Recruiting experienced advisers is becoming increasingly difficult across the advice sector. Rather than competing for a limited pool of qualified staff, we have focused on recruiting people with transferable skills and supporting them to develop into successful advisers.
A key part of our approach has been widening the search for talent. When recruiting our Centre Manager, for example, we appointed someone with project management and community development experience rather than a traditional advice background. The role was promoted through community networks, helping us reach candidates we might otherwise have missed.
To support this transition, senior advisers took on additional supervision responsibilities, supplemented by external case reviewers. This allowed the organisation to benefit from new leadership skills while maintaining high-quality advice services.
For adviser recruitment, we borrowed techniques from headhunting and executive search. Vacancies were advertised across a wide range of job boards, community networks, social media groups and local organisations. We emphasised that training would be provided and that existing skills would be recognised.
This broader approach attracted candidates who may never have considered working in advice services. Recent recruits have included someone with an advocacy background and another who brought valuable skills gained through community and political activities alongside their work as a postal worker.
After a particularly challenging recruitment process, we were also able to recruit an experienced adviser who had been made redundant from a local advice project, bringing valuable existing knowledge and training to the team.
Recruiting people with transferable skills requires a commitment to training and supervision. New advisers complete formal training and receive ongoing support from experienced colleagues. While it can take up to two years to become fully established in the role, the investment is paying off. Several recruits who joined without prior advice experience are now confidently delivering drop-ins and outreach services independently.
We are also investing in the next generation through a T-Level Legal Services placement. Although placements require significant supervision, they provide valuable insight into the sector and help young people build practical skills.
Our student spends one day a week with the team, gaining experience through adviser shadowing, reception work and project support. The arrangement has been mutually beneficial. Recently, the student helped produce a funding bid video, bringing digital editing skills that enhanced the project and provided learning opportunities for staff.
By looking beyond traditional recruitment routes, investing in training and creating opportunities for new entrants, we are building a more resilient workforce. While developing advisers takes time, this approach is helping us address recruitment challenges, diversify our team and strengthen the long-term future of our service.
