1. Issue 3
acquire
evaluate
develop
acquire evaluate develop
Confident Networking for
Career Success
Seeing the Smaller Picture
Engaging Future Leaders
The Growing Need for
Background Screening
UAE

2. Market Update: UAE
2
Hello and Recruitment specialists Relationship Managers are presently
welcome NOT generalists in widespread demand by the
to the third Throughout the downturn and now banks, and the expected increase in
edition in the midst of a period of strong liquidity within the region is likely to
of AED growth, our focussed approach, trigger a fresh phase of Mergers and
(Acquire, unparalleled access to a global pool Acquisitions activity.
Evaluate, of candidates and ability to draw
Develop), upon Reed Specialist Recruitments Business Services
which has rapidly established international expertise have been This broad group incorporates a
itself as an eagerly awaited highly valued by candidates and diverse array of different sub-sectors
source of interesting and clients alike. which Reed’s specialist recruiters
helpful information about focus upon.
different aspects of resourcing Big enough to cope, small
enough to care HR and Marketing in particular
In addition to a carefully chosen With the majority of the team based have seen increased demand, with
mix of specially-commissioned, out of Qatar and Dubai, Reed’s Marketing Assistants proving to be a
topical articles, we have again recruitment specialists have helped popular hire.
included a selection of items employers of all shapes and sizes
looking at trends and issues linked throughout the GCC, and also within Technical Services
to the recruitment market. North Africa, adapt their resourcing The Energy sector is currently one of
strategies to suit the changing the most dynamic within the overall
Historically, the Middle East economic environment. Technical Services sector.
and North Africa (MENA) region
has been reliant upon a steady Our specialist agency approach Demand is high for people with
influx of suitably skilled foreign now extends across three specialist skills for the Energy sector.
workers. However, at the height broad categories; Financial This plight is accentuated by the local
of the global financial crisis this Services, Business Services and skills shortage, which has lead to a
pool of talent was in many cases Technical Services. number of expats returning back to
dispersed as non-local employees the GCC.
were made redundant. Financial Services
Banking and Finance within the A local nuclear energy sub-sector is
As the MENA region has emerged region has stabilised, with the banks beginning to emerge, triggered by
from the global recession, albeit at beginning to resume lending. an ambitious twenty year plan and
different paces depending upon recent developments such as the
which country, state and business One of the impacts of the global creation of the Masdar renewable
sector, the demand for suitably financial crisis was to highlight energy city and the adjacent Masdar
skilled and experienced candidates to businesses the value that Institute. As a result, we have seen
has noticeable increased as good financial controllers and an increase in demand for skilled
confidence returns along with business analysts could bring professionals with experience gained
a renewed appetite for hiring to to an organisation. in this sector. Meanwhile, links with
secure competitive advantage. the Korean energy market also
remain strong.

3. Market Update: UAE
3
Continued…
There has also been a healthy The KV assessment process is very With over 50 years’ recruitment
demand for experienced new rigorous and as the first international experience and expertise, Reed
recruits, such as Quantity Surveyors “Executive Search Firm” accepted Specialist Recruitment has a role to
for instance, from the recovering into KV, further bolsters our credibility play in the economic resurgence of
Property & Construction sector. within the region. the MENA economy. By continuing
to only recruit in service lines where
Satellite Offices The UAE team based in the we have experts with specialist sector
In September this year, Reed secured Knowledge Village currently covers knowledge, Reed will continue to
the first international Executive both Dubai and Abu Dhabi - although be able to source the best available
Search license within the Knowledge our dedicated Abu Dhabi office will talent for our clients and remain
Village free-zone in Dubai. also be opening soon. an important resourcing business
partner for organisations of all sizes.
Dubai Knowledge Village (KV) Expansion of HR
launched in 2003, and was founded Consulting services With best wishes for a good close
as part of a long-term economic To further help clients optimise their to 2010 and to a successful start
strategy - focused on attracting new resourcing throughout the region, to 2011.
organisations who will help introduce Reed Consulting, which works with
new people, new skills and develop companies of all sizes is launching
talent in the region. a new suite of services to include:
Competency Mapping, Goal Analysis
Reed’s acceptance by this well- and Training.
Maria Brown –
respected organisation marks a
Associate Director
significant milestone for the business.
Page 4 Confident Networking for Career Success
Page 7 Seeing the Smaller Picture
Page 9 Engaging Future Leaders
Page 11 The Growing Need for Background Screening
Page 13 Reed News: Local and Global

4. Confident Networking
for Career Success
4
A business network is a web True self-confidence develops when 1. First, boost the inner confidence
of relationships with the you are repeatedly successful, while – maintaining personality
potential to be mutually helpful at the same time genuinely being characteristics – the Cool
and mutually trusting. These ‘yourself’. Your successes can be Cat qualities – that confident
relationships can appear very large or small and your style of networkers share.
similar to social friendships, operating can be highly conspicuous 2. Secondly, there are certain social
but there are some underlying or not. It can also involve great skills that confident networkers
differences because of their numbers of people or just a very few. use. We refer to these as Buzzy
potential to become commercial Bee skills.
in some form or other. There are some characteristics and 3. Finally, confident networkers have
strengths that self-confident people developed extensive knowledge
A misconception some people share. Inwardly, they feel at ease on how to strategically manage
have about networking is that it with themselves, in spite of knowing their networks and operate
is an underhand form of selling. It they are not perfect. They know efficiently. We call this Wise
isn’t. The best business and career what they want and what they are Owl know-how.
networks provide both formal and capable of achieving, and believe
informal opportunities to develop they will meet with success. Cool Cat qualities
long-term social relationships The first, and perhaps most
between colleagues, clients and You have probably noticed such important of the Cool Cat qualities
competitors. They encourage the people radiate positive energy. is self-belief.
sharing of personal and work-related They appear calm, in control
information, which will build trust and and approachable, and they Self-belief is at the heart of inner
facilitate the successful exchanges communicate clearly and openly. confidence and without it, our
of goods and services whenever They also directly ask for what they primitive urge to survive and thrive
such needs arise. want and will, unhesitatingly and is weaker. If you network while
effectively, both promote and defend your self-belief is shaky, you could
They also function as insurance themselves whenever they choose be undermining the potential of
against a ‘rainy day’, when there to do so. all your strengths, skills and
will be someone who can advise achievements by:
and help you meet unwelcome Some confident networkers will have
challenges. been lucky enough to have acquired n Playing too safe – You will
these characteristics naturally, but probably either narrow your
Self-confidence others – such as the shy business field of vision to people you
Whatever kind of business tycoon and self-promoter par already know, or, to avoid getting
networking you do, or intend to excellence, Richard Branson – had rejected, you might stick to talking
do, without question the more to learn how to be socially confident. to the small minority who are
self-confidence you have the more Becoming confident enough to so nice that they wouldn’t even
successful you will be and the more network well may be harder for give a brush-off to a fly sitting
you will enjoy the experience. some than others, but it is never on their nose.
impossible for anyone and we n Selling yourself short – You
believe there are three areas of may hold back on sharing
strengths that can be worked on: some of your strengths and

5. Confident Networking
for Career Success
5
Continued…
achievements, because you have Once you have identified your UAPs,
lost faith in your ability to live up you need to create an abundance
to these past standards. Or, you of opportunities to display and share
may do so because you fear you them. Confident networkers often
will be judged as arrogant. seize fleeting opportunities that
n Displaying poor social skills others may not ever even notice.
of outer confidence, which
are so crucial for interacting For instance, if you were standing
with people and building in an airport queue and spotted
good relationships. the man next to you was reading
n Failing to ‘seize the moment’ an article on a topic that was of
– In a fast-paced world, we often great interest to you, would you
have only fleeting moments to Unique Appeal Points politely try to initiate a conversation?
make a connection. If you waste To help you do this, we have Let’s imagine you would, and that
time sweating about whether or developed the concept of Unique during your five minutes of small talk
not an interesting new lead or Appeal Points (UAPs), which are a it emerges that this man works for
famous VIP will want to talk to variation on the well-known acronym a company that has just the kind
you, almost certainly a Cooler USPs and cover four key areas of opportunities you are looking
Cat will seize your opportunity. of strengths: for. But then, unfortunately, you
also learn that he has a different
How to develop your self-belief 1. Innate aptitudes: these are destination from you.
Unlike many of the other those enduring, personality-
components of self-confidence, defining qualities that usually How well would you use the five
the vast majority of us once had predetermine major areas of minutes you have left of this lucky
strong self-belief. Certainly, new- contribution in your career. For break? Would your new contact
born babies don’t doubt their right example, you need to be board his plane, knowing about your
to be noticed, liked and have their clear about whether you are interest and also have an accurate
needs met. Unfortunately, once a natural extrovert, an introvert impression of what you as an
past infancy, most people’s self- or somewhere in between. individual might be able to offer him?
belief takes a rocky path. It is 2. Developed character A good networker has to be able
knocked by failures, criticism, strengths: these are the to accurately convey their UAPs to
rejection and identity crises. strengths you’ve developed as a a new contact in just one minute.
result of your life experiences and That may sound like a tall order, but
As a good networker, your main could be, for example, patience, it is not impossible and only requires
focus should be on what others resourcefulness, consistency or, preparation and practice.
might need from you, rather than of course, self-confidence.
on what you want or need to sell. 3. Technical skills: these are your Our final tip for self-belief is to
So you must display and highlight learned competencies, which you prepare a plan for recovering from
yourself in the way that is most can legitimately claim as areas of the inevitable knock-backs you will
likely to make you and what you special expertise. get while you are networking. Accept
have to offer relevant and therefore 4. People skills: particularly those that you are certain to encounter
appealing to the other person. which are critical to networking, some rudeness and rejection, but
such as responsiveness, insight instead of panicking about this
and co-operation. reality, note down the five steps of

6. Confident Networking
for Career Success
6
Continued…
this emotional recovery plan and n immerse yourself in an activity people, communication, the type
keep them at hand as a guide: that you enjoy and will guarantee of event or networking in general.
a satisfying result;
1. Calm your pulse n ring a friend whom you know will 5. Make at least one resolution to:
You can achieve this by, for example: love to hear from you;
n do a favour for a colleague, friend n script and rehearse an
n retreating to somewhere or neighbour; assertive response to use
private and doing some n make a donation of time or at your next meeting;
controlled breathing and money to a charity; or n write a letter of complaint;
stretching exercises; n look through your networking n apologise or make recompense;
n visualising a peaceful place, or contacts and find two people n enlist on a training course to
the face of someone you love; who might benefit from being improve a skill; or
n going for a quiet walk around introduced to each other. n try an alternative
the block; or networking scenario.
n listening to a calming CD 3. Analyse the facts
or humming a peaceful Summarise what exactly happened Confident networking is not as
and rhythmic melody. using objective, third-person difficult as it may first appear. You
language, being careful not to use just need to know what to do, when
2. Boost your self-esteem any superlatives, generalisations to do it and have the courage to
You can do this by doing any and exaggerations. Then, talk test out the strategies and tips step
or all of the following: through your analysis with an by step. Trust that one day it will
empathetic and level-headed suddenly ‘click into place’ and start
n give (or plan to give) yourself a colleague, boss or mentor. to feel natural and so easy – just
treat, such as a break and some like it does to those super-confident
favourite food, or buy yourself a 4. Reflect on your learning people you used to admire so much.
small luxury; Note what the experience of
n look at some reminders of your knock-back has helped Stuart Lindenfield
past achievements; you learn about yourself, other Head of Transition Services
Reed Consulting
About the authors:
Gael Lindenfield: Gael is widely been translated into 33 languages management, with a strong
regarded as the UK’s leading and sold more than 2.5 million track record of helping individuals
confidence and self-help expert. copies, her most recent book, enhance their careers and assisting
She is a psychotherapist and ‘101 Morale Boosters – Instant organisations to successfully
trainer specialising in confidence comfort for difficult times’ was manage transitions. From main
building, assertive communication published by Little Brown Book board to frontline operatives, he
and the management of feelings. Group in February this year. has supported staff at all levels
A best-selling international author both in the commercial and not-
of 21 ground-breaking personal Stuart Lindenfield: Stuart for-profit sectors.
development books, which have is a leading expert on career

7. Seeing the Smaller Picture
The Importance of Making Informed Resourcing Decisions 7
Across the region and account of important local and general awareness as to how levels
throughout most sectors, labour industry variances. of pay compare. Industry norms
markets have undergone a can also have a significant effect,
major transformation – from Only with a thorough, up-to-date particularly in the case of senior
being highly employer-focused understanding of whether there or specialist roles. Other important
during the GFC, when vacancies are localised skills shortages or factors, including the resourcing
were in short supply, to now surpluses, and what dynamic local activities of sector competitors
being more employee-centred labour market factors – such as a and local employers, demographics
with companies having to work major employer moving to the area and the composition of the local
much harder to recruit and – are at play, can organisations jobseekers talent pool – its
retain the best talent. put in place the most efficient and depth and skills levels, should
cost-effective resourcing strategies. also be considered.
In these circumstances,
organisations need a thorough Micro-economic factors may also While many organisations are
understanding of relevant local influence reward decisions. Offer missing the opportunity to inform
and sector-specific data in order to below the local market rate, and their resourcing strategies in this
make the most effective resourcing organisations will not only struggle way, other, more enlightened
decisions. In particular, reviewing to attract new recruits, but are also businesses are using detailed
salary and benefit package trends likely to have employee retention research to their advantage.
by sector, profession, level and issues. Offer above the geographic
locality are critical in ensuring and sector market rate, and For instance, a major power and
a competitive edge. organisations will be wasting energy company wanted to develop
money on excessively high wages. more effective resource planning
All too often, organisations of all sizes – including improved attraction,
impede the potential success of their Good resourcing decisions recruitment and retention strategies
resourcing activities by adopting a need good local data – to help it staff its customer
broad-brush approach based solely The full resourcing picture is much service centres as cost-effectively
on macro-economic factors. more complicated and cannot be as possible.
understood simply by applying a
Making the right
resourcing decisions
At a macro-economic level, falling
unemployment and rising levels
of inflation suggest not only that
recruitment success will be impaired
by a shortage of candidates, but
also that pay increases may be
necessary for employee retention
and candidate attraction.
However, organisations that rely
on this broad information alone
risk encountering more acute
resourcing issues by failing to take

8. Seeing the Smaller Picture
8
Continued…
Recognising that they first needed based upon an understanding of and the development of an effective
a detailed insight into the external local candidate availability it is also attraction campaign, to defining a
labour market conditions for possible to identify the suitability suitable reward package and the
each location, they used Reed’s of potential attraction techniques design and delivery of the right
specialist research team to provide to support the filling of specific assessment process.
information, analysis and insight professional roles.
into what factors would have a likely The same detailed understanding
impact upon the recruitment and Resourcing best practice of local market data and pay rates
retention of customer service staff. Organisations should ensure they will help minimise the unwanted
employ a best practice approach attrition of valuable talent, while also
This enabled the company to then to resourcing and make appropriate protecting your organisation against
undertake workforce planning use of all the tools and information unnecessary pay rises.
across seven locations, with a available to them. This approach
thorough understanding of the will enable them to successfully In all cases, what may appear to
specific, prevailing external labour address two fundamental be internal management decisions
market factors, including suitable resourcing concerns: should be informed by a full
salary levels based on what local understanding of external conditions.
competitors were offering. More 1. Filling key vacancies quickly,
widely, the analysis of reward efficiently and cost-effectively In a climate where an optimised
and engagement practice even with the best people available. cost base and maximum staff
informed decisions regarding the 2. Retaining the most valuable talent performance are key, making truly
best ways to maximise customer by rewarding staff as equitably informed resourcing decisions
service standards. as possible. could mean the difference between
success and failure.
The scope and depth of labour Having a detailed, research-informed
market data and analysis can picture of who potential recruits are David Hopkins
vary and can include salary and what is necessary to attract Head of Strategic Resource
benchmarking, local labour market them is vital. It will inform all phases Reed Consulting
conditions and potential candidate of the recruitment process, from
attraction options. Additionally, evaluating recruitment feasibility

9. Engaging Future Leaders
Why Generation Y are so Important to Achieving Competitive Advantage 9
Generation Y (Gen Y) are under employer to employer – sometimes employers and between ambitious
30 years old, typically ambitious after little more than a year – in Gen Y individuals looking to secure
and frequently criticised for order to gain as much experience an attractive job opportunity.
having a ‘diva-like’ approach to as they can, as quickly as they can. Even with an improved economic
job hunting – expecting first jobs outlook, many large organisations
to almost fall into their laps and During the GFC, when really good have cut back on how many
for the financial rewards on offer job opportunities were rare, most individuals they recruit, especially
to be high from the outset. employees made a conscious onto their graduate development /
decision to stay put and ride out trainee schemes. Add in the steady
While this is something of a the economic storm. Not so for increase in student numbers over
generalisation about people born Gen Y, who continued to look the past few years, and the result
after 1980, many do have a very for and move to new roles with is more Gen Ys than ever currently
different outlook and approach employers in order to keep their looking for work.
to work, and life in general, than career on the fast track.
their parents’ generation. Business However, in many sectors the
and personal communication has Attracting and retaining recruitment market has already
changed immensely over the past the best talent from Gen Y begun to move quite dramatically
10 years, and Gen Y are so much The world’s economy has improved from being employer driven and
more familiar with the internet and throughout 2010 and a level of candidate rich during the GFC,
in particular online networking sites, confidence has returned to the to now being candidate poor
that the way they communicate with jobs market. This has brought and applicant driven. With talent
each other and interact with society back a healthy level of liquidity in attraction and retention both
is (rightly or wrongly) affecting and recruitment, with more organisations becoming more of a challenge,
changing the way we all work. hiring and an even larger number it is more important than ever for
of talented Gen Ys actively looking to employers to understand and cater
With this new age already upon move on from their current jobs. for what is important to job transient
us, the reality for many employers Gen Y candidates, in order to build
is that for their organisations to be Competition, though, is fierce, the foundations for a successful
successful in the future, they need both among talent-seeking recruitment and retention strategy.
to attract, recruit and retain Gen Y.
The challenge, therefore, is clear:
employers need to get as full an
understanding as possible about
what makes Gen Y individuals
tick, so that they are able to
create suitable talent attraction,
development and retention
strategies that are relevant to this
key group, enabling them to create
sustainable competitive advantage.
For instance, one clear behavioural
trend amongst Gen Y is that
they are not afraid to move from

10. Engaging Future Leaders
10
Continued…
The need to understand Gen Y they all expect employers to offer by recruiting and retaining top Gen Y
was clearly emphasised in a a structured career path with a talent is recognition.
recent survey conducted by Reed firm emphasis on training and
among part-qualified accountants. development, regardless of how long An employer that has a reputation
they intend to stay working for them. for recognising and rewarding the
Results showed that: achievements of its employees
n 31% of those polled wanted to will stand a much better chance
n 52% of employees stated they enrol onto professional courses. of attracting and then keeping
were unhappy with the benefits n 28% wanted to take accredited hold of Gen Y given this group’s
packages offered by their firms. courses. motivations and aspirations.
n Almost one in seven said that n 21% wanted to take in-house
benefits would play a big courses. In a Gen Y world that is made
part in influencing their next n The remainder were seeking up of ambitious, talented and
job decision. one-to-one tuition or other forms demanding individuals, employers
of training, such as e-learning. need to recognise that resourcing
In addition to this, the survey also and retention strategies for these
polled employers. Results worryingly In this example, continual professional future leaders need to reflect their
showed that the answers given by development seems to be as unique make-up. With a very large
the Gen Y respondents completely important as money and benefits, proportion of hiring managers being
contradicted those of accountancy making it possible for smaller Gen Xs (and baby boomers) the
employers – 83% of which believed employers to compete effectively with successful companies of tomorrow
that their employees were happy major firms for talent by picking their will be those who can understand
with the benefits they received. battlegrounds carefully. and embrace this new era of workers.
In addition to this stark difference, Recognition – last but not least
the research also showed that The final element in a comprehensive
Gen Y aren’t just motivated by resourcing strategy to help secure
money and benefits packages, and maintain competitive advantage

11. The Growing Need for
Background Screening
11
Fraud is a global phenomenon dismissed. Application fraud is Fraud prevention and
that is costing countries, on the increase – up by 45%* detection measures
businesses and individuals huge – and can take many different Irrespective of the size, nature
amounts of money each year. forms, including: and sector in which an employer
operates, to try and prevent
While the majority of staff working n Application fraud. becoming a victim of fraud, it
for any organisation are hard- n Providing false or forged should examine its recruitment
working, reliable and honest, ID / qualifications. processes as closely as the
the cost to and impact upon n Failure to declare criminal applications it receives.
businesses caused by the very records – the most commonly
small proportion of staff who act identified offence. There are a multitude of different
dishonestly and defraud their n Providing false or exaggerated procedures that can be adopted in
employer can be huge. employment history. order to try and prevent application
n Providing false or fraud, including:
Candidate and employee fraud inappropriate references.
As well as making dishonest claims n Professional qualification
about qualifications, responsibilities Despite candidate screening and trade body membership
and achievements in previous becoming more defined and checks – including levels and
roles, candidates also make false sophisticated, there has been dates of affiliation.
statements about the dates that a marked increase in cases of n Educational establishment
they were previously employed – successful employment application checks – to verify attendance
either to make it appear that they fraud. Fraudsters continue to work and also what qualifications
have the required experience for a hard to try and evade detection they obtained.
position, or to disguise a period of and employ ever more creative n Passport and working
time when they were out of work, methods of deception. visa (where relevant)
or in a post from which they were authenticity checks.
n Credit and sanctions checks.
n Employment history verification
– written references should be
sought to confirm:
• that the applicant did work
there in the role(s) specified,
performed the tasks
detailed and was
an employee between
the dates given; and
• that there are no unexplained
gaps on a CV (it is very
common that applicants try
and hide certain periods of
their work history).
*Research conducted by Reed UK, 2010

12. The Growing Need for
Background Screening
12
Continued…
n Authenticity of referee n Previous employer verification Getting help from the experts
checks – independently checks – to validate that those Reed Specialist Recruitment are
contacting employers enables organisations listed on an industry experts when it comes
a prospective employer applicant’s CV are genuine. to staff screening and recruitment
to confirm the validity of n Criminal record checks. procedures. Screening thousands
a candidate’s previous of applicants each year, our
employers. Simply relying One final factor for employers vast experience of checking
on telephone numbers and to be aware of when recruiting applicants’ criminal record,
email addresses provided surrounds the existence and rise credit and employment histories,
by an applicant for their of ‘career applicants’ – individuals qualifications, health screening and
previous employers is risky who submit more than one CV, identity validation gives employers
because those contact details using different names, in the the assurances they need to make
may take the recruiter to the hope of bringing about a financial the right hiring decisions.
candidate’s accomplices, claim against accusations such
who have been deliberately as discrimination. Keith Rosser
lined up to provide false Head of Compliance
witness if they are approached Reed Specialist Recruitment
by a prospective employer.

13. Reed News: Local and Global
13
New Director of male workers being particularly Mena:
International Operations attached to their gadgets. More Reed has secured the first
Reed Specialist Recruitment than one in 10 men (11 percent) international Executive Search
has appointed Russell Yeomans said they couldn’t live without their license within the Knowledge Village
as Director of International Blackberry and more than a quarter free-zone in Dubai.
Operations, to lead the company’s said the same of their laptop.
global expansion. Dubai Knowledge Village (KV)
theBigGive.org.uk raises more launched in 2003, and was founded
Yeomans is an industry veteran, than US$250,000 for Pakistan as part of their long-term economic
who has held senior recruitment The Big Give (a Reed Charity) has strategy - focused on attracting
positions in Australia, Asia and raised more than US$250,000 by new organisations who will help
Europe with the likes of Morgan & doubling online donations to the introduce new people, new skills
Banks and Hudson. Pakistan emergency appeals. and develop talent in the region.
Reed’s acceptance by this well-
50th anniversary report Reed’s offer to match more than respected organisation marks
Working nine to five is no longer US$80,000 of online donations a significant milestone for the
the way to make a living according was fulfilled in under a week. When business. The KV assessment
to a new report – ‘50 years at combined with the other funders, process is very rigorous and as
the forefront of recruitment’ – this resulted in a total of 700 the first international “Executive
commissioned to mark the individual donations being matched. Search Firm” accepted into KV,
50th anniversary of Reed further bolsters our credibility within
Specialist Recruitment. Participating charities included: the region.
Oxfam, Christian Aid, Disasters
The report canvassed the views of Emergency Committee, ActionAid, Asia Pac:
3,000 workers and revealed that British Red Cross and Merlin. We are delighted to announce
employees are embracing more the opening of our latest office in
flexible working patterns, with Europe: Korea. Headed up by the vastly
many burning the candle at both Sinead Wallace, Country Manager experienced local recruiter S.H.
ends and putting in over 10 hours of Reed Specialist Recruitment Kim, Reed Korea will concentrate
a day at the office. And for many, – Ireland has reached the finals on executive, professional mid-level
work doesn’t end in the office – of the coveted Women Mean recruitment, temp staffing, career /
most people complete 42 minutes’ Business Award 2010. The outplacement consulting and cross-
‘homework’ every night because awards, in their fourth year, are border recruitment across
they “simply have too much work designed to recognise, inspire and all industries.
to get done in the working day.” reward female entrepreneurs and
From typewriters and telephones businesswomen alike. This year’s
in the 1960s to Blackberries and theme was ‘Believe in Change’ and
PDAs in the noughties, the report the WMBusinesswoman of the Year
also shows how technology has Award 2010 was presented to the
acted as a catalyst for change in woman who has contributed most
the workplace during the last 50 to the success of her company in
years. The internet and email are the past 12 months.
now accepted as essential tools
of the trade in most jobs, with

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13
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UAE
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www.reedglobal.ae
Reed Specialist Recruitment has experts that operate at all client.abudhabi@reedglobal.com
levels and across a wide range of specialisms including:
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