5 Crucial Questions to Ask Before Accepting an Offer

Receiving a job offer, whether permanent or interim, is a major milestone. But before you say yes, it’s important to take a moment to assess whether the role genuinely matches your needs, expectations, and career trajectory.

These five essential questions can help you evaluate any offer more clearly. And if you’re working through a recruitment agency, all the better. A strong agency will help you uncover the nuances, ask the right questions, and negotiate the terms that matter.

1. What Are the Role’s Expectations Beyond the Job Description?

Job descriptions often paint a broad picture. What you really need to understand is what the role looks like in motion.

Ask this:
“Can you walk me through a typical day or week in this role?”

This helps uncover:

• Unspoken responsibilities
• Priority projects
• The team’s expectations of your contribution

A reputable agency often has this insight already. They’ve spoken with the hiring manager and know the internal pressures, timelines, and what "success" really looks like beyond the formal description.

2. How Is Success Measured in This Position?

This is critical, especially when timelines are short and deliverables are urgent, as is often the case with contract or interim roles.

Ask this:
“What do you expect me to achieve in the first few weeks?”
“Are there specific milestones tied to this assignment?”

Agencies can often pre-empt this discussion by helping define project outcomes with the client upfront. That way, both sides are aligned before the contract begins.

3. What’s the Company Culture Really Like?

Even on short-term contracts, the culture can impact your productivity, collaboration, and day-to-day experience.

Ask this:
“How do interim professionals typically integrate with the team?”
“Is the environment more structured or fluid?”

A well-connected agency can give you a candid view of the culture and whether previous contractors felt supported, isolated, or fully embedded.

4. Is There Room to Extend or Transition the Role?

This is particularly important for interim professionals. While your current focus might be delivering results quickly, it’s helpful to understand the longer-term possibilities.

Ask this:
“Is this role likely to be extended or become permanent?”
“Have other interim professionals transitioned into ongoing roles here?”

A good recruitment agency will already know the likelihood of an extension or future opportunities with the client. They’ll also help manage expectations so you can plan accordingly, whether it’s preparing for a handover or positioning for something longer-term.

5. Is the Day Rate or Contract Structure Fair and Clear?

For interim roles, clarity around pay structure, billing cadence, and contract terms is essential.

Ask this:
“Can we confirm the day rate, payment terms, and IR35 status?”
“Are expenses, remote work, and overtime clearly defined?”

A strong agency won’t just pass along the rate, they’ll negotiate on your behalf, advise on market standards, and ensure your contract terms are watertight. They’ll also flag any red flags in the small print, such as lengthy payment cycles or unclear project scopes.

Final Thoughts: Ask More Now, Regret Less Later

Whether you're considering a long-term role or a 6-week assignment, asking the right questions is the best way to set yourself up for success. Interim work moves quickly, but that’s no reason to skip over due diligence.

A reliable agency will support you at every stage, from briefing and negotiation to placement and extension.

Looking for Interim Opportunities With Clarity and Confidence?

At Malikshaw, we work with experienced interim professionals across public and private sectors, helping them secure roles that are transparent, well-scoped, and fairly rewarded.

Want to explore your next interim move with expert guidance?
Get in touch with Malikshaw today.

I was reading the news the other morning over a strong coffee, and a headline caught my eye: The UK government’s housebuilding plans risk collapse due to a shortage of planning officers.

It stopped me in my tracks.

Here we are, setting one of the most important goals for the country—tackling the housing crisis—and yet the whole thing could come undone because we don’t have enough qualified people in planning departments. Not because of budgets, bricks, or public opposition, but simply because there’s no one to say, “yes” or “no” to applications.

And it immediately reminded me of that old proverb:
“For want of a nail, the shoe was lost. For want of a shoe, the horse was lost…”
...you know how it goes. Until finally, “the kingdom was lost.”

All because of one, tiny, overlooked detail.

And I found myself wondering how often do we let something seemingly small scupper something hugely ambitious?

We’ve All Been There, Haven’t We?

Have you ever run a project or been part of a transformation where it wasn’t the big, obvious challenges that tripped you up—but the tiny, irritating, overlooked detail?

I’ve seen it. Too many times to count.

A dependency that was “definitely covered” (but wasn’t).
A single team member who didn’t quite understand the mission.
A process no one realised was still running manually until it failed.

And suddenly, the whole timeline slips. The budget swells. The stakeholders lose faith. And the transformation gets quietly downgraded from “essential and urgent” to “let’s pick this up again next year.”

In transformation work, our Trailblazers often remind us that everything touches everything else. That means the stakes are high, and the margin for error? Tiny.

No wonder almost 90% of transformation programmes don’t hit their intended goals.

What we’ve Learned (Sometimes the Hard Way)

Over the years, at Malikshaw, we’ve seen transformation programmes of all shapes and sizes—digital overhauls, operating model redesigns, massive recruitment drives. And I can tell you this with confidence:

Success doesn’t come from just having a great strategy.
It comes from spotting the nails.

The person no one invited to the early workshops but who holds the keys to adoption.
The platform that’s running on outdated tech but quietly underpins your entire process.
The middle manager who's drowning in BAU and can’t cascade the change message.

That’s why our Transformation Trailblazers—interims, execs, programme leads—aren’t just domain experts. They’re the people who’ve been through it enough times to know what to look for before it breaks.

If You’re Staring Down a Big Change…

Maybe you’re in the early planning stages. Maybe you're knee-deep in delivery and feeling the pressure. Or maybe there’s something keeping you awake at night, and you’re not sure how big it’s going to become. AI comes to mind for some reason ;)

Wherever you are, I’d love to hear your story.

And if there’s a gap on your team, or a blind spot in your plan, we might just know the person who can see it clearly and help you close it. And please do share your thoughts. We’d love to hear from you.

Every generation leaves its mark on the workplace. With Gen Z, we're seeing that shift happen right now, and it's coming with fresh expectations, new priorities, and a different way of thinking about work.

At Malikshaw, we speak with both sides every day. On one hand, hiring managers are building teams to meet complex, evolving challenges. On the other, Gen Z professionals are entering the workforce with strong values, plenty of ambition, and a clear sense of what matters to them.

These conversations give us insight into what's working, where things get stuck, and how to create stronger connections between people.

Gen Z is often misunderstood

There are a lot of assumptions about Gen Z, and most of them miss the mark. Far from being lazy or coddled, this generation tends to be self-motivated, collaborative, and open to learning. They care about diversity, and not just on paper. They want workplaces that reflect different perspectives and give space for people to show up as themselves.

They value flexibility, but they also value purpose and structure. They're practical about how they approach challenges, and many are surprisingly entrepreneurial. Having grown up through economic uncertainty, social change, and constant digital evolution, they've had to be adaptable. That mindset shows up in how they work.

There's a real opportunity here. If we can create space for collaboration across generations, we can build teams that combine new energy with seasoned experience. It's not about replacing one way of working with another. It's about learning from each other and growing together.

What Gen Z is looking for

Gen Z isn't just applying to jobs. They're trying to figure out where they belong and what they're signing up for. They want clear expectations and honest insight into the role, the company, and the culture. Vague job descriptions and corporate buzzwords don't cut it anymore.

They want to know what a typical day looks like, how decisions are made, and who they'll be learning from. The more direct and authentic you can be, the better the connection will be from day one.

Not every job needs to come with a world-changing mission. But there should be a sense of purpose behind the work. Gen Z often asks, "What impact will I have here?" If you can connect the role to a bigger picture, whether it's team goals, customer outcomes, or business values, you're already on the right track.

Flexibility still matters, but not everyone wants to work from home full-time. Gen Z is looking for balance — space to work in a way that suits them, along with time for collaboration and connection. What they really want is trust. They want to be treated like adults who can manage their time and get the job done.  Rigid rules without clear reasons are a quick way to lose interest.

This generation wants to learn. They're not expecting constant training courses or formal programs, but they do want thoughtful feedback, stretch opportunities, and regular conversations about progress. Managers who take the time to invest in people are seeing stronger engagement and better retention.

Gen Z is used to fast, seamless experiences online. If your recruitment process feels outdated or clunky, they'll notice. But it's not just about the tech. It's about making the experience simple, clear, and respectful. Quick responses, good communication, and a human approach go a long way.

A quick note for Gen Z candidates

You don't need to have everything figured out. What matters is being honest about what you care about, what you want to learn, and what kind of environment helps you do your best work. Being curious, open, and clear about your values will take you far.

There's a lot to gain by bringing generations together in the workplace. Gen Z offers fresh thinking, digital confidence, and a strong sense of purpose. Employers bring structure, experience, and long-term perspective. When both sides take the time to listen and learn from each other, everyone benefits.

At Malikshaw, we focus on helping people connect with clarity and confidence. We believe honest communication and long-term relationships build stronger teams and better results.  If you're thinking about your next hire, or your next move, we're here to help

No market stands still, and talent is no exception. At Malikshaw, we work with companies undergoing transformation—digital, cultural, operational—to find the right people, fast. And we're seeing hiring trends shift in real time.

Whether you're scaling a digital team, building a transformation office, or bringing in change-makers to lead from the front, here are our top 7 trends and tips for shaping talent acquisition.

1. Skills Over CVs
What's happening: Companies are placing less emphasis on traditional CVs and more on demonstrated skills, portfolios, and real-world results. In transformation and digital roles especially, experience often outweighs titles.
Tip: Focus your job postings on required outcomes, not just credentials. Use skills-based assessments to evaluate candidates on what they can do, not just where they've worked.

2. AI-Assisted Hiring Isn't Optional
What's happening: AI is transforming recruitment from sourcing and screening to interview scheduling. Used right, it speeds up digital hiring and supports more consistent, unbiased decisions.
Tip: Embrace automation where it counts but always layer it with human judgment. AI helps you scale, but it doesn't replace the need for strong candidate relationships, especially in senior transformation roles.

3. Remote is Normal, Hybrid is King
What's happening: Transformation work often spans departments, locations, and time zones. Fully remote roles are declining, but hybrid models are the new standard.
Tip: Be clear about your working model—and make sure your transformation leaders can work across in-office and virtual teams. Candidates want to know how collaboration happens day to day.

4. Employer Brand = Candidate Magnet
What's happening: High-calibre digital and transformation professionals are selective. They research everything: your mission, leadership, values, and even how you treat employees during change.
Tip: Show your story. Highlight your transformation journey, your culture, and the impact your teams are driving. Your next hire wants to believe in the mission.

5. Faster Hiring = Better Hiring
What's happening: The best candidates, especially in change and tech, aren't on the market for long. Dragging out the process? You're losing them.
Tip: Streamline your process. Combine interviews, tighten internal feedback loops, and communicate consistently. Transformation talent expects clarity and momentum.

6. EDI That's Real, Not Performative
What's happening: Inclusive hiring is expected especially in digital and transformation environments where diverse thinking drives better outcomes.
Tip: Review your language, assess for bias, and look at your entire funnel. Then make changes where it matters. Talent sees the difference.

7. Contract and Freelance Talent Rising
What's happening: Interim transformation leads, digital specialists, and freelance change managers are becoming essential. Flexible talent models support speed and adaptability.
Tip: Don't overlook the value of short-term expertise. The right contractor or interim leader can move a program forward faster than waiting for a full-time hire.

Looking to Build a High-Impact Transformation Team?
If you're planning a major change initiative—digital transformation, reorg, process overhaul—you need the right recruitment partner on your side. But not all partners are built for change.

That's why we've created:
The Definitive Guide to Choosing a Transformation Recruitment Partner

Request your copy here and we'll send it straight to your inbox.

Artificial intelligence is reshaping how cyber threats are created and defended against. For hiring managers and project leaders in the UK, this means recruitment no longer centres solely on traditional security skills. Today’s cybersecurity professionals must understand AI’s dual role, both as a powerful tool for defence and a sophisticated weapon in the hands of attackers. Finding the right talent with these capabilities has become one of the most pressing challenges in building resilient security teams.

AI-powered attacks can adapt and learn from defences in real time. To counter this, organisations need specialists who combine cybersecurity knowledge with a strong grasp of machine learning and data analytics. These professionals are skilled at interpreting complex threat patterns and designing systems that can predict and prevent breaches before they happen. This shift means that the traditional boundaries between cybersecurity, data science and AI research are blurring.

In addition to technical skills, leadership qualities are crucial. Teams require leaders who think strategically about emerging threats and can translate complex AI-driven risks into clear actions across the business. These leaders must also manage diverse teams with agility and foster a culture of continuous learning.

The demand for cybersecurity talent with AI expertise far exceeds supply. UK hiring managers often face long lead times and fierce competition for candidates. Rigid job descriptions and overemphasis on specific certifications can exclude strong candidates with non-traditional backgrounds.

One solution is to broaden hiring criteria to include professionals with adjacent skills who are willing to upskill. Another is to integrate contract specialists for short-term projects such as AI-driven threat detection initiatives or rapid incident response. This approach provides flexibility and access to niche expertise without the long-term commitment.

Fostering ongoing training programmes within existing teams also helps build resilience, enabling staff to keep pace with rapid technological change.

Working with a specialist recruitment partner who understands both cybersecurity and AI can make a significant difference. Partners like Malikshaw offer access to a carefully vetted talent pool combining deep security knowledge with AI skills. They provide insights on current market salary expectations and candidate motivations, helping clients build competitive offers.

Moreover, recruitment experts can advise on workforce models tailored to your organisation’s needs, whether that means building a stable core of permanent staff or flexibly scaling with contract professionals during key projects.

They also support employer branding efforts to attract high-demand candidates by highlighting your organisation’s commitment to innovation and development.

For example, Malikshaw recently helped a UK government agency recruit a lead cybersecurity analyst with AI and machine learning expertise. This hire strengthened their threat detection capability and improved response times to emerging attacks. Meanwhile, another client used contract AI security specialists placed by Malikshaw to support a cloud migration project, ensuring secure integration without overstretching permanent resources.

Cybersecurity talent is evolving. AI is no longer a distant concern but a factor reshaping the skills needed to protect your organisation. Hiring managers and project leaders who adapt their recruitment strategies today will build teams ready for the challenges of tomorrow.

If you want to discuss how to attract and retain cybersecurity professionals with AI expertise, get in touch with Malikshaw. Together we can develop a talent strategy that keeps your security one step ahead.

Every sector has been under increasing pressure over the past few years. From responding to a global pandemic to navigating digital transformation and dealing with economic uncertainty, the demands are higher than ever. In this environment, it’s clear that resilience is no longer just a desirable trait—it’s essential. Public sector teams particularly need individuals who can remain calm under pressure, adapt quickly when circumstances shift, and keep delivering results despite setbacks. But here's the challenge: resilience isn’t something you can simply train into someone. It’s a quality that must be part of their makeup, something they bring with them to the table when things get tough.

But here’s the catch—resilience is not something you can teach overnight. It’s not enough to look at a CV and say, “This person can manage a team.” What you need is someone who, when the pressure is on, can keep their head while everyone else is losing theirs. Someone who can adapt quickly, stay calm under fire, and lead others through the chaos. That’s the new gold standard in recruitment, especially in the public sector, where the stakes are higher than ever.

We all know that public sector teams are called to perform under extreme conditions. From managing crises like the COVID-19 pandemic to keeping essential services running smoothly through economic downturns, the public sector is expected to juggle more than most private organisations. But what’s often overlooked is the human element—the need for people who can face the storm and still deliver. It’s not just about technical skills anymore. It’s about mental agility, emotional intelligence, and the ability to work as a team when the going gets tough. Resilient teams don’t just survive—they thrive in the face of adversity.

So, what makes a team truly resilient? It’s about how individuals respond to pressure. The best teams don’t crack under stress. They pivot. They adapt. They collaborate. They support one another. And they do all of this with an eye on the long term. A resilient person doesn’t just solve problems in the moment—they think ahead, they stay flexible, and they motivate their team to keep pushing even when it seems like the end is in sight.

Here’s the reality: recruitment in the public sector has always focused on finding people with the right technical expertise. But if we’re being honest, that’s only part of the equation. You need people who can handle the grind, the setbacks, and the unexpected twists. People who can get back on track quickly after things fall apart. It’s time to evolve the way we look at recruitment. We need to go beyond qualifications and experience. We need to start hiring for resilience.

It’s no longer enough to ask someone, “What have you done in the past?” The better question is, “How did you handle the unexpected?” Did they freeze when things got tough, or did they find a way forward? Did they inspire others to keep going, even when morale was low? This is where behavioural interviews and psychometric testing can come in handy. By asking the right questions, recruitment partners can uncover the traits that really matter—the emotional fortitude and adaptability that set resilient candidates apart.

We’ve seen it in action. Take a local government IT department, for example. They were already facing the challenge of modernising their legacy systems. Then came the pandemic. The world shifted overnight, and the department was tasked with transitioning all their services online, virtually overnight. They didn’t just hire the best tech talent; they also brought in people who had demonstrated their ability to handle crises. People who could manage both the technical aspects and the emotional dynamics of working in that kind of environment. The result? They not only completed the transition ahead of schedule, but they did it without burning out. And, importantly, they maintained a high level of service for the public.

That’s what resilience looks like in action. It’s about finding the right people who can step up when the unexpected happens, and who can help keep the wheels turning when everything else feels like it’s falling apart. For public sector organisations, this means recruitment partners need to do more than just fill roles. They need to find candidates who won’t just do the job. They need to find people who will excel, no matter what curveballs are thrown their way.

In the face of an increasingly unpredictable world, public sector organisations can’t afford to rely solely on traditional recruitment methods. It’s time to start hiring for resilience. Look for candidates who can not only manage today’s challenges but who can handle whatever tomorrow throws at them. After all, the future won’t wait for anyone to get ready.

If you want your team to be ready for anything, it starts with hiring the right people. It starts with building a team that is strong enough to withstand any crisis, adaptable enough to tackle new challenges, and driven enough to keep going when the going gets tough. Let’s start the conversation about how we can help you recruit resilient, future-ready teams. Reach out today to learn how we can support you in building teams that will thrive,no matter what the future holds.

Across the UK public sector, the shift toward net zero is gaining real momentum. No longer just a line in a strategy document, environmental responsibility is becoming part of how government bodies think, plan, and act. At the heart of this shift is transformation—not just as a headline-grabbing initiative or a one-off green project, but as a root-and-branch change to the way organisations operate.

Net zero isn't just about reducing emissions from buildings or encouraging people to recycle. It's about reshaping everything from procurement and policy-making to digital infrastructure and service delivery. This is a full organisational transformation, requiring new capabilities, mindsets, and leadership at every level.

We're seeing it already. Local authorities are embedding sustainability into housing and transport plans. NHS Trusts are committing to low-carbon estates and supply chains. Government departments are rethinking how they manage energy, travel, and data. Initiatives like the launch of Great British Energy and the rollout of the Great British Insulation Scheme are just the start. These are not standalone projects, they are signals of long-term change.

For hiring managers, this means reimagining teams and identifying new types of talent. Roles such as Sustainability Officers, Carbon Reduction Leads, Environmental Data Analysts, and Behaviour Change Specialists are becoming essential. But it's not just about new job titles. Existing roles, from programme managers to commercial leads, now require a strong grasp of sustainability principles. People who can work across disciplines, translate policy into action, and deliver change in complex public settings are in high demand.

For individuals looking for their next challenge, the opportunities are huge. The public sector is actively looking for professionals who want to play a part in shaping a sustainable future. You don't need to have worked in an environmental role before. If you've led change, managed projects, or shaped policy, there's a strong chance your skills can transfer into these emerging spaces. The key is being ready to learn, adapt, and contribute to the wider transformation journey. Programmes like the Green Skills Bootcamps are helping people gain practical expertise to support that shift.

Of course, this is a competitive space. The private sector is also moving fast, and many organisations—especially in energy, infrastructure and tech—are offering attractive packages for green talent. That's why public sector hiring strategies need to be smarter and more compelling than ever. It's not just about salary. Purpose, progression, and the chance to shape public value are powerful motivators. Recruitment partners who understand this dynamic are crucial.
At Malikshaw, we've been helping public sector clients build the teams they need to deliver real transformation. Whether it's sourcing sustainability specialists, placing interim project leaders, or advising on workforce planning for green programmes, our approach is rooted in understanding both the mission and the market. We don't just fill roles—we help shape the future of work in government.

Net zero is not a box-ticking exercise. It's an organisational mindset shift that touches every corner of public life. If transformation is going to succeed, it will need people who are curious, capable, and committed. And it will need recruitment partners who know how to bring them in.

If you're building your team, exploring your next career step, or simply want to understand what this green transformation means for your organisation, we'd love to talk.

Since starting out 30+ years ago, I’ve come to see recruitment not just as a function, but as one of the most powerful levers for transformation. Time and again, I’ve witnessed how the right people, in the right roles, can shift an entire organisation’s trajectory. For me, it’s never been about filling vacancies. It’s about unlocking potential, building capability, and shaping leadership that drives lasting change.

I witnessed that at a very early stage of my career when resourcing teams to build the first digital mobile networks. We worked with a client who simply brought together the very best people they could from wherever they were in the world, into a country to make sure they got it right first time. If they didn’t, the penalties were painful, and we saw that plenty too, with other organisations who didn’t take quite the same approach to talent acquisition.

That belief has shaped a series of recent partnerships that reflect how recruitment is evolving and how it can deliver lasting, measurable value.

We have joined forces with a pioneering consultancy operating at the intersection of AI, blockchain and quantum computing. Together, we offer a full-spectrum transformation service, helping clients move beyond legacy systems and into future-ready environments. This goes well beyond executive search. We are co-delivering solutions that span strategic foresight, technical delivery and talent integration, bridging the gap between vision and implementation. Very few firms operate across this full lifecycle. We do. We think we need to.

In collaboration with a long-standing client preparing for a significant move into AI, we are challenging traditional hiring models. Conventional CVs and degrees are often poor predictors of success in this space. Our solution is a skills-first, aptitude-led model. By assessing for adaptability, potential and adjacent expertise, we are building teams that are not only AI-capable but future-resilient. For organisations aiming to stay ahead of rapid technological shifts, this mindset is essential.

An upcoming area of focus is helping clients tap into underutilised internal talent. In sectors undergoing major disruption, the aim will be to design retraining pathways in partnership with internal HR and L&D teams, mapping transferable skills and redeploying people into high-impact roles. This approach aims to do more than fill gaps. It will retain institutional knowledge, reduce recruitment costs and build a more agile, resilient workforce from within.

These collaborations signal a clear shift. Organisations are no longer just looking for recruitment support; they are looking for capability partners. Insight, strategy and adaptability are the new currency. At Malikshaw, we are leaning fully into this evolution. Whether you are building next-generation teams, navigating digital disruption or seeking a fresh external perspective, we are here to help you move from idea to impact.

If you are leading transformation and facing challenges around talent, capability or organisational agility, let’s talk. Here are four questions to consider:

Are legacy hiring models slowing down your transformation agenda?

Do you need to build capability in AI, blockchain or emerging tech?

Are you sitting on untapped talent that could be upskilled for the future?

Would your strategy benefit from a partner who sees recruitment through a transformation lens?

If the answer is yes to any of the above, we would love to hear from you.

Contact us at +44 (0) 870 042 1430
Explore more at https://www.malikshaw.com/

Building a high-performing leadership team from scratch isn’t easy, but it’s absolutely worth the effort. Whether you’re starting from the ground up or thinking about developing talent from within, the journey takes careful planning, clear thinking and, above all, a people-first approach.

Data is playing a bigger role than ever in how organisations think about people. Hiring decisions, team structures, and workforce planning are increasingly being shaped by the insights we can draw from the information we already hold. Whether it’s measuring the impact of leadership styles, identifying gaps in capability, or improving retention, the shift towards data informed decision making is picking up pace. But for many organisations, the move from intuition to evidence isn’t always easy.