This month, Founder & Director of Red Recruitment, Katy Forsyth, chaired the South West Contact Centre Forum HR & Recruitment User Group – bringing together leaders from across recruitment and people operations to explore one of the biggest challenges facing employers right now: how to attract, engage and retain great people in a rapidly changing workplace.

It was a candid discussion exploring themes that, although focused on contact centre environments, will feel familiar to many industries. Candidates expect a more human, transparent and supportive recruitment experience. Employees want flexibility, recognition, development and a genuine voice in how work is done. At the same time, technology, including AI, is reshaping roles, training and day-to-day performance support.

Through the discussion, it became clear that successful recruitment and retention are no longer about one single initiative. It is about creating a connected employee journey, from first contact with a candidate through to onboarding, development and long-term career growth.

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One of the strongest themes was the role of culture in attracting and keeping people. Employers are increasingly recognising that candidates do not just assess a job description; they assess the whole experience around the organisation. Social activity, team connection, recognition schemes and visible investment in people all help shape how attractive an employer feels.

Even where budgets are tighter, the conversation showed that impact does not always depend on expensive perks. Time-based incentives, peer recognition, team events, wellbeing activities and opportunities for employees to contribute ideas can all make a meaningful difference. What matters most is consistency, authenticity and making people feel seen.

Employee listening was another important area of discussion. Many organisations now have platforms, forums or structured channels where colleagues can share ideas, pain points and improvement suggestions. However, the group agreed that listening alone is not enough; the real value comes from closing the loop.

When employees can see that their feedback leads to action, trust grows. When ideas disappear into a black hole, or status updates never leave the boardroom, engagement can quickly fall away.

Some of the most effective approaches discussed centred on employees being actively involved in improvement projects. This shifts engagement from consultation to ownership, helping frontline teams feel more invested and part of the solution.

Onboarding remains a critical point in the employee journey. Several ideas centred on how organisations can better support new starters from the moment they apply through to their first few months in role.

Practical improvements included clearer communication before day one, early check-ins, better handling of reasonable adjustments, and giving managers more confidence to support neurodivergent colleagues and different learning needs. These steps help create a more inclusive experience and reduce the risk of attrition.

The group also discussed the importance of reviewing early attrition. Measuring areas of the business with the highest attrition within the first few months, and why, can reveal whether the recruitment process, interview experience, job advert or training approach is accurately reflecting the reality of the role.

A recurring point was that traditional, lengthy classroom-based training does not always reflect how people learn best, particularly with newer, Gen Z agents. Bite-sized learning, self-directed development and practical reinforcement can help agents build confidence and increase speed to competency.

Keeping new starter groups together for longer, where possible, was also highlighted as a useful way to build belonging. A consistent team leader, familiar peers and a shared learning journey can help people settle, ask questions and develop stronger foundations.

With a rapidly evolving workplace, AI and new technology were naturally part of the conversation. From real-time agent support and knowledge-base search to personalised dashboards and workforce planning tools, technology has the potential to reduce friction, improve confidence and give employees quicker access to the information they need.

However, this is best when it enhances human experience, rather than replacing it. Candidates still value human communication during the recruitment process. New starters still need patient managers who provide an open space for questions. Employees still need trust, context and reassurance when tools change.

As roles continue to evolve, employers may also need to rethink job descriptions, adverts and interview questions. The skills needed in frontline roles are changing, with more emphasis on adaptability, empathy, problem-solving, digital confidence and the ability to work alongside technology.

Another clear insight was the importance of joining up recruitment, onboarding and retention. A candidate’s experience should not feel disconnected from their first day, first month or first performance conversation. The best employers are creating a “golden thread” from attraction through to early engagement, ensuring candidates feel informed, supported and valued throughout.

Small touches can make a big difference: realistic job adverts, employee-led videos, clear expectations, timely communication, interview questions shared in advance where appropriate, early wellbeing check-ins and a more human screening process.

These actions do not just improve candidate experience; they can help people self-select into the right roles, arrive better prepared and feel more confident once they join.

1. Review the full employee journey, from first candidate contact through to the first 120 days in role.
2. Make employee listening action-led by communicating what has changed as a result of feedback.
3. Use culture as a visible attraction tool, including authentic team stories, recognition and inclusive practices.
4. Modernise training with bite-sized learning, practical reinforcement and stronger manager support.
5. Introduce AI and technology carefully, ensuring it improves confidence, communication and employee experience rather than removing the human element.

At Red Recruitment, we help organisations attract the right talent, develop their people and create workplaces where employees can thrive. From specialist recruitment and training to consultancy and people solutions, our team is here to help.

Get in touch to see how we can support your business.

Call the Red Recruitment team on 0330 107 6570 or email katy@red-recruitment.com