In this week’s episode of ILA on Air, Anastasia sat down with Marcus Nanson, a specialist recruiter within the property finance sector, to explore a topic that surfaces in nearly every business conversation but is rarely examined in depth. People.

Rather than discussing recruitment purely as a hiring function, the conversation moved quickly into the broader ecosystem surrounding staff retention, leadership behaviour and the long-term sustainability of teams.

This blog captures several reflections drawn from Marcus’ experience working with lenders, brokers and specialist finance businesses across the industry.

The Talent Shortage Versus the Skills Gap

A point raised early in the discussion was the difference between a lack of talent and a lack of developed experience.

Marcus described the challenge less as “no good candidates” and more as a missing middle layer. Senior professionals remain active in the sector and new entrants occasionally appear, but individuals with three to five years of relevant experience are noticeably fewer.

The implication is not that recruitment has become impossible, but that the industry has historically prioritised immediate results over long-term talent development. Hiring purely on experience can stabilise a business in the short term, yet it rarely expands the wider talent pool.

The reflection here was not about lowering standards. It was about recognising that patience and structured development can sometimes create stronger outcomes than relying solely on pre-existing networks.

Retention as the First Recruitment Strategy

A recurring theme throughout the episode was that recruitment challenges often originate from retention issues.

Marcus emphasised that businesses frequently focus on finding new staff while overlooking the conditions that encourage existing employees to stay. High turnover creates a continuous cycle of reactive hiring, which in turn increases pressure on leadership teams and recruitment budgets.

For Anastasia, the key insight was that retention is not separate from recruitment. It is the foundation of it. Teams that feel stable and supported naturally attract new candidates through reputation alone, while unstable environments require constant replacement efforts.

Leadership Awareness and Organisational Stability

Another area explored was the role leadership behaviour plays in team continuity.

Founder-led businesses, particularly in high-growth phases, often move quickly and adapt processes frequently. While this agility can drive innovation, it can also create uncertainty for staff who rely on predictable structures to perform effectively.

Marcus highlighted the importance of self-awareness within leadership roles. Minor changes or off-hand comments can carry disproportionate weight when echoed through a team. Stability does not mean stagnation, but rather consistency in communication and clarity of direction.

The learning here was not that leaders must slow progress. It was that how change is introduced can be as important as the change itself.

Reactive Hiring and Decision Pressure

The conversation also touched on the risks of hiring from a position of urgency.

When a key team member leaves unexpectedly, businesses often feel compelled to fill the gap immediately. Marcus likened this to making decisions while under pressure. Urgency can distort judgement and reduce the likelihood of long-term compatibility.

A more sustainable approach involves maintaining awareness of potential candidates and building relationships before vacancies arise. While not every departure can be predicted, familiarity with the talent landscape reduces the need for rushed decisions.

Recruitment Plans Beyond Headcount

An interesting distinction emerged between business planning and recruitment planning.

Most organisations maintain revenue targets and operational forecasts, yet comparatively few outline structured people strategies. Recruitment plans do not need to be complex documents, but they benefit from regular review alongside broader business goals.

The takeaway was that people planning is not an administrative task. It is a strategic component that influences culture, productivity and financial performance simultaneously.

Culture, Motivation and What Employees Actually Value

Another reflection centred on employee motivation and the assumptions businesses make about incentives.

While salary and benefits remain important, Marcus observed that many professionals, particularly newer entrants to the workforce, prioritise autonomy, purpose and clarity of progression. Simply increasing compensation does not automatically increase engagement.

Anastasia noted that asking employees directly what they value often reveals preferences that differ from managerial assumptions. Recognition, flexibility and professional growth can sometimes hold equal or greater significance than financial bonuses.

Office Presence, Visibility and Development

The episode also addressed the ongoing discussion surrounding remote and hybrid working models.

Rather than framing the topic as a binary choice, Marcus described visibility and collaboration as critical elements of professional development. Informal conversations, shared problem-solving and exposure to experienced colleagues often accelerate learning in ways that structured remote environments cannot easily replicate.

The reflection here was not about mandating office attendance. It was about recognising that career progression frequently correlates with presence and participation, particularly in sectors reliant on mentorship and shared expertise.

Actionable Takeaway

This episode did not present recruitment as a checklist exercise. Instead, it highlighted the interconnected nature of hiring, leadership behaviour, employee motivation and organisational stability.

For property finance businesses, strengthening teams often begins with evaluating internal culture and communication before expanding external searches. Recruitment is not simply about filling roles. It is about creating an environment where the right people want to remain.

Want to Hear the Full Conversation?

This article is based on Episode 4 of ILA on Air, where Anastasia speaks with Marcus Nanson about recruitment strategy, retention challenges and leadership dynamics within the property finance sector.

Listen to the full episode here!

If you operate within property, finance or specialist lending, the episode offers practical perspective delivered in ILA’s signature format.

Twenty minutes, one cuppa, and you are up to speed.

Tiny disclaimer alert 🚨

This is not advice from iLA. It is simply a helpful summary of conversations shared on iLA On Air, our educational podcast for the property finance community, making the complicated simple.