Stirling Hunter delivers executive search, project recruitment, succession planning, HR, leadership and strategy consulting. Executive Search & HR Consulting Strategic Talent Solutions for High-Growth Organisations About Us Our Mission Stirling Hunter a privately held professional services firm that helps organisations to improve business results through the timely delivery of executive search, project recruitment, succession planning, background screening, leadership, strategy, and HR consulting. Operating across the United Kingdom and internationally, our cross-functional expertise spans financial services, financial technology, private equity, professional services, biotechnology, sustainable developments, and the adult and children's care sector. We understand the unique leadership challenges facing care providers and help organizations build strong, compassionate leadership teams that deliver exceptional care outcomes. Our mission is to empower individuals and organisations to reach their full potential by making meaningful connections and driving success through people. Learn More What we do Executive Search & Assessment Stirling Hunter was founded as an executive search firm, this remains a cornerstone of our business. Our executive search services are tailored to each client's unique situation, whether you're a regulated bank needing FCA-approved directors, a PE firm building a portfolio company C-suite, or a family business planning founder succession. Our task is to identify, evaluate, attract and help to develop extraordinary culturally aligned executives who will drive new levels of organisational performance for your short and long-term growth. Recent placements include CFOs for fintech scale-ups, Managing Directors for PE portfolio companies, and C-suite executives for regulated financial services firms. Project Recruitment Our "search class" project recruitment expertise aligns high calibre professional and technical talent needs with business strategies. We seamlessly help organisations meet target hiring goals across the full spectrum of the recruiting and resourcing life cycle. From attraction and engagement, to development and retention, we deliver without compromising candidate quality and provide meaningful reductions in both the cost and time to hire. When candidates are thoroughly assessed and culturally aligned, the benefits are clear: fewer interviews, fewer rejected offers, and significantly less management time spent on recruitment. Succession Planning All organisations lose good people, whether it’s for personal or professional reasons, planned or unplanned. The loss of talented employees can leave a large gap and brings periods of uncertainty, change and turbulence. Succession planning ensures an organisation remains ready to continue growing and performing by minimising the impact of losing key talent and leaders. We help build coordinated succession strategies that connect the assessment and development of internal and external candidates with your goals and culture. When working with early stage or family businesses, our consultants help align the founders or family, the board and management with the succession planning process. We can further advise on wider board composition including adding independent directors to a board. This can offer much-needed experience and objectivity when it comes to the planning and the assessment of succession candidates in family businesses. Background Screening Background screening has become a crucial step in the hiring process, enabling employers to make informed decisions about who they are hiring. We can deliver a variety of employment screening and background checks including Disclosure and Barring Service (DBS), legal and regulatory referencing (SMCR), online verification and Right to Work checks and executive digital profiling. HR Consulting At Stirling Hunter, we're not a corporate HR firm with a one-size-fits-all approach. We tailor our services to each client, whether you're an ambitious SME, a family business, or a PE-backed growth company. Our HR consulting services help your team perform better, enhance employee engagement, and align HR strategies with business objectives. Our HR Consulting Services Include: Talent Acquisition & Workforce Planning - Helping businesses attract and retain the right talent through strategic hiring and workforce optimization. HR Strategy & Organizational Design - Aligning HR policies, structures, and processes with business goals to enhance operational efficiency. Leadership Development & Training - Providing customized training programs to strengthen leadership capabilities and employee performance. Compensation & Benefits Advisory - Designing competitive compensation structures that attract and motivate top talent. Employee Engagement & Culture Transformation - Creating high-performing workplace cultures through engagement strategies and initiatives. HR Compliance & Risk Management - Ensuring organizations meet regulatory requirements and mitigate HR-related risks. We partner with businesses from 10-person startups to FTSE 100 firms, helping them build a people-first culture that fosters innovation, productivity, and long-term success. Leadership Advisory We understand that strong leadership is the foundation of any successful organization. Our tailored advisory solutions ensure that companies have the right leaders in place to navigate change, foster innovation, and create lasting impact. By leveraging 30+ years of executive recruitment and assessment, we empower organisations to build high-performing leadership teams that thrive and grow. Key Offerings Include: Board Advisory - Enhancing board effectiveness through governance best practices, director search, and strategic counsel. Leadership Development & Succession Planning - Building leadership pipelines to future-proof organizations. Culture & Organizational Effectiveness - Aligning leadership strategies with corporate culture to drive performance. With a client-centric approach, we partner with financial services firms, PE portfolio companies, biotechnology ventures, and care providers from Series A startups to FTSE 250 enterprises Strategy & Intelligence We offer bespoke strategy and intelligence advisory services to mitigate the risks for organisations considering entry into new markets or during the acquisition process. This evaluation of the capability of the target company leadership team and key people to deliver in the long term, is just as crucial as assessing the value of any other asset. Acquiring a company is also about acquiring people. Our "people" due diligence helps improve the chances of a successful acquisition. It also helps retain top talent and where key people do leave, ensures succession plans in place for key positions that minimise disruption and damage to morale. Our benchmarking draws on salary surveys, industry reports and our proprietary knowledge of 1,000's of executive placements. We can also help innovators and investors with feasibility studies, venture funding, academic research and market entry.

Stirling Hunter is a UK executive search and HR consulting firm serving financial services, private equity, and high-growth businesses with bespoke talent solutions. Who we are Stirling Hunter are a privately held professional services firm that helps organisations to optimise business performance through executive and project recruitment, succession planning, leadership, strategy, background screening, and HR consulting. Our expertise is rooted in financial services, private equity, clean technology and professional services. Within these sectors, we help to identify, evaluate and attract outstanding executives and innovators who positively impact the current performance and future health of our clients. Our client partners combine many years of direct experience with deep industry knowledge and finely tuned intuition to win over apparently unobtainable people. They are supported by analysts who continually track the careers of leading executives, rising stars and innovators. Our Team David Tuscarny David leads our executive search, project recruitment leadership and strategy consulting services. He has over three decades of retained executive search expertise within financial and professional services. Beyond recruitment, David has helped clients deliver turnaround and operational reviews spanning commercial, financial, people and HR matters. He is dedicated to creating successful partnerships and discreetly connecting financial services and private equity executives and innovators. Oliver Tuscarny Ollie leads our HR team, he has a MSc in Human Resource Management, he is currently studying for his CIPD Level 7. He has a deep understanding of the human aspect of business and organisational behaviors. Beyond supporting SME clients with day-day HR operations, he helps build positive human cultures in workplaces, ones that enable people to be more productive, happier and inspired so they can do their best work and feel more fulfilled. Tony Pike Tony is a Board Advisor to Stirling Hunter. He plays a key role in guiding our strategic direction and growth initiatives. His career spans more than three decades where he managed pension risks and delivered investment solutions for employers and their workforces. Tony previously held senior roles at Mercer, River and Mercantile Solutions, Aon, Willis Towers Watson, JJT, and Buck Consultants. Helen Town Helen is our Head of Administration and Research, she ensures everything runs smoothly across finance, HR, marketing, IT, and client delivery teams. Helen previously had roles where she led billings and administration for a telecoms business, was head of research at a boutique executive search firm and was an insurance wordings specialist for the financial institutions team at a global insurance Broker.

< Back Save time and costs with easy-to-use HR software David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 5 Jun 2025 Sign up for your 14-day free trial. No credit card required. Stirling Hunter are an Accredited Partner of Breathe HR Software. With ISO 27001 certification all personal data is stored to the highest GDPR-compliant security standards . Make sense of your HR information and ensure the actions you take are data-driven with Breathe’s extensive reporting tools . All payroll data is available at your fingertips. Breathe lets you export payroll-ready data and upload it to your payroll system in seconds. Contact us for more information or to organise a 14 day free trial. Contact Us | Stirling Hunter Stirling Hunter is a Breathe Accredited Partner Previous Next

Privacy Notice, Stirling Hunter executive and project recruitment, succession planning, background screening, HR, leadership and strategy consulting. Privacy Notice Your privacy is important to us. This privacy notice explains how Stirling Hunter may collect, use, transfer, and disclose your information. Personal Information is information that identifies you as an individual or relates to an identifiable individual. This Notice describes how we process, collect, and use this information in connection with: Websites operated by us from which you are accessing this Notice (the “Site”); Software platforms and applications we make available for use on or through computers or mobile devices (the “Applications”); Our social media pages from which you are accessing this Notice (collectively, our “Social Media Pages”); HTML-formatted email messages we send to you that link to this Policy; Communications, including subscribing to receive information about our Services or any of our marketing materials such as our regular newsletters, surveys, via emails, SMS/text messages we send to you manually and via automated software. Offline business interactions you have with us, including in person discussions, telephone conversations, and non-electronic communications. You do not have to provide any personal information to us, but if you do not, there may be limits on the recruitment, advisory and consulting services we are able to provide you. Who we are We are Stirling Hunter Limited, a management consulting business. We are a registered company in the United Kingdom with a registration number of 12086860, our registered office is at Greenwood House Greenwood Court, Bury St Edmunds IP32 7GY. Our Services help our clients to develop their business, we help them with executive search and project recruitment. organisation design and strategy, talent strategy, rewards and benefits, assessment and succession, leadership development, and other talent needs. We also provide HR consulting Services that range from day-to-day advice to full HR project management, background screening and a range of career advisory services including executive coaching and job-hunting preparation. Our executive search Services help clients find talent at the board-level, chief executive, and other senior professional and executive positions, our specialist and interim management recruitment Services help senior executives select and hire the talent they need to execute their strategy. Stirling Hunter is committed to keeping your information secure and managing it in accordance with our legal responsibilities, under the privacy and data protection laws applicable wherever we operate in the world, as well as the Data Protection Act 2018 and UK GDPR along with the General Data Protection Regulation (Regulation (EC) 2016/679 (“GDPR”) in the European Union (“EU”). Who this policy applies to We collect a variety of personal information to provide our services to you and our clients. This policy applies to you whether you are a candidate for one of our clients, an individual we are assessing as an employee of one of our clients, a client or whether you are a source or a referee in respect of a candidate or an employee of one of our clients. For the purposes of this policy: candidate(s) means an individual who is a candidate, applicant, potential candidate, employee of a client; client(s) means any, business, firm, organisation, government body or individual that mandates us to perform any of our Services; a referee is a person who provides a personal or work reference in respect of a candidate and; a source is a person who provides us with information or intelligence about a candidate. If you disclose any Personal Information relating to other people to us, you represent that you have the authority to do so and to permit us to use the information in accordance with this Policy. Gathering information Our clients expect us to identify the best people to fill their roles. We need to research systems, online databases, and other information sources, and talk to many individuals to achieve this. Besides our clients, these will include referees and sources to help inform our decision-making process. We need to process personal data quickly, discreetly, and often without reference to the data subject. Accordingly, we process such data in accordance with the Data Protection Laws, using our legitimate interest where it is not possible or feasible to speak directly with the data subject. Beyond this, we will seek consent in the circumstances explained later in this policy document. We collect information from candidates directly when you upload your resume to our candidate portal or when you send this to us via email or post. We also collect information from you when you speak with a Stirling Hunter employee. We also collect information from you in automated ways, including using cookies and similar technologies as well as using tracking pixels and tokens in our email communications (e.g. to understand whether you have opened a marketing email from us). How we collect and use personal information Candidate(s) - We use the personal data we collect from you for several purposes: Processing job applications for our clients, on whose behalf we are managing a job vacancy. If you apply for a specific job, we may pass your details to the relevant client to proceed with the application. As a result, you may receive further direct correspondence from them. Searching for relevant candidates for confidential executive recruitment assignments where our client is not initially named. If we feel you are suitable for a specific role, we may pass your basic details on to the relevant client. If that client agrees that you might be suitable, we will then discuss this with you in more detail. You may be interviewed for the role by one of our consultants. If successful, you may be shortlisted for interview by our client. At this point, we will pass further details to the client, you may then receive further direct correspondence from them. We may conduct mapping and strategic research exercises to help a client mitigate the risks when considering entry into new markets, territories or during the acquisition process. Here, we may include certain aspects of your personal data. You will not be contacted by any third party about this unless we first obtain your consent. To provide our Services to you as an individual, most likely an assessment or coaching programme. For equality monitoring purposes, to understand the diversity of our applicant pool, but only if admissible under the applicable law. (This information is anonymised and aggregated). Improving the service we offer. For example, you may be asked to complete one of our online satisfaction surveys. For direct marketing purposes, to understand how you use and interact with our recruitment Services, our website and previous communications we have sent you, and to then send you information on our Services, white papers, newsletters, events and so forth which we believe will be relevant to your expressed or inferred interests, or which would generally be relevant to someone in your position. Please note you may opt out from receipt of marketing materials at any time by writing to us. We will only use your information in accordance with this Policy, where required or authorised by law to disclose your information to others or, have your permission to do so. Please be aware we are not responsible for the data processing activities of others, such as our clients. Client - We will use client data to perform our Services to you and other legitimate business purposes such as marketing. Source and Referee - We will use source and referee data to perform our Services to enable us to obtain your opinions on a candidate. We may also use this information to enable us to market our Services to you as a potential client. We may as well invite you to become a candidate in respect of the provision of our Services. The type of personal data we collect and process - In all cases, we collect and process personal data about you, including your name, address, telephone number and email address. Candidate - If you proceed with a job application, or should we consult you about a role, you may be required to submit additional personal data. For example, education and career history and curriculum vitae (CV), or resume. Your CV or resume may contain employment history, education, professional qualifications, memberships, details of papers written, references and referees, amongst other things. Based on your explicit consent, we will also process any relevant psychometric assessments, psychological tests, or results from such assessments or tests. We may occasionally ask you to provide information relating to protected characteristics, such as your race or marital status. We do this for equal opportunity monitoring purposes and from time to time online, but only if that is admissible under local law. This information is always anonymised and aggregated and will not be revealed to third parties without your specific consent. We might also collect personal data from third-party databases and other public sources. Client - As well as basic contact information we will also collect information about your role and other information provided to us by your organisation. Source and Referee - As well as basic contact information we will also collect information regarding your credentials as a source, details of your relationship/knowledge of a candidate and your opinions of that individual. We may obtain this information directly from you or publicly available information. What we do We may run job adverts you may respond to, either electronically or via mail. Other roles may involve one of our researchers or consultants calling you to discuss the details. Then, we will either inform you verbally that we will process your personal data or send you a Data Privacy Notice. Both will direct you to this Privacy Policy. Besides filling particular leadership vacancies, we also process personal data mapping and strategic research exercises to help clients understand the available talent within certain sectors or functions. Newsletters and other communications If you would like to receive one of our newsletters, we will ask you to provide us with your name, email address, job title, company name and country of residence. When receiving a newsletter(s) from us, we may send email alerts and bulletins about our Services and any roles that might interest you. You can unsubscribe from our electronic marketing messages by following the “unsubscribe” instructions included in our communications. Also, you may change your preferences and cease receiving direct marketing from us through your email account settings. From time to time, we may contact you with updates on our Services, terms of business or simply to ensure that the data we hold is current, relevant, and up to date. Satisfaction surveys If you take part in a user satisfaction survey, we may ask you to provide us with personal data, including your name, email address, and your views and opinions. Providing information to others To help us run this website, and to provide our Services in certain countries, we collaborate closely with trusted partners with whom we need to share personal data. We will share information only as anticipated within this Privacy Policy and, wherever appropriate, limit disclosure to information in aggregated form, to avoid or limit identifying you personally. Where we share information with such a third party, you will not be contacted by them, unless we have obtained your prior consent. Third parties We may also provide information to third party service providers who process information on our behalf. This is to help run our internal business operations, including email distribution, marketing, IT Services, and customer Services. As part of our agreements with them, these third parties are required to process such data securely and only in accordance with our instructions. Your information may be shared with organisations located elsewhere in the world. As their privacy laws may not match your home country’s standards, we will only make a transfer if we have first implemented any safeguards, most commonly the ‘standard contractual clauses,’ as required by applicable law. You have a right to request a copy of any safeguards we use to transfer your personal data to third countries. We may need to disclose information about you to law enforcement bodies, agencies or third parties, under a legal requirement or court order. We will act responsibly and take account, where possible, of your interests when responding to these requests. If you are concerned about these arrangements to disclose or share personal data with third parties, you should contact us and ask us not to process your personal data. Sensitive data We will seek your consent to process personal data in respect of certain specific and limited purposes such as racial or ethnic origin, political opinions, religious or philosophical beliefs, trade union membership, data concerning health or sex life and sexual orientation, genetic and/or biometric data. We encourage you not to provide us with sensitive personal data unless it is specifically requested, and we have your consent. Information about others If you provide us with information about other individuals, such as the details of a referee or personal contact, you must ensure they have agreed to this. We would advise you to keep a record of their agreement and provide them with a copy of, or link to, this Privacy Policy. Data Security We invest significant resources to protect your personal data, from loss, misuse, unauthorised access, modification, or disclosure. However, no system can be 100% secure, and so we cannot be held responsible for unauthorised or unintended access that is beyond our reasonable control. International transfers Our Services are global, your personal data may be stored and processed in any country where we have operations, our staff are located. We will take all steps necessary to ensure that your personal data is treated securely and in accordance with this Privacy Policy. This means that your personal data will only be transferred to a country that provides an adequate level of protection (for example, where the European Commission or the UK Data Protection Authority, (“ICO”) has determined that a country provides an adequate level of protection) or where the recipient is bound by standard contractual clauses according to conditions provided by the European Commission or ICO. Our Site and Services are accessible via the internet and may potentially be accessed by anyone around the world. Other users may access the Site or Services from outside the EEA, Switzerland, or the UK. This means that where you chose to post your personal data on our Site or within the Services, it could be accessed from anywhere around the world and therefore a transfer of your personal data outside of the EEA, Switzerland or the UK may be deemed to have occurred. If you are concerned about these arrangements, you should not use the website and contact us to ask us not to process your personal data. Keeping Your Information We keep your personal data for as long as required to provide our Services, and in accordance with legal, tax and accounting requirements. Where your personal data is no longer required, we will ensure it is disposed of in a secure manner. Where required by law, we will notify you when this has happened. Your right to object and to have your data erased You are not obliged to provide any personal data to us and may withdraw consent previously given. You have the right to ask us to stop processing any personal data and to have it erased if we no longer have a lawful reason to continue processing your data. You also have the right to object to any processing of your data that we conduct on a ‘legitimate interest’ basis, or to processing conducted for direct marketing purposes. In these circumstances, we reserve the right to maintain basic personal data such as your name and address. This is to ensure your personal data is not processed by us in the future. Access rights In some jurisdictions, you may have the right to request copies of your personal data held by us. If you think any of that data is inaccurate, you may also ask us to correct it. You may also have a right, in certain circumstances, to require us to stop processing your personal data. Also, you have the right to ask us to transfer your personal data to someone you nominate for your own purposes. To contact us about any of this, please email us using the contact information below. Please note that we may request proof of identity. We will respond to your requests within the period that applies in the country concerned. In certain circumstances, in countries where it is required or permitted by law, we may not be able to provide you access to your personal data. Wherever possible, we will notify you of the reasons for this. Updating your account and preferences - If you register an account with us, please keep your details up to date, and notify us of any changes to your personal data. You can do this by updating your user preferences through your account login, or by contacting us using the details below. Cookies Cookies are small, often encrypted text files, located in browser directories. We use cookies to help users navigate our websites efficiently and perform certain functions. Information from cookies also allows us to make improvements to our Services. We only collect "session" cookies, these are usually not stored after your browsing session has ended. We notify website users that our website uses cookies when first arriving at our website. This is through a one-time pop-up notification that allows you to agree to the use of cookies and provides details on how to delete and control cookies. If you choose to block or delete cookies, this may affect the functionality of this website. More information about cookies, including how to block them on all sites or delete them, can be found at https://allaboutcookies.org/ . Analytics - We use analytics tools to help deliver our online services, identify any service issues, improve our online services, provide content tailored to users' personal preferences, and monitor site traffic/usage. These tools may be provided by third-party service providers and may include the collection and tracking of certain data and information regarding the characteristics and activities of visitors to our website. We may disclose data, including personal data, to certain third-party Services providers to obtain such Services. One of these providers is Google Analytics. More information about how Google Analytics collects and processes personal data can be found at www.google.com/policies/privacy/partners . To opt out of all Google Analytics tracking visit https://tools.google.com/dlpage/gaoptout . Third party websites This Policy only applies to this website. If you land on our site from other websites or move to other ones from our website, you should read their respective privacy policies. Terms & Conditions This Privacy Policy explains the ways in which we collect and process personal information, for the terms and conditions which apply to your use of this website, please refer to our Terms & Conditions. Contact information If you have questions concerning this website or its policies, or to exercise your rights with respect to your personal information, please contact us at data@stirlinghunter.com . How to complain If you have any concerns about our use of your personal data or have a complaint, please use the contact information above. If you remain unhappy with how we have used your data after raising a complaint with us, you can also complain to the Information Commissioner’s Office (ICO). Helpline number: 0303 123 1113 Website: https://www.ico.org.uk/make-a-complaint. Last updated 02 March 2025 We keep this Privacy Policy under regular review and update it from time to time. Please review this policy periodically for any changes.

< Back The £50 Billion Blind Spot: Why the UK Budget Ignores the AI Revolution About to Transform Work David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 17 Oct 2025 The government is simultaneously betting big on AI transformation while making 5-year fiscal plans based on pre-AI labour market assumptions. As Chancellor Rachel Reeves prepares tax rises and employment reforms, her fiscal plans appear oblivious to the workforce disruption already underway. It's like planning a budget for horse-drawn carriages in 1905. On November 26, Chancellor Rachel Reeves will stand before Parliament to deliver her second budget, announcing what experts predict will be approximately £30 billion in tax increases. The Office for Budget Responsibility will publish detailed forecasts about productivity, employment costs, and economic growth through 2029. And nowhere in these meticulously calculated spreadsheets will you find serious consideration of the technological revolution that could render many of their assumptions obsolete before the ink is dry. While the Treasury agonizes over the Employment Rights Bill's "probably net negative economic impacts" and an expected £20 billion impact from the OBR's productivity downgrade, an elephant is quietly entering the room: agentic artificial intelligence. (AGI). The Revolution Already Underway This isn't science fiction or distant speculation. The government's own AI Opportunities Action Plan acknowledges that "we will very soon see agentic systems - systems that can be given an objective, then reason, plan and act to achieve it." These aren't chatbots that answer questions, they're autonomous systems that can manage complex workflows, make decisions, and execute tasks that currently employ millions. The numbers are staggering. Research surveying 200 global HR executives found that AI agent adoption is expected to jump 327% over the next two years, leading to productivity gains of 30% and labour cost reductions of 19%, equivalent to $11,064 per employee. More significantly, these executives expect to redeploy nearly a quarter of their workforce to new roles as agentic AI is implemented. Let that sink in. One in four workers reassigned within two years! The Policy Disconnect Here's where it gets surreal. The same government simultaneously pursuing aggressive AI adoption is making multi-year fiscal plans as if the workplace of 2029 will look fundamentally similar to today's. Chancellor Reeves has announced plans to cut 10,000 civil service jobs, explicitly stating that AI and automation would fill these gaps. Yet the OBR's forecasts driving the £30 billion tax rise are based on traditional employment models, downgrading productivity assumptions while ignoring AI's potential to reverse decades of stagnation. The Employment Rights Bill exemplifies this disconnect perfectly. The government's impact assessment estimates the bill could cost businesses between £0.9-£5 billion annually —calculations based on current employment structures. But what happens when large swathes of those jobs fundamentally transform or disappear? The government is essentially legislating protections for yesterday's workplace while tomorrow's is already taking shape. The OBR acknowledged it hasn't incorporated the Employment Rights Bill into forecasts because "there is not yet sufficient detail or clarity about the final policy parameters." If they can't model a piece of legislation working through Parliament, how are they supposed to account for the most disruptive technological shift since the internet? The Fiscal Time Bomb The implications for public finances are profound and multifaceted: Tax Revenue Volatility: If AI drives workforce restructuring at the scale predicted, income tax and National Insurance contributions (which together comprise over 40% of tax revenue) could fluctuate wildly. The government is planning tax policy for an employment landscape that just may not exist. Welfare System Stress: While 88% of HR chiefs believe redeployment is more cost-effective than external hiring, this transition won't be seamless. Unemployment spikes, demands for retraining programs, and pressure on the welfare system could dwarf current projections. The Productivity Paradox: The OBR is downgrading productivity forecasts by 0.2 percentage points, requiring £20 billion in tax rises. Yet agentic AI promises the kind of productivity revolution that could make these assumptions laughably pessimistic or render them irrelevant if the gains don't translate to broad-based employment. Business Investment Mismatch: Companies are being asked to absorb billions in new employment costs just as they're contemplating massive investments in AI that could transform their workforce needs. This creates perverse incentives to accelerate automation rather than invest in human capital. Not For Want of Awareness This isn't a case of policymakers being unaware. The UK has positioned itself as an AI leader with the AI Safety Institute and "a proportionate, flexible regulatory approach." The government created a £3.25 billion Transformation Fund and allocated £42 million to Frontier AI Exemplars. The rhetoric is there. What's missing is integration. The AI strategy exists in one silo, employment policy in another, and fiscal planning in a third. It's as if the Treasury, the Department for Science and Technology, and the OBR are working in parallel universes that never intersect. The Questions Nobody's Asking As Reeves prepares her budget statement, Parliament should be demanding answers to questions that aren't even being posed: What are the fiscal scenarios if 20-30% of jobs transform by 2029? How do employment tax projections change under different AI adoption rates? What's the breakeven point where AI productivity gains offset employment tax revenue losses? Should fiscal policy actively shape AI adoption speed, or just react to it? What's the plan for funding large-scale workforce transitions? Research shows that 73% of employees remain unaware of how AI agents will impact their work. It appears the OBR may be in similar territory. A Budget for Yesterday The November budget will likely be remembered for its tax rises, spending cuts, and the political battles over who bears the burden. But the real story may be what it doesn't contain: any serious reckoning with the transformation already underway. The Treasury is working to fill a £30-50 billion fiscal hole using assumptions about work, productivity, and employment that may be obsolete within this parliamentary term. It's fiscal planning for the world of 2020 when we're hurtling toward 2030. History suggests that governments usually realize they've missed major technological shifts only in hindsight, after the jobs have disappeared, after the social disruption has occurred, after the fiscal assumptions have collapsed. The information is available now. The research exists. The trajectory is clear. The question is whether anyone in the Treasury is actually reading it? As the Chancellor rises to deliver her budget on November 26, she'll present detailed forecasts extending to 2029. Those forecasts will be precise, carefully modelled, and potentially built on a foundation of sand. The biggest fiscal risk facing the UK might not be productivity downgrades or employment legislation. It might be the revolution nobody's putting in the spreadsheet. Previous Next

< Back Small businesses solutions for common HR issues David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 12 Mar 2025 Here are some practical solutions that small businesses can implement to address common HR challenges. Limited Resources Partner with freelancers or part-time professionals to meet short-term needs without overextending budgets. Use cost-effective HR software to automate processes like payroll, recruitment, and compliance tracking. Attracting Talent Highlight non-monetary benefits like flexibility, personal growth opportunities, or a strong company culture in job postings. Build a solid online presence through social media and networking to attract candidates organically. Retention Issues Offer recognition programs to celebrate achievements and reinforce employee value. Provide clear career progression paths, even if limited, to give employees a sense of purpose and growth. Compliance with Employment Laws Regularly consult with HR advisors or use affordable online tools to stay up-to-date with UK employment laws. Conduct periodic audits to ensure policies and practices align with regulations. Building a Company Culture Involve employees in defining the company’s values and mission. Foster team-building activities and open communication to strengthen relationships and collaboration. Performance Management Introduce simple but effective review systems, such as quarterly one-on-one check-ins, to provide feedback and address issues early. Use cloud-based tools to track goals and performance without overwhelming employees or managers. Scalability of HR Functions Adopt modular HR solutions that grow with the business, such as subscription-based tools for recruitment and onboarding. Train managers and team leads to take on basic HR responsibilities during periods of rapid growth. Managing Employee Well-Being Promote work-life balance by offering flexible schedules or extra time off when possible. Share free or low-cost resources for mental health support, like access to local community programs or online platforms. By taking these steps, small businesses can overcome many HR hurdles while cultivating an engaged, loyal, and productive workforce. Previous Next

< Back Potential impact of U.S. tariffs and recession on UK jobs? David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 11 Mar 2025 U.S. tariffs and a potential recession could have far-reaching consequences for the UK job market due to the interconnectedness of the global economy. While the exact impact would depend on the severity of the U.S. recession and the UK's overall economic resilience, industries closely tied to U.S. trade, finance, and investment are the most vulnerable including: Trade and Exports - The U.S. is a major importer of UK goods, including manufacturing products (such as automotive, aerospace components and machinery) and services (like financial and professional services). A U.S. economic slowdown could lead to reduced demand, putting pressure on UK industries that rely on exports. Financial Markets - Given that London is a global financial hub with strong ties to U.S. markets, a recession in the U.S. could lead to market volatility and reduced activity in banking, investment, and related sectors, potentially impacting jobs in finance. Tourism and Hospitality - A U.S. recession might lead to fewer U.S. tourists visiting the UK, negatively affecting jobs in tourism, hospitality, and retail sectors tied to visitor spending. Technology and Startups - Many UK technology and innovation-driven industries firms benefit from U.S. investment. A slowdown in venture capital and private equity from U.S.-based investors could impact this sector, leading to reduced job growth or layoffs. Global Supply Chains - Industries linked to international supply chains, such as manufacturing and logistics, could face disruptions if a U.S. recession and tariffs affects global trade flows. Consumer Confidence - Economic uncertainty in the U.S. could spill over into the UK, affecting consumer spending and business confidence, this could hit the domestic economy even further and lead to cautious hiring or layoffs. What measures can the UK take to mitigate these impacts? To prepare for the potential impacts of a U.S. recession on jobs, the UK could adopt strategies tailored to its economic strengths and vulnerabilities. Many of these would be Government led through fiscal stimulus, subsidies, grants, and tax relief to attract non-U.S. investment and support the domestic economy. With a potential U.S. recession driven by President Trump’s recent actions, reliance on the UK Government to act in time to avert the potential impact is not realistic. Governments have finite budgets and competing priorities, such as healthcare, education, and infrastructure. This could limit the scale of intervention. The UK economy is deeply interconnected with global markets. Even with government action, external factors like trade and investment flows are beyond its control. Government measures often take time to implement and show results. By the time policies are enacted, the economic impact might already be significant. Government interventions, such as subsidies or tax cuts, can sometimes lead to inefficiencies or unintended market distortions. Political disagreements or changes in leadership can delay or dilute the effectiveness of government action. Businesses and individuals play a crucial role in economic resilience. Diversifying trade, innovating, and upskilling the workforce are areas where the private sector can act more swiftly than the government. A balanced approach, involving both government initiatives and proactive measures by businesses and individuals, would be far more effective in addressing the challenges of a U.S. recession. The adage of “failing to plan is planning to fail” in particularly true in times of economic uncertainty. The key to UK businesses building resilience and protecting jobs in the process is to regularly assess potential risks (domestic or international), develop contingency plans and adjust strategies accordingly. Previous Next

Modern Slavery - Stirling Hunter executive search, project recruitment, succession planning, background screening, HR, leadership and strategy consulting. Modern Slavery Stirling Hunter is an independent professional services firm providing executive search, specialist recruitment, leadership, organisational strategy, and human resource consulting. We conduct business fairly, honestly, transparently and in compliance with all applicable legal and regulatory obligations. We expect everyone who works for, or with, Stirling Hunter to adopt the same approach and to maintain the highest standards of ethical business behaviour. Stirling Hunter does not tolerate, permit, or engage in bribery, corruption, or improper payments of any kind in our business dealings with either public officials or people in the private sector. We are committed to reducing negative human rights impacts and oppose modern slavery in all forms within our business and supply chains. We select suppliers that have the same values as us, including a commitment to the highest professional standards and ethical conduct in their business dealings. This statement covers the financial year 2025 and is made voluntarily, in support of the principles of the Modern Slavery Act 2015. Stirling Hunter is a small and medium sized enterprise (SME) with an extremely manageable employee structure. Our business employs professionally qualified and skilled people, all are UK based. Internally, we communicate openly and transparently and seek to ensure that our work respects others. We treat people fairly and ensure employees are earning a living wage, working safely, encourage constant ethical and personal development and provide a full Employee Assistance Programme to support the health and wellbeing of our people. We train all staff in matters relating to modern slavery and have procedures in place to enable employees to raise concerns about wrongful behaviour within our business, including in relation to ethical standards, without fear of reprisal. Due to the nature of our services, we have a limited supply chain made up of professional advisors, technology services companies and office suppliers. We have reviewed our supply chain and believe our risk for violations of the Modern Slavery Act remain low. This statement has been approved by the Board of Directors who will review and update it annually. Last updated - 21 January 2025

< Back Business continuity and stability hinge on effective succession planning! David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 7 May 2025 Here’s why it's crucial Previous Next

< Back UK to drop "right to switch" off David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 2 Mar 2025 Ministers expected to drop right to "switch off" as a concession to business concern over new employment rights. It was expected the UK would follow the law in France which agreed in 2017 to end the “always on” culture by making it illegal for employers to expect their workers to be contactable outside designated work hours in order to protect family and personal time. It did not appear in the Employment Bill which is currently making its way through Parliament, but there were promises from ministers it would emerge in future. A government source told The Sunday Times: “The right to switch off is dead. We have to lower business compliance costs as much as possible. Ministers are said to be making the change in a bid to boost business confidence, after the Budget placed extra costs on employers in the form of the national insurance contributions hike. The Government source added: “Growth that puts money in people’s pockets is the number one priority of this Government’s plan for change. “That means making Britain the best country in the world to do business and a key part of that is removing unnecessary barriers.” Previous Next

< Back Will US tariffs hurt the economy? David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 10 Feb 2025 Trump’s proposed tariffs could have significant economic consequences. US President Donald Trump’s proposed tariffs could have significant economic consequences, depending on their scale and how other countries respond. Here’s a breakdown of the potential effects: Potential Economic Harms Higher Consumer Prices Tariffs function as a tax on imports, making goods more expensive for American consumers. If businesses pass costs onto consumers, inflation could rise. Retaliation from Other Countries Trade partners might impose their own tariffs on U.S. exports, hurting industries like agriculture, manufacturing, and technology. Supply Chain Disruptions Many U.S. companies rely on global supply chains. Tariffs could increase costs for businesses that depend on imported materials, leading to job losses or reduced investment. Market Uncertainty Businesses dislike uncertainty. If trade relations become unstable, companies may delay hiring or expansion, slowing economic growth. Potential for a Trade War If tariffs escalate into broader trade conflicts, economic growth could suffer, as seen during Trump’s first term when his tariffs hurt industries like farming and manufacturing. Potential Benefits (if tariffs work as intended) Boosting Domestic Production Higher tariffs could encourage companies to move production back to the U.S., creating jobs in some sectors. Trade Deficit Reduction By making imports more expensive, tariffs could lower the U.S. trade deficit, although this is debated. Leverage in Trade Negotiations Trump sees tariffs as a bargaining tool to pressure other countries (e.g., China) into better trade deals. Overall Impact Most economists argue that broad, across-the-board tariffs would hurt the U.S. economy more than they help, mainly by raising costs for consumers and businesses. However, targeted tariffs, if strategically implemented, could have mixed results. Previous Next

< Back Is the Four-Day Week a terrible idea? Oliver Tuscarny LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 14 Feb 2025 A one size fits all policy may be bad for employers and the economy. A major shake-up of workers' rights is on its way in the 2024/25 Employment Rights Bill introduced in the House of Commons on 10 October 2024. The Bill covers reforms to several areas of employment law, including unfair dismissal, flexible working, statutory sick pay, family leave, protections against harassment, fire and rehire, collective bargaining in the education and adult social care sectors, trade union law and enforcement of labour market rules. The bill is still subject to full review by Parliament, and we will see additional amendments before its full implementation. In early 2025, a number of MPs have proposed an amendment to the Employment Rights Bill, urging the Government to explore reducing the standard working week to 32 hours. As it stands, the Employment Rights Bill makes no specific mention of the four-day week. However, it does include a reform to make flexible working “the default,” with employees having the right from day one to request flexible working arrangements which could include a four-day week through compressed hours. Whether the government should legislate a four-day workweek is a complex issue with strong arguments on both sides. The idea of a four-day workweek sounds appealing, but in practice, it presents serious challenges that could outweigh the benefits. Here are a few key reasons why a four-day workweek could be a terrible idea: Reduced Productivity in Certain Sectors While some office jobs might handle the shift well, many industries such as healthcare, manufacturing, and retail require consistent staffing. A four-day workweek could lead to staffing shortages, forcing companies to hire more workers or pay expensive overtime. A mandated blanket policy change may be impractical for all sectors. Increased Workload and Stress If businesses expect employees to maintain the same output in fewer days, it could lead to longer work hours, increased stress, and burnout. A compressed schedule (e.g., four 10-hour days) may be more exhausting than a traditional five-day setup. Negative Impact on Customer Service Businesses that operate on a standard five-day (or seven-day) schedule might struggle to maintain customer service levels. Delays in response times, difficulty scheduling meetings, and inconsistent availability could frustrate clients and customers. Higher Costs for Businesses and Consumers Small businesses might find it difficult to adjust. If they need to stay open five or more days a week, they may have to hire additional staff, increasing payroll costs rather than reducing them. If businesses pass costs onto consumers, it could contribute to inflation or economic instability. Reduced Economic Activity With fewer workdays, there could be a decline in economic activity, especially in service industries like restaurants, transport, and entertainment, which depend on the flow of workers throughout the week. Not Suitable for All Jobs While knowledge-based jobs might adapt, professions that rely on in-person presence (teachers, healthcare workers, emergency responders, etc.) might find a four-day model unworkable. Reduced Wages If a four-day week means fewer hours, some employees might see pay cuts unless productivity significantly increases. Legislation that insists on a four day week with no wage loss will significantly increase payroll costs. It would effectively grant a 20% pay rise for all employees. Whilst great in theory for the employees, the financial strain to business could lead to redundancies and business closures. It may also add to inflation pressures as prices rise to cover the additional payroll costs. International Competitiveness Issues In a globalized economy, businesses that operate on a four-day schedule might fall behind competitors in countries that maintain a five-day (or longer) workweek, potentially leading to economic disadvantages. Arguments for Legislation Improved Work-Life Balance A shorter workweek could reduce stress, improve mental health, and enhance overall well-being. Higher Productivity Studies in some countries (e.g., Iceland, UK pilot programs) suggest that a four-day week can lead to the same or even increased productivity. Environmental Benefits Fewer commuting days could reduce carbon emissions and congestion. Job Creation If companies need to maintain output, they might hire more workers, potentially reducing unemployment. Alternative Approaches Instead of mandating a four-day week, the government could incentivize it through tax breaks, pilot programs, or allowing businesses to experiment with flexible schedules. A four-day workweek may work in specific cases, but as a broad policy, it comes with major challenges that could outweigh its advantages. Should the government legislate it, or should it be left to employers and employees to decide? Previous Next