Emél van Zyl

Big news in the recruitment world! Yesterday Recruit Holdings has officially announced the sale of its international recruitment business including RGF Professional Recruitment and RGF Executive Search to Fullcast Holdings. This marks Recruit’s full exit from the permanent placement and executive search market across Asia, as the company doubles down on shifting resources toward AI‑driven matching and hiring technologies. From what can be gathered publicly, the valuation paints an interesting picture: -RGF International reportedly sold at roughly ~20× EBITDA but only ~0.2× revenue, reflecting the depressed profitability of the overseas business. -RGF Japan numbers weren’t disclosed, but industry norms suggest a 6–7× EBITDA range. Looking at where the business was 6–8 years ago, the overall deal feels fair on paper but absolutely a cheap exit compared to the double‑digit multiples the group could have commanded in its stronger years. So what went wrong? One major strategic misstep, in my view, was exiting the contracting business about four years ago effectively walking away from recurring revenue and the valuation uplift that comes with it. That alone can erase 2–4 points of multiple. At the same time, while the Japan business remained relatively solid, the overseas operations shrank dramatically, with several markets collapsing outside of India. The result? The international business was ultimately sold for very little value relative to its former potential. What happens next? For RGF Executive Search, I don’t expect dramatic change in the short term. There may be a small dip in inbound leads without the Recruit brand behind them, but the business is fundamentally built around experienced consultants, long‑standing client relationships, and high‑touch delivery. The bigger challenge will be talent attraction the Recruit brand carried weight, and losing that will matter. For RGF Professional Recruitment, however, I worry this may be the end of the road. When I worked there, about 20% of placements came directly from the Recruit candidate database, and roughly 10% of clients came via Recruit‑generated leads. Given the business became even more domestically focused in recent years, these dependencies could easily be higher now. Removing that pipeline could hit 30% of top‑line revenue overnight. Combine that with leadership inconsistencies, non‑competitive commission structures, and brand dilution, and it’s difficult to see a sustainable path forward. A merger into RGF Executive Search or Fullcast or even a wind‑down feels more likely. This may sound tough, but the reality of the recruitment industry is equally tough. The market does not forgive. Leadership matters. Execution matters. Focus matters. And in this era, only the sharpest, most adaptive, and most professional operators will survive and thrive. https://lnkd.in/g9zU3aMa

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Recruitment is changing faster than most agencies are willing to admit. CV scanning, manual shortlists, and gut-feel interviews don’t scale — and they don’t compete with AI that can read thousands of profiles in seconds, match skills objectively, and remove bias from first-round screening. This isn’t a threat to recruiters. It’s a warning. AI won’t replace recruiters, but recruiters who use AI will replace those who don’t. #RecruitmentTrends #AIInHiring #FutureOfWork #HRTech #TalentAcquisition

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According to The HR Director, over 50% of UK recruitment agencies expect revenue growth next year, with nearly nine in ten confident the industry will continue to expand. Even as clients face tighter budgets and rising employment costs, recruitment remains one of the most adaptable sectors — and temporary staffing continues to be a key driver of that resilience. What's driving the optimism? ✅ Ongoing demand for skilled talent across multiple sectors ✅ Rising investment in AI and tech to speed up hiring and improve delivery ✅ A growing shift toward specialist and flexible workforce solutions For those of us in the industry, it's a reminder that success isn't just about filling roles — it's about evolving with the market, adding value beyond placements, and building long-term partnerships with clients and candidates alike. 2026 is shaping up to be a big year for recruitment — and agility, technology, and trust will lead the way.

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I recently met with a recruitment agency thinking about making placements in Italy, so i thought I'd do some digging about the Italian market! 🇮🇹 Italy is Europe's 5th largest staffing market in terms of revenue generation and ranks 9th globally, according to SIA's ‘Largest Staffing Firms in Italy ' report! Some of my key takeaways from SIA’s research report are, 📍 Milan hosts the highest concentration of international firms headquarters, making it a strategic location to target for client acquisition. 💼 Beyond hospitality, the construction, scientific, and IT sectors reported the most job vacancies in 2024. 🔢 In 2023, an average of 499,000 individuals were employed via staffing agencies in Italy each month, with demand for open-ended contracts rising in 2024. If you want to be the next recruitment agency making placements in Italy, get in touch with me or see the link below for more insights👇🏻 https://lnkd.in/ei5QR4g6

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🔍 Hiring for Culture Fit: Where’s the Line? A recent employment tribunal ruling has sparked debate around the role of “team vibe” in recruitment decisions. The case involved a candidate who was rejected for two roles, with the hiring manager citing a better cultural fit with another applicant. The tribunal ultimately dismissed the discrimination claims, but the judge used a striking analogy: choosing an Arsenal fan over a Tottenham supporter to preserve office harmony. ⚖️ While the example was extreme, it raises a critical question for leaders and hiring managers: How do we balance team cohesion with fair, objective hiring practices? ✅ The ruling clarified that cultural fit can be a lawful consideration — but only when it’s not linked to protected characteristics like race, sex, or disability. It’s a reminder that subjective criteria like “vibe” must be handled with care, transparency, and accountability. 💬 As someone who leads regional teams, I see firsthand how important chemistry and collaboration are. But we must also ensure our hiring processes are inclusive, evidence-based, and legally sound. 📣 What’s your take? Should “vibe” ever be a deciding factor in recruitment — or is it too risky? #Leadership #Hiring #CultureFit #HRInsights #Inclusion #EmploymentLaw #TeamDynamics

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I would like to address an issue that has been present in the Nanny and Domestic Staffing industry for quite some time.. backdoor hires. Throughout my career in this sector, I have encountered a small but non-negligible number of clients who, after interviewing candidates through an agency, proceed to hire them directly, bypassing the agency’s involvement and fees. I am not referring to clients who may reduce the agency fee or alter the offer slightly (which is a topic for another discussion), but rather those who circumvent the agency entirely, which is commonly referred to as a “backdoor hire.” Typically, within a few weeks or months, any promises made to the candidate often dissolve, and the relationship begins to break down. This leads to one of two scenarios: 1) The candidate reaches out to the agency to disclose the backdoor hire. 2)The candidate re-applies to the agency for a new role, listing the client as their previous employer. I have developed several methods to identify instances where a candidate has been hired through backdoor means that have served me well, though I will, of course, keep certain strategies confidential. In fact, over the course of my time at Little Ones UK Ltd, I estimate that I have collected over £500,000 in agency fees from clients who have engaged in such practices. I must give a mention to recLAW who have been fantastic in supporting us on occasions. I am firm in my position that, should a client attempt to hire a candidate directly, bypassing the agency, I will, in a professional manner, issue an invoice for the full agency fee and pursue the matter as needed. This not only affects the agency’s business but also impacts the staff we employ, and it can place candidates in difficult and uncomfortable positions. There seems to be a general silence surrounding this issue within the industry, likely due to the high-net-worth (HNW), ultra-high-net-worth (UHNW), or celebrity status of many clients. Agencies often hesitate to challenge such clients for fear of losing future business or deterring potential clients from engaging their services. I am curious to hear from others in the industry: Do you work at an agency? Have you encountered backdoor hires, and if so, how have you handled the situation? Alternatively, have you ever been in a position where a client attempted to hire you behind the agency's back? How did you respond?

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Key points from the latest immigration update on Care Workers Recruitment. 1. Recruitment of Care Workers and Senior Care Workers from overseas will end on 22 July 2025. If you have any overseas candidates in the pipeline or wish to recruit from overseas, we recommend issuing their Certificate of Sponsorship by 20 July 2025. 2. Starting 22 July 2025, employers must prove continuity of employment before sponsoring a migrant worker already in the UK on a Student Visa, Graduate Visa, or Dependant Visa. Migrant workers must have been legally employed with you for at least three months before the date their Certificate of Sponsorship is issued. This requirement ensures continuity of employment and that workers are suitable for sponsorship in the sector, while providing assurance that both parties have maintained a proper employer-employee relationship and have adhered to basic employment laws, including National Minimum Wage regulations, thereby reducing risks of potential exploitation. 3. The ability to sponsor roles for Care Workers and Senior Care Workers will cease on 22 July 2028. After this date, sponsoring anyone for these positions will not be permitted. 4. The SOC Code 6131 (Nursing auxiliaries and assistants) can only be sponsored in environments where registered nurse roles are also present. 5. The minimum salary for sponsorship for Care Workers and Senior Care Workers remains at £12.82 per hour and £25000 annually. While these changes may not significantly impact sponsors at the moment, we recommend filling your vacancies before the changes take effect. We currently have a large pool of experienced Care Workers, Senior Care Workers, and Registered Nurses seeking full-time roles. Please let us know if you have any immediate requirements to fill in before the date. If you have any questions or would like to discuss how these changes could specifically impact your organisation, please feel free to reach out. We are here to help you navigate these new regulations effectively.

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Staffing Industry Analysts have released new global market projections, outlining which regions are expected to see the strongest recruitment growth in 2026 and 2027. We’ve consolidated the key data to help recruitment agencies assess where demand is increasing and what is required to enter those markets compliantly. Whether you’re reviewing your global growth strategy or planning market entry, I’d be happy to walk you through the insights and discuss how we can support your expansion. #goingglobal #eor #contracting #growthstrategy #workwellglobal

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New analysis from the UK Recruitment Industry Status Report (RISR) 2024–25 shows recruitment activity is forecast to grow by 4.4% in 2026. The report sets out what’s driving recovery, where pressure remains, and what agencies need to plan for next. 📘 Full report available now to REC members https://bit.ly/3KGXLSE #RISR25

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In a market where employers are being offered low cost, contingent recruitment solutions why should a hiring manager opt for a retained approach? With 100% commitment from the client recruiters are able to hone their specialist knowledge and employ their full toolkit of recruitment skills to delve deeper into the labour marketplace, activating passive candidates through targeted headhunting who will bring real value to the client company. For candidates, working with a retained recruiter offers several benefits. Retained recruiters provide a high level of engagement and personalized attention, ensuring that the needs of the candidates are thoroughly understood and matched to the right opportunities. This model also means candidates are more likely to be placed in a role that aligns with their career aspirations and values, rather than just filling a vacancy. Statistics show that 70% of companies view the retention of new hires as a key indicator of hiring success (source: LinkedIn Talent Solutions). With a retained model, the likelihood of higher-calibre placements increases. In fact, retained assignments have a success rate of 85-90%, compared to just 30-40% for contingency placements, highlighting the effectiveness of this approach (source: Recruitment Industry Data). #RecruitmentSuccess #TalentAcquisition #HRStrategies

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Over the past few days, we’ve shared an education recruitment agency case study and a client testimonial, but here’s something we’ve learned working closely with UK recruitment businesses at RPO Arena - Empowering Businesses With Skilled Talent: Outsourcing doesn’t fail because of location. It fails because of the lack of structure, communication, and expectations, i.e. clarity. Most agency owners we speak to initially worry about: 1. Compliance understanding 2. Candidate communication quality 3. Time zone alignment 4. Day-to-day management oversight Completely fair concerns. But when support is properly integrated, it stops feeling “offshore” and starts feeling like operational breathing room, especially when demand spikes. Curious what others here on LinkedIn think: What’s the biggest hesitation you still have about scaling support externally?

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The latest Hays Salary Guide reveals a concerning trend in the UK. Only 29% of UK employers actively encourage staff to use AI tools, and just 37% offer any form of AI training.   This puts the UK at a clear disadvantage. In the US, nearly 60% of organisations are already encouraging AI adoption among their workforce, highlighting a growing gap in readiness and ambition.   As The Times reports, British businesses are falling behind their global peers with many remaining hesitant on investing in AI infrastructure and skills, due to cost and uncertainty. But without urgent action, employers risk losing out on productivity gains, innovation, and top talent to more forward-thinking competitors.   I’m proud to see our Salary Guide data featured in The Times, helping to spotlight both the scale of the challenge and the opportunity. Link to the article in the comments.

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GOOD NEWS FRIDAY: Jobs market sees 'small burst' in hiring Data from the Recruitment and Employment Confederation (REC) shows that there was a "small burst" in demand for jobs in June. The report shows that the number of vacancies hit 757,594 last month, with this driven by an 8.1% increase in job postings in London. Recruitment & Employment Confederation chief executive Neil Carberry OBE said: "As businesses adjust to higher National Insurance and react to growing demand ... they are returning to hiring in a steady but unspectacular way. The key to the labour market now is the same as it is for the wider economy: confidence."

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Soon Recruiters and TA's will turn into Talent Intelligence Architects. Roles are changing rapidly and if you want to stay ahead of the game, it is time to sharpen your skills; The Talent Intelligence Architect is responsible for designing and building systems that collect, analyse, and use talent-related data to drive smarter hiring, workforce planning, and internal mobility strategies. They combine data science, recruitment expertise, and strategic workforce planning to give businesses a competitive advantage when it comes to people. 📈 Core Responsibilities: Collect & Analyse Talent Data: Internal hiring data, external talent market trends, skills gaps, turnover data, DEI metrics, etc. Create Predictive Hiring Models: Forecast future talent needs based on business growth, market shifts, and industry changes. Competitor & Market Intelligence: Monitor how competitors are hiring, what skills are becoming scarce, salary benchmarks, etc. Workforce Planning: Help leaders make smart decisions about when and where to hire, build, or buy talent. Skills Mapping: Identify skills within the business and design upskilling or reskilling strategies. Technology Advisor: Help pick and implement HR tech, AI recruiting tools, and talent marketplaces. Internal Talent Mobility: Identify hidden talent already inside the organisation and match them to upcoming opportunities. Support Employer Branding: Use data to target key talent pools with tailored campaigns. 🧠 Skills and Background Needed: Strong in data analytics (may know tools like PowerBI, Tableau, or even basic SQL) Deep understanding of recruitment and HR Strategic thinker who understands business growth and scaling Storyteller: Can turn data into compelling, simple narratives for leadership Familiar with AI and automation trends in HR Commercially savvy — understands cost vs. value in hiring decisions 🚀 Why Businesses Need a Talent Intelligence Architect NOW: Competition for top talent is fierce, especially post-pandemic. Skills shortages are getting worse across many industries. Businesses need to plan years ahead, not just fill jobs reactively. AI is generating more data — but someone needs to make sense of it. Employer branding is no longer "nice to have" — it's essential to attract passive candidates. Workforce needs are changing so fast that old hiring models are breaking. 🏆 The ROI of Hiring a Talent Intelligence Architect: Faster, better hires Lower cost per hire and better allocation of recruitment spend Higher retention through better-fit placements More strategic growth — hiring ahead of needs, not behind Competitive edge by spotting market shifts early #happyhiring #exceptionaltalent #rentarecruiter #makingplacements #talentteam #talentfinder #futureofrecruiting #recruiter #recruiters #rentarecruiter #talentsubscriptions #candidatejourneyb #candidateexperience

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