Over the last five years, the mortgage industry has grown significantly. Gross mortgage lending figures for 2006 were £346bn, and the number of new lenders joining the industry has increased demand for certain skills by about 10%. These two factors have meant there is now even more pressure upon lenders who may historically have been able to grow their talent internally. The growth in the sector and demand for skills has turned training internally into a luxury.

Moreover, the demand for certain skill sets is now so much higher that it has created definite shortages in the ability of the sector to supply these skills. When a firm loses skilled employees, the immediate reaction is to advertise. While this can and will attract individuals, it will only reach those who are actively looking for a change of job, or those who have applied out of curiosity.

In order to attract people to a business, a firm needs to visibly offer career progression and excellent service levels and low attrition rates. These act as a compelling magnet as people do not want to join a new company and fire fight from day one.

Obviously, remuneration packages need to be competitive with the ‘market rate’ – incentives to earn more and additional benefits, such as pensions or health insurance, also act as an enticing catalyst. Staff development and training attract the right staff – those who are keen to progress are an asset to any business model.

Finally, the financial position of the company matters. Is it well funded and is it experiencing growth year-on-year?

The message delivered must be the right one – can an advert encompass the essential attraction needed to get the best staff, engaging high quality people to change their careers.

After all, if a firm cannot engage people, how will applicants be attracted to them? n