formality of the arrangement.

  • Businesses with formal AW programmes are vastly more likely to value Cost Savings (first place/76% versus 9th place/28% for informal programmes).
  • Also in the top five, businesses with formal programmes state that collaboration, attraction/retention, health/well-being and productivity are their most important motivations.
  • Conversely, productivity comes in first place for 86% of Informal AW programmes. This is followed by work-life balance, attraction/retention, agility, and health/wellbeing.
  • This reflects the tailoring of aims towards business goals as programmes mature and develop.

Internal mobility is on the increase!

  • The practice of ‘internal mobility’, where employees don’t have a designated seat yet rather work in and around a set building, has increased by 10% in four years, taking this up to 1 in 5 businesses.
  • External mobility (where the person doesn’t have a designated seat and also works on the road or spends 1-2 days each week working from home/client offices/satellite offices) has, however, reduced by almost the same amount in this period.
  • The number of people working from home 3 or more days a week has also reduced, although by just 3% (to a total of 6%).
  • Almost half of all employees still have their own designated workspace (48%).
  • It is suggested that businesses are making their workplaces more appealing. And, as the authors say, ‘people are happy to be mobile but they still want a place to call home.’

Employees may not be involved as much as they should be.

  • Respondents were asked how their employees were incorporated into planning, implementing and evaluating AW programmes. The results were as follows:
  • Ongoing evaluation, such as surveys (61%).
  • Choice of specific AW offerings, such as remote working (50%).
  • Planning the programme, including work styles and places (36%).
  • Choosing supportive technologies (22%).
  • The report states that the reduced involvement at the planning stage ‘could be a dangerous trend towards trying to shortcut the AW implementation process’. It’s recommended that involvement is increased via the use of champion groups (compiling feedback from others).

 Employees are no less productive! 

  • Previously, employers have worried that remote workers will not be as productive as in-house staff. However, this concern is now only shared by 5% of businesses.
  • That said, overworking has become the primary AW problem; an issue affecting 56% of respondents. Past surveys have also reflected this to a lesser degree, yet it may have been amplified by the increased ‘attention to people factors’.
  • Respondents are also increasingly struggling to obtain feedback from their managers. It is speculated that this may relate to the fact managers are also adopting AW ways!
  • The authors recommend that both managers and employees are, therefore, trained in how to work in AW settings. In addition, they say ‘stop worrying whether your remote employees are actually working. Like everyone else, they should be measured by results and outcomes’.

These are only some of the fascinating findings on how workplace trends have evolved over the past 10 years; as a result of the AW offerings at our disposal. You can download the full report via the Advanced Workplace Associates website.

7 of the latest features on shifting workplace trends:

  1. The empathy economy
  2. Training for the future
  3. Your future job – and reasons to feel optimistic about it!
  4. Why customer service employees will be most in-demand
  5. The career skills you’ll need by 2020
  6. Measuring your soft skills
  7. The secret of success: for job-seekers, colleagues, managers & bosses!


This year’s research comes courtesy of Advanced Workplace Associates, Global Workplace Analytics and Haworth, with the support of Workplace Evolutionaries. Research from 2008-2014 was conducted by New Ways of Working in association with Haworth.

New starter advice: for employees & managers

New starter advice for managers and employees…

Poor onboarding (or failing to create a positive new starter experience) is more of a problem than you might think. In fact, it’s said to be costing our national economy millions of pounds.

So where are things going so wrong?

This problem is far from a UK-only issue. Research conducted on 9,000 job-seekers from 11 countries; spanning four continents highlights just how vital the early job experience is to staff retention.

  • 91% of respondents (and remember that’s from 9,000 people!) would be open to leaving a role within the first month.
  • 93% would be willing to do so within their probation period.

And as for why, the reasons stated include:

  1. ‘Poor management’ (44%)
  2. The disparity between an advertised job and the realities of the role (44%)
  3. A ‘mismatch with corporate culture’ (38%)
  4. Poor onboarding efforts (36%)
  5. An alternative job offer (23%)

How to overcome a poor new starter experience…

As the new employee:

  • Firstly, make sure you’re doing all that you can to get the most out of your early experience. You’ll find a dedicated new starter advice PDF on our Downloads page (top right!).
  • Sometimes our nerves and the weight of our expectations can cloud our perceptions of the role itself. Focusing on our individual performance and seeing how we can achieve our early job aims can help to direct our focus of attention. Plus, if you do decide to leave the role, you know that you’ve at least put the effort in on your side!
  • In addition, be sure to communicate your concerns to your recruitment consultant. They may be better placed to suss out any issues that are affecting your onboarding experience. For instance, if the team are facing additional challenges that are diverting their time and resources.
  • They may additionally be able to obtain insights into any disparities that you have encountered. And, where appropriate, they may be able to discuss the alternative job offer that you’ve received.
  • If you’re certain that you cannot remain within the company, there’s all the more reason to have a chat with your consultant to ensure that you depart in a professional manner.

As the employer:

  • Many of the reasons for leaving can also fall under the umbrella of poor onboarding efforts, or reason 4. For instance, the failure to assign your new starter a manager/dedicated point of contact; not providing early access to this contact, and a lack of discussion regarding the company culture/efforts to ascertain the employee’s expectations regarding this. The good news? All onboarding elements can be overcome!
  • We have a separate tips post at the ready for you (scroll to the final section).
  • We’d recommend incorporating these tips into a prevention strategy. Effectively onboarding each new starter should be an integral part of all future recruitment efforts. For further advice on staff attraction, onboarding and retention, please call the office on 01225 313130.

Small businesses face recruitment challenges

Are small businesses really facing extra challenges when recruiting new staff?

A vast 81% of small business leaders believe their recruitment challenges are greater than those faced by their larger business counterparts, according to a report in HR News.

This research specifically relates to companies employing fewer than 10 people, also known as ‘micro-businesses’.

What the stats tell us

  • 34% of companies are finding it hard to source suitable candidates.
  • 42% feel frustrated when they can’t find someone suitable within a month.
  • 59% attribute these challenges to a ‘perceived lack of job security.’
  • 49% believe it’s down to a lack of brand recognition.

Other reasons reported by HR News range from a perceived lack of career progression opportunities to workplace benefits. You’ll find more stats in the article.

It’s all a matter of perception

The research was conducted by Indeed. Commenting on the findings, the company’s UK Managing Director highlighted the need to address misconceptions surrounding the benefits (or rather the perceived pitfalls!) of working for small businesses.

It’s also interesting to consider the companies’ own perceptions. After all, this is qualitative data. Meaning the companies are sharing their opinions on the challenges faced and any potential causes, rather than statistical evidence.

A note for small businesses…

The above isn’t to say that small businesses are not facing unique recruitment challenges. However, larger businesses (even those with household names and HR teams!) still face their own recruitment struggles.

Back in the Autumn, HR News shared some interesting comparative stats. In these, smaller companies report a greater challenge in finding people with the right skills and experience, alongside a lack of applications. The larger companies also shared struggles of this nature, albeit not to the same degree.

However, it’s big businesses that are almost a quarter more likely to face direct ‘competition over applicants’, in which they are essentially outbid by competitors.

What this means for your company

Many of these challenges can be overcome with a considered recruitment approach. Sometimes it’s about knowing where to search for candidates, how to approach prospective employees, and better share the benefits of working for your brand. Our recruitment consultants have had many years of experience doing this. We’d be delighted to offer some support: 01225 313130.

As for local job-seekers…

Most UK businesses actually fall into the SME category, employing anywhere from 1 to 249 people. Bath certainly has a strong SME business culture; one that has weathered many business storms!

Small businesses are often incredibly exciting to work for as you can have such a hands-on role in the growth and development of the company. Alongside the connections that you can foster within your team as you develop together. They also offer a variety of other unique benefits, which is why almost half of millennials say this represents their ideal employer size.

We say have a good read of each job spec, ask your recruitment consultant any questions you may have, and review the positives of working for businesses of all sizes!