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In this episode, David Morel underscores a strong preference for hybrid work and a shift in career preferences across generations, with a notable inclination towards tech industries among younger employees. This trend reflects a broader desire for innovative, rapidly scaling companies and a work environment that values flexibility, collaboration, and social impact over traditional financial incentives.
Hey everyone, we are pleased to have you join us for yet another exciting installment of The Leader Show with Lou Carter. Our guest today is David Morel, Founder and CEO of Tiger Recruitment.
Tiger Recruitment is a boutique agency with a global reach. Headquartered in London with offices in Zurich, Dubai, and New York, it takes a fiercely distinctive approach to matching exceptional people with employers of choice. It recruits business support, HR, finance and accounting, hospitality, private households, and digital roles.
With that said, let’s find out what makes Tiger Recruitment a Most Loved Workplace®.
Lou starts the discussion by talking about the challenges of managing a workforce that operates across different time zones and the varying attitudes towards an “all in” work culture. He highlights the trend of “quiet quitting” and the increasing importance people place on work-life balance, with work often ranking lower in their priorities.
Lou then asks David about recruitment strategies for finding committed employees in today’s dynamic landscape.
David responds by acknowledging the pandemic’s role as a “great reset,” leading to the adoption of hybrid work models. He observes that while many people initially embraced remote work and moved away from cities, there’s a recent trend of them returning. This is possibly due to businesses requiring in-office presence or employees reevaluating their career goals and social needs.
Furthermore, David highlights the importance of balance and flexibility in the workplace. His company practices hybrid working, with a mix of in-office and remote work, and offers benefits like the ability to work abroad for extended periods.
Lou then argues that when employees rank work low on their priority list, it reflects a failure in leadership and management to create an engaging and collaborative culture.
David agrees, stressing the need for emotional intelligence among senior management and a flexible, sympathetic approach to meet workforce needs. He notes that companies failing to offer an attractive and supportive work environment risk losing talent to competitors and facing difficulties in recruitment.
Lou and David continue their discussion on leadership, management, and recruitment in the context of changing work cultures.
Lou highlights the complexity and daily effort required for effective management and leadership, especially in small to midsize companies. He shares insights from conversations with CEOs and entrepreneurs who find themselves spending more time on project management tasks (using tools like Trello and Slack) than on business development, which they believe detracts from their primary roles.
Lou notes that for smaller companies, it’s crucial for founders and CEOs to actively engage in shaping the company culture. In contrast, larger organizations have Chief People Officers (CPOs) and Chief Human Resources Officers (CHROs) to manage these aspects.
David discusses the challenges of assessing candidate fit during recruitment. He acknowledges that much of it is based on first impressions, such as eye contact and firmness of handshake, which can be difficult to gauge in online meetings. David prefers to see CVs that demonstrate a clear career trajectory and commitment. He stresses the importance of candidates being able to explain their decisions and experiences convincingly.
David also describes the culture at his own company, TIGER, and the qualities he looks for in candidates, which include positivity, integrity, gravitas, excellence, and dedication.
He explains that TIGER’s recruitment ideology differs from competitors in that there is no direct personal benefit for referring businesses or candidates internally. Instead, the focus is on helping the team and fostering a collaborative environment. He assesses whether potential hires will fit into this culture and whether they are likely to contribute positively to the team rather than being self-serving.
Moving on, Lou and David delve into candidate preferences and behaviors in the recruitment industry, with a specific focus on recent trends and generational shifts as perceived in 2024.
David is asked about key trends he’s observing in candidate preferences and behaviors, particularly any shifts among different generations. In response, he highlights that hybrid working remains a significant preference for candidates. David also notes that candidates are likely to switch jobs if their current employer insists on a full-time office presence while another offers a hybrid model.
Additionally, David observes that there isn’t a significant difference between what experienced candidates and newcomers to the job market seek, with both groups valuing a good working environment and flexibility. However, he points out a generational difference in the type of businesses candidates prefer.
Younger candidates tend to be more interested in tech companies, viewing them as exciting and cutting-edge, offering rapid growth and career opportunities. In contrast, more experienced candidates might prefer industries aligned with their past experiences.
Lou comments on the evolving definition of success, noting the growing importance of social impact and sustainability and how these factors contribute to life’s meaning. David agrees and shares an anecdote from a family office conference he attended, where philanthropy emerged as a key driver for the next generation within family offices. This marked a shift from a previous focus on wealth accumulation.
According to him, this reflects a broader interest in using resources for positive societal impact.
Next, Lou and David discuss the challenges faced by Gen Z candidates in the job market, particularly regarding interpersonal skills.
Lou mentions an article about Gen Z candidates struggling to make eye contact during interviews and some even attending interviews with their parents. He asks David for his observations and advice for such candidates.
David acknowledges the issue and shares an anecdote about how dating patterns have changed, with fewer people approaching others in person due to the prevalence of dating apps. He draws a parallel to job interviews, suggesting that increased online interaction has led to a decline in essential interpersonal skills.
David’s advice for addressing these challenges is to actively seek experiences that push individuals out of their comfort zones and require face-to-face interaction. He suggests activities like joining a dance class to build confidence in social situations. David also compares this to public speaking, noting that repeated practice helps overcome nervousness and become more comfortable in such settings. His key message is that overcoming these barriers requires deliberately placing oneself in situations that demand direct, personal interaction.
Finally, Lou and David discuss the issue of passive aggression as a behavioral effect of hiding behind technology, leading to indirect communication rather than direct, respectful conversations. Lou asks David how new technologies and generational shifts are influencing recruitment practices, considering this behavioral shift.
David acknowledges the problem of passive aggression and its relation to poor communication skills. He then discusses the role of technology in recruitment, emphasizing the challenge of finding a balance between technological advancements and the necessity of human interaction.
David also mentions the rise of alumni networks and boomerang hires as positive technological and generational shifts. However, he argues that assessing cultural fit and personality remains difficult to automate and still requires face-to-face interactions.
David concludes that while certain aspects of recruitment can be improved by technology, especially in roles where technical expertise is paramount, the human element remains crucial in most hiring decisions. Lou agrees, highlighting the personal nature of hiring decisions and the need for human involvement.
Thank you for your time!
