The strongest candidates are rarely actively looking. Most are already employed, selective about who they speak to and quick to disengage if a process feels unclear or slow.

Successful hiring today depends on clarity, speed and a realistic understanding of the market.

Common challenges we see include shortage of experienced Revit‑proficient architects and technologists, candidates managing multiple interview processes at once, counter‑offers becoming the norm rather than the exception, greater emphasis on flexibility, culture and progression.

Successful hiring today depends on clarity, speed and a realistic understanding of the market.

Many recruitment issues start with role definition. Before advertising, it’s important to be clear on what you genuinely need rather than what would be ideal.

Key questions to consider: -

• Is this a design‑led, technical or delivery‑focused role?
• What level is appropriate based on responsibility, not just experience?
• How does this role fit into the wider team structure?
• What skills are essential, and what can be trained?

Overly broad job descriptions often narrow the candidate pool rather than widen it.

Salary expectations move quickly, particularly in candidate‑short markets. Hiring delays are often caused by salaries being benchmarked against outdated data.

When setting a package, consider: -

• Current market salary ranges for your location and sector, 
• Hybrid and flexible working expectations, 
• Benefits that genuinely influence decisions, such as healthcare, working hours and progression - Whether flexibility can offset salary constraints.

We regularly advise clients on live salary data to ensure roles are positioned competitively from the outset.

Candidates typically skim adverts quickly. Clear, well‑structured adverts perform far better than long wish‑lists.

Strong job adverts clearly state the level, salary range and location. Describe projects and sectors, not just responsibilities and explain why the role exists and how it supports progression. Use a human, honest tone rather than generic wording. 

This isn’t simply a list of requirements; it’s your opportunity to explain why someone would choose to work for you. It’s also a chance to strengthen your employer brand and how your practice is perceived in the market.

Transparency builds trust and improves application quality.

In a competitive market, interview processes should assess effectively without over‑burdening candidates.

Best practice includes: -

• Good people are in jobs, and an in-person interview can be tricky, offer interview times first or last thing, or a teams meeting first if you plan to do more than one interview.
• Keeping interview stages proportionate to the role
• Ensure Interview stages are close together to speed up decision making,
• Where you’re expecting candidates to demonstrate particular skills, it’s best to set this out in advance so they understand what to prepare and how they’ll be assessed.
• Being clear on timelines from the outset. Using tasks sparingly and only where genuinely relevant,
• Providing feedback promptly.

Lengthy or unclear processes are one of the most common reasons candidates withdraw. 

One of the most well-known sayings in recruitment is that time kills deals. Too often, a candidate would have accepted a role after a first interview, but a prolonged hiring process means that by the time an offer is made, they have received competing offers and ultimately accept another position.

Candidates can only accept one role, and in a highly competitive market, speed and decisiveness are critical, which leads us on to point 6.

Once a decision is made, speed matters. Delays between final interview and offer increase the risk of counter‑offers and lost candidates.

We recommend: -

• Making a verbal offer first, followed quickly by written terms. 
• Being clear on notice periods and start date flexibility.
• Understanding what matters most to the candidate, not just salary.
• Preparing for counter‑offers in advance

A well‑managed offer stage significantly improves acceptance rates.

Recruitment doesn’t end when the contract is signed. The first 90 days are critical.

Strong onboarding includes: -

• Clear expectations for the first week and month,
• Support during long notice periods,
• Early integration into the team and projects,
• Regular check‑ins to address concerns early.

Good onboarding reduces rehiring costs and improves long‑term retention.

Different hiring challenges require different solutions.

Permanent hires work best for long‑term growth, while fixed‑term and contract roles can support project spikes, maternity cover or urgent deadlines.

Choosing the right option depends on project pipeline certainty, speed of hire required, budget flexibility, internal management capacity.

We regularly advise clients on the most appropriate hiring model for their situation.

A good recruitment partner should act as an extension of your team, offering honest advice and representing your practice accurately.

You should expect: - 

• Clear communication and market feedback,
• Confidential and ethical candidate representation,
• Realistic guidance on salary, availability and timelines,
• A focus on long‑term fit, not just filling a vacancy.

Hiring well is about more than filling a gap. It’s about building teams that support your 

projects, culture and future growth.

If you’d like to discuss a role, benchmark salaries or get advice on your hiring strategy, we’re always happy to have an open, no‑pressure conversation.

Our contact numbers +44 23 80181055 or +1 (929) 626 7010