Strategic Development Planning for Fashion Teams: Measurable Outcomes, Real Impact

Any leader in the fashion and luxury industry will tell you, it’s becoming a lot more difficult to keep teams fully staffed, engaged, and confident in their skills. Sometimes it can feel like plugging leaks rather than building momentum.

75% of employers say finding qualified people to fill roles is their biggest challenge. It’s no wonder, the fashion and luxury sector is being buffeted by challenging headwinds, technology and the digital landscape constantly evolve, reaching customers through all the noise becomes harder and skills gaps grow wider. New demands arrive faster than many teams can respond.

It’s common to spend months recruiting only to see another critical role open when someone leaves. That’s why strategic development planning has moved far beyond optional training budgets or nice-to-have perks. A clear, thoughtful growth plan is now one of the few tools that can help keep good people engaged and ready for what comes next.

Without it, there’s little chance of staying ahead of rapid change or keeping the employees who care about staying productive and competitive. A future-ready workforce depends on a strong development plan.

The question is, how do you build one?

What Makes Development Plans Deliver

A development plan works best when everyone knows why it exists. It isn’t just a record of training courses. It’s a simple way to show how someone’s skills can grow in a direction that matters to them and the business.

Many plans fall short because they stay too general. They rely on the same list of goals for every role. Over time, people stop seeing the point. If a plan doesn’t connect to real work, it becomes a paperwork exercise. A cohesive strategy is required if you want your plan to deliver a competitive talent advantage. That starts with goals.

A simple SMART Goals Framework keeps things focussed. It drives companies to set specific, practical objectives that lead to measurable development outcomes. “Get better at data skills” doesn’t mean much. A stronger goal might be, “Finish a data analytics certification by October and use it to improve the next reporting cycle.”

It also helps to think about how learning happens. For most fashion employees, it doesn’t come from sitting in a classroom. The 70-20-10 model indicates that about 70% of skill development happens as a side effect of daily work. 20% comes from social interactions (coaching, mentoring, and peer conversations). Only about 10% comes from formal courses.

That balance might differ depending on your team, though. Some people want to learn with hands-on experiences; others need time to watch examples or walk through steps. Smaller, targeted lessons can also make learning feel manageable. Many fashion and luxury companies are moving toward microlearning, offering short videos or guides that employees can pull up when needed.

Whatever approach you take, make sure there’s alignment, between individual aspirations and preferences, and organisational objectives.

The Strategic Development Planning Framework

A development plan is easier to build when there is a clear process behind it. Many businesses try to start with a list of training courses or generic goals. That approach rarely holds up over time. For measurable development outcomes, you need more clarity.

Here’s how to start:

Conduct a Skills Assessment & Gap Analysis

Any effective development plan starts with understanding the skills your teams already have. Competency mapping doesn’t have to be complicated. It can start with simple questions about the types of tasks employees handle well, and where projects slow down. You might consider what job-specific capabilities will be more important tomorrow than yesterday.

Take a holistic view. Assessing technical skills will be important, particularly as demand for certain things, like digital literacy, continues to grow. But remember to consider soft skills, leadership qualities, and transferable skills.

Think ahead and remember that some skills are becoming essential across all industries. AI proficiency, data and cost analysis, and automation skills are becoming more relevant to all kinds of fashion employees, including creatives! Will those be crucial to your team moving forward?

Explore the Four Types of Development Plans

Once you’ve mapped your skills gap, you can look at the bridges that might fit. Not every plan needs to look the same. Sometimes, you’ll be focused on improving employees' skills in a specific role. Other times, you’ll want to prepare staff to grow into new positions.

Consider a broad range of:

·       Skill-based plans strengthen the abilities a person uses most days.

·       Succession plans prepare someone to take over a crucial role for progress.

·       Management development plans help new leaders feel clear on expectations.

·       Career transition plans support employees moving into a different part of the business.

Sometimes, your entire development plan will borrow elements from multiple areas. What matters most is that the approach makes sense to you and your employees.

Define Your Resource Allocation Strategy

Strategic development planning can stall when resources feel limited. Some companies set aside a percentage (e.g. 2-5%) of payroll for development, but there’s no ideal budget. Some organisations choose to spend a lot more. An Accenture 2022 study showed that learning and development investment had an average ROI of 353%.

I may be putting myself out of a job here, but if investing more into development helps you spend less on recruiting, high staff turnover, and work that keeps getting redone, it’s usually worth the spend. Learning and growth don’t just improve productivity. They also make your company more appealing to candidates, keep people engaged, and help morale stay steady. I love working with businesses that are committed to investing in their teams. We want our placements to stay!

If your resources are limited, look at budget-conscious options:

·       Cross-training helps people build skills by learning directly from colleagues.

·       Mentoring connects senior and inexperienced employees for peer-to-peer learning.

·       Short online courses or micro-learning tools can fit into busy schedules without much cost.

Technology is also changing what’s possible. Some teams use simple learning platforms to track progress. Others bring in AI-powered tools to suggest training options or measure results. These systems don’t need to be elaborate to be helpful.

Remember Cultural Integration

The last piece is making sure development fits the way people already work.

Different types of fashion team members may prefer varying approaches. Certain employees prefer to learn independently, while others need regular check-ins to stay engaged. Some are more visual or aural, some are kinesthetic (hands-on), some prefer reading and writing and then implementing.

Development also means different things to different generations. Early-career employees may want to build credibility, while someone later in their career might focus on mentoring or leadership.

Plans should reflect the fact that people learn and grow in different ways. They need to show their commitment to diversity, equity, and inclusion. When employees see that development is set up to work for everyone, they’re more likely to take it seriously.

A plan that accommodates different needs and backgrounds feels more genuine. It shows that learning isn’t just an extra thing to do when there’s time; it’s part of how the team works.

Implementation Best Practices: From Plan to Performance

A development plan can look amazing in a document, with clear goals, good intentions, and a timeline everyone can follow. But sometimes those plans fall apart because they don’t account for a careful launch, regular monitoring, and future growth.

Here’s how you can plan for success.

Develop a Clear Launch Strategy

How you introduce a plan is important. It shouldn’t feel like it was developed behind closed doors. When employees get to share what they need and what feels realistic, it’s easier to get real commitment.

It’s worth talking early about what success should look like, too. Be specific about who will be responsible for what, and what should happen month after month. Make sure everyone knows what resources are available to help.

Don’t overlook basic preparations, too. Setting up logins, ensuring reading materials are easily accessible, and even figuring out how to record milestones early can make a plan feel more structured.

Master Monitoring & Evaluation

It’s common to see plans lose momentum when nobody checks in. Without regular conversations, goals lose their meaning. Some teams meet monthly to see how things are going. Others chat every couple of weeks, even just for ten minutes. What matters is that it happens. Accountability maintains progress.

Measuring progress doesn’t need a big system. A few questions work fine. Are new skills showing up in daily tasks? Are people more confident? Is turnover steady? These are the signals worth watching.

You can usually spot the impact if you look for it:

·       People stay longer because they feel their role has a future.

·       Projects finish faster with fewer mistakes.

·       More employees are ready to step into bigger jobs.

·       Teams can handle more complex work without needing outside help.

·       Surveys or informal chats show people feel supported.

Don’t wait for a formal review or exit interview to spot issues. A quick conversation can uncover small problems before they turn into big ones.

Commit to Continuous Improvement

Whether we like it or not, the fashion industry, and your business, will continue to change. Your development plans shouldn’t stay frozen in place. It helps to define moments when you’ll review what’s happening and decide whether it’s working for your team.

Be ready to adjust when a new project, a shift in priorities, or a change in employee aspirations arises. Keep communication fluid too, focusing on regular feedback. Gathering insights from team members about what they would like to improve can help you optimise your training resources. Recognizing staff for their efforts keeps motivation high.

The last step is constantly documenting the lessons you’re learning as a business. When a seasonal collection, development cycle, or major project is finished, pause and look back. What worked? What slowed things down? Collect those insights so the next plan feels easier to start and simpler to follow.

Turning Plans into Real Progress

There’s no perfect recipe for strategic development planning. What works for one business might hold another back. Every organisation has its own mix of challenges, priorities, and learning preferences.

But one thing shows everywhere: people want to know their skills matter. They want to see that there’s a path forward, especially when everything around them feels uncertain.

A good development plan helps meet that need in a real way. It tells employees that growth isn’t something they have to figure out on their own.

Getting started doesn’t take a huge step; it just requires a clear goal, a conversation with your team members, and a small investment in the right resources.

If you’re unsure where to begin, don’t wait for the perfect moment or plan. The most important thing is to start somewhere. Even a simple, honest approach can go a long way if it stays connected to people's daily work.

LIFE is a search and selection firm that sources talented people for some of fashion’s most respected brands. After twenty years, we are still passionate about the work we do. That is why we only work with fashion and lifestyle brands that light us up, brands that are shaping the industry, and brands that we are proud to represent.

Talk to us about finding the right talent for your brand by emailing info@lifeinfashion.co.uk

Simple Habits to Survive a Long Job Search

Searching for a job in fashion and luxury has changed. It can take so long to land the ideal role, I’ve seen great people starting to feel despondent. Today, it’s not unusual for the hunt to stretch out for over six months before you land something. You're still waiting even when you spot a role that looks like a match. Companies are taking their time, super cautious as they navigate challenging trading conditions. Frequently setting up round after round of interviews, assessments, and more interviews.

It can be exhausting. You prepare, show up, and try to put your best self forward every time, but sometimes, you hear nothing for a while. You’re waiting for feedback or some idea of where you stand—unsurprisingly many people feel stuck in limbo.

Shockingly, in a recent survey 72% of job searchers said the process has negatively impacted their mental health.

It’s a tough combination: uncertainty, high stakes, no clear timeline. It’s easy to start thinking it must be something you did wrong. However, unfortunately, extended hiring processes are increasingly standard now. Believe me, we do our best here to try to move things along!

It doesn’t mean you’re not qualified or valuable. So, how do you stay motivated and healthy throughout this process?

Understanding the Modern Hiring Landscape

Before blaming yourself for a job search that takes forever, look at the fashion recruitment space; approach this with context.

Firstly, multi-stage interviews have become the default. It’s rare to get a yes or no after one or two meetings. You’ll often start with an interview, then do a skills test or assessment project, followed by another interview, maybe a panel conversation, and sometimes a final round with a team that will decide if you’re the right fit.

That alone can stretch out over weeks, especially if calendars don’t align.

Then there’s the economic side of things. Companies are so cautious right now. They want to be sure before they add a headcount. So, even when everything looks positive, the final decision can stall while budgets are signed off or teams debate priorities.

Technology plays a part, too. AI screening tools seem to be everywhere now. When companies are relying purely on advertising to recruit, they can be useful for sorting through thousands of applications. However, they make it harder to feel any sense of connection. In one survey, nearly two-thirds of candidates said automated systems made the experience feel distant and hard to read. We never use AI to screen or communicate with candidates, unless it’s something as simple as location or visa requirements. When you hear from us there’s a real human there.

It’s also worth remembering that industry-specific timelines vary a lot. A process can easily run into the two or three-month mark when key moments in the fashion calendar get in the way. This doesn’t reflect your worth as a candidate. It doesn’t mean you slipped through the cracks. It means the system is complex.

Knowing all this upfront can make it a little easier to breathe. If you expect it to take time, you’re less likely to question yourself when it does.

Mental Health and Emotional Wellbeing Strategies

A long job hunt can wear you out in ways you don’t really see coming. You start feeling ready, maybe even excited to see what’s out there. Then it just keeps going. You might think you should be handling this better but you’re not the problem. The process itself can be draining. It’s normal to feel this way.

Practical Mental Health Strategies

There’s no perfect solution here, but a few science proven habits can help you stay steadier. One thing a lot of people find useful is mindfulness. This isn’t about sitting cross-legged on the floor for an hour. Just pause. Breathe for a minute. Let your thoughts settle a bit. If you don’t know where to start, Headspace or Calm have great guides that walk you through it.

Establishing a routine helps, too. If you’re out of work and your days lack structure, you can feel you’re never doing enough. Maybe pick a window of time in the morning for applications. Then give yourself a break and focus on something else. Even a ten minute walk outside can reset your mind a bit. Talking to someone helps too.

If you start to feel overwhelmed, look for help. It doesn’t have to be a therapist—maybe just a career coach, a trusted mentor, or someone from an Employee Assistance Program.

Some things to try, even if they feel small:

·       A ten-minute guided meditation when you feel anxious

·       A set time every day when you’ll look for jobs, and when you’ll stop

·       Breaks that have nothing to do with work

·       A chat with someone you trust

·       Checking if you have access to EAP support

Self-Care Fundamentals

Remember that self-care is important, too. If you’re not looking after yourself, you’ll lack the energy or momentum to keep going.

·       Go outside, take a walk, get some exercise

·       Eat well

·       Build a sleep schedule and stick to it. It’s proven that erratic sleep patterns impact mood.

·       Talk to the people around you and lean on your relationships

·       Unplug. Don’t be switched on 24/7. Doom scrolling is another mental drain.

Remember, looking for the ideal fashion job doesn’t have to consume your entire life, no matter how important it feels. Look after yourself.

Strategic Networking and Relationship Building

When you’re waiting for interviews and not hearing back, it can feel like everything depends on job ads. But most jobs don’t even get posted. About 70% are filled through word of mouth or personal connections.

It’s one of the reasons networking matters so much. Even a quick chat online can open a door. On LinkedIn, countless fashion candidates have landed jobs through casual conversations. You don’t have to pitch yourself to everyone you meet; learn how to leverage your network.

Leveraging Hidden Job Markets

Most managers would rather hire someone they’ve heard of than sift through a pile of applications. That’s why telling people what you’re looking for is worth doing.

Start with people you already know. Maybe a former coworker or a classmate. A manager you got along with. You don’t have to lead with a request; tell them you’re exploring opportunities and want to catch up.

Speak to a variety of recruitment firms. At LIFE we rarely advertise our roles, instead we tend to approach candidates directly and rely on our network. Put yourself on recruiters’ radars so they know you’re looking.

Effective Networking Strategies

If you haven’t already, update your LinkedIn profile. Keep what you do clear and honest. Think about how potential employers and recruiters search so you’re easy to find. For example, if your company uses an unusual title for your role, be sure to include the more commonly used one too. Join a couple of groups that interest you, leave a comment here and there, interact with posts from people at brands that interest you, and share something now and then that feels like you.

Next, look for fashion events, panel talks etc. Chat to the people around you to find out if they may be working at a business that interests you. This can be great at getting some real insight into what it’s like to work at a specific brand.

Handling Rejection and Building Resilience

Rejection hurts. even when you tell yourself it’s not personal. Particularly when you’ve put so much work into finding the right role. However, a lot of the time, rejection doesn’t really have anything to do with you.

Sometimes, the budget freezes, the team changes direction, or you are one of three final candidates, and they pick someone else. You could have done everything right and still not been the one.

Try to think of it this way: every “no” moves you one step closer to the place that’s a better fit. Take the opportunity to:

·       Learn from feedback: Ask for feedback. Sometimes you’ll get radio silence, or something generic that doesn’t help. Or you might hear that your examples were vague or that someone else had more experience. It stings, but it’s information. Keep a note of what you learn.

·       Stay resilient: Rejection can chip away at you. You don’t have to pretend it doesn’t hurt. Try to observe how you feel objectively, talk it out with someone you trust, and be kind to yourself. Listen out for any negative self-talk and quash it straight away. Try to spot little wins. Maybe you got further in the process this time. Perhaps you answered a question more confidently. Those things count.

·       Recovery and momentum: There’s no shame in pausing after a rejection. You might need time to rethink how to present yourself, and that’s okay. When you’re ready, pick back up again gradually. One small step is enough. Remember, the effort you’re putting in still counts.

Practical Motivation Maintenance Strategies

It’s hard to stay motivated when the finish line keeps moving. One way to keep going is to set goals you can see yourself hitting. You might decide to apply for three jobs this week, have one conversation with someone in your field, or spend an hour updating your CV/Resume.

If it helps, write it down somewhere you’ll see it. A sticky note. A phone reminder. The point isn’t to pile on pressure. It’s to give yourself something solid to work toward when everything feels vague. Other ways to stay focused might include:

·       Setting up accountability systems: It's easy to drift when doing this alone. Having someone to check in with can keep you from losing your grip on the process. Maybe you set up a standing call with a friend looking for work. You can also join a small online group where people share updates. Just knowing someone else is in it too makes it less lonely.

·       Developing skills: If interviews are slow or offers aren’t coming, that doesn’t mean you can’t do anything. You can pick one thing to work on in the meantime. It could be a short course you’ve been meaning to take. Or brushing up on a skill that comes up in interviews. Or just reading about trends in your field so you feel informed when conversations pick up again.

·       Using monthly checks: Once a month, pause. Look back at what you did. Look at what you learned. You might realise that something isn’t working as well as you thought. Take the time to find a strategy that works for you, one that balances wellbeing, with measurable and ongoing progress.

Moving Forward, One Step at a Time

If there’s one thing to take from all this, it’s that long hiring processes are how things work now. It doesn’t mean you’re doing anything wrong.

But that doesn’t mean you must let it run you into the ground. You can set boundaries, look after your mental health, develop your network and build new skills

To summarise, here are a few steps you can start with right now:

·       Set a routine. Decide when you’ll job hunt and when you’ll step away.

·       Pick small, clear goals. A few applications. One conversation. One profile update.

·       Stay connected. Reach out to people you trust or join a group so you don’t feel alone.

·       Take breaks. A day off here and there isn’t quitting. It’s taking care of yourself.

·       Check in with yourself. Once a month, look at what’s working and what isn’t. Adjust.

This process is challenging, no matter how prepared you are. But you’re not stuck. Every small step counts. Just keep moving forward.

LIFE is a search and selection firm that sources talented people for some of fashion’s most respected brands. After twenty years, we are still passionate about the work we do. That is why we only work with fashion and lifestyle brands that light us up, brands that are shaping the industry, and brands that we are proud to represent.

Talk to us about finding the right talent for your brand by emailing info@lifeinfashion.co.uk

Resilient by Design: Creating a Culture That Thrives Through Economic Uncertainty

Anyone working in the luxury fashion sector would need to have been living under a rock not to see that the industry is in utter disarray, facing more challenges than I can ever remember. And I’ve been through many! A lot of this is self-inflicted, but we are also being buffeted by many external factors.

Global growth is forecast to slow to just 2.3% in 2025. At the same time, the Economic Policy Uncertainty Index recently hit its highest mark this century.

This uncertainty leads to serious tension for employees in the luxury fashion sector as teams start to ask questions.

·       Is the company okay?

·       Is my job stable?

·       What does this mean for me?

It’s no wonder “resilience” has become such a buzzword. In 2024, the use of that word among Fortune 500 companies shot up by 200% in earnings calls. However, just because business leaders are prioritising resilience, doesn’t mean they’re feeling it. Around 84% of companies don’t feel equipped to deal with the uncertainty they face.

The truth is, building team resilience isn’t just about surviving the current economic confusion. It’s about unlocking long-term stability and a competitive advantage by investing in people, transparency, and leadership that leads with heart.

Understanding Team Resilience in an Economic Context

Team resilience in the fashion industry isn’t just about bouncing back from what’s going on right now. It’s about bouncing forward. It’s that rare ability to meet uncertainty with clarity, regulate stress in healthy ways, and move from “What now?” to “Here’s what we’ll do.”

The benefits of that shift are massive. According to Harvard Business Review, companies with resilient cultures outperform their peers by 8% in productivity gains during economic slowdowns. But achieving true resilience is getting tougher in today’s luxury landscape.

Inflation still looms. Banks are being cautious and restricting lending criteria. US tariffs and the suspension of de minimis imports are hitting hard in that major market. Turmoil in the Middle East is also having an impact. In addition, we’re watching an enormous workforce transformation unfold. By 2030, an estimated 92 million jobs could be displaced by AI and automation, though 170 million new ones could be created (WEF, 2025 Future of Jobs report).

Most teams aren’t prepared. Only 23% of employees feel equipped with resilience and adaptability skills, according to research by McKinsey.

So, what’s holding organisations back?

Often, this is the default to short-term thinking: a stress management workshop here, a one-off change management meeting there. But resilience doesn’t work like that. If we expect Fashion and Luxury teams to endure change and thrive through it, we need to start designing for adaptability, not just stability.

Leadership Communication as the Foundation

When things feel shaky in the market, across the industry, or just inside your business, it’s natural for leaders to hold back. You might think, “I’ll wait until I have the full picture before I say anything.”

But here’s the thing: people often imagine the worst without communication because silence isn’t neutral: It’s unsettling. I hear this time and again in the calls I receive.

In the absence of information, people don’t assume the best. They fill in the blanks, which rarely ends with, “Everything’s going great!”

Silence doesn’t calm anyone; it creates a vacuum. And in uncertain times, that vacuum gets filled with anxiety and speculation. Uncertainty doesn’t require perfect answers. What it needs is presence. A steady voice.

That means saying, “Here’s what we know. Here’s what we don’t. And here’s what we’re trying to do about it.” That kind of honesty builds trust and confidence.

McKinsey says employees who feel their company is transparent are 12 times more satisfied in their roles.

Of course, communication isn’t just about updates; it’s also about listening. Some of the most powerful words a fashion leader can say are, “What do you think?” Inviting people to share their ideas and concerns tells them they matter.

Surprisingly, you might uncover a solution you haven’t thought of yet.

Then there’s how you show up. Leaders set the emotional temperature in any workplace. Calm, candid, and compassionate leaders make a difference. When people see their leaders handling pressure with composure, they feel more equipped to do the same. 

Finally, great communication needs rhythm and structure. That might mean monthly town halls (virtual or in-person), weekly email updates, or quick check-ins that keep people connected and informed. What matters most is that people hear from you regularly, not just during a crisis.

Employee Wellbeing and Psychological Safety

When the outside world feels unstable, your workplace needs to feel like solid ground. Easier said than done in the fashion industry. That means creating a culture where people feel safe, supported, and genuinely cared for as human beings, not just employees.

Resilience thrives in fashion brands where teams can ask questions, admit mistakes, and speak up without fear. That’s psychological safety.

You can build it by keeping feedback flowing, making room for honest conversations, and treating mistakes as learning opportunities. When leaders model vulnerability and celebrate contributions, big or small, it sends a powerful message: you belong here.

Supporting Mental Health, Every Day

Mental health is now a central part of performance and retention. Studies show stress and burnout are still among the top reasons people leave jobs. Something worth remembering as we approach Fashion Week, yet again, in this ever-hectic fashion cycle.

The good news? Support systems make a difference. Confidential counselling through Employee Assistance Programs (EAPs), trained managers who can spot signs of distress, and a genuine respect for work-life balance go a long way.

Wellness programs don’t have to be complicated or expensive; they need to be relevant.  Explore flexible schedules, wellness challenges, meditation apps, and healthy food options. It’s about showing your team that their health matters, not just their output.

The most successful wellbeing programs listen and adapt. Run regular pulse checks. Watch for signs like rising absenteeism or staff turnover. Most importantly, ask your people how they’re doing, then act on what you hear.

Skills Development and Adaptability

The pace of change right now is insane. Every fashion company is exploring new tools, shifting markets, and evolving role requirements. What worked three months ago might be outdated today. That’s what makes talent development such a crucial part of resilience.

Here’s something we know for sure: people want to grow. A growing number of employees are actively asking for more learning opportunities. It is formal training and real skill-building that feels useful, timely, and empowering. Explore:

·       Workshops that help people stay ahead of industry shifts or master new technologies.

·       Mentorship that connects junior talent with more experienced voices, not just for knowledge sharing but also for confidence-building.

·       Flexible access to online learning platforms so that people can learn in the flow of their day, not despite it.

It’s not about turning everyone into an expert overnight. It’s about creating a culture where learning is normal, expected, and fun.

Making Adaptability a Core Skill

Adaptability helps people adjust quickly, think creatively, and stay grounded even when things get unpredictable.

Organizations that invest in adaptability see real results: smoother change management, smarter decision-making, and fewer people feeling overwhelmed when plans shift. Here’s how you build adaptable teams:

·       Give people a chance to step outside their silos. Let them join cross-functional projects, try new roles, or shadow a different team for a short spell.

·       Reward curiosity. Create space for experimenting, asking questions, and failing sometimes. That’s where growth lives.

·       Ensure people have the tools and time to develop new skills. (Stretching without support leads to burnout, not growth.)

Technology Integration

Technology sometimes gets a bad rap; many think it’s out to replace people. But the right tech, used correctly, can improve people’s jobs.

Automation can free up time to focus on meaningful work. Smart tools can help teams stay aligned, make faster decisions, and spot problems early. But the rollout has to be thoughtful.

That means:

·       Training, not just announcements. People need to feel confident, not confused.

·       Choosing intuitive tools that solve a problem, not just shiny new software.

·       Encouraging input from the people who’ll use the tech every day. They know what works (and what doesn’t).

When teams are trained and empowered, technology becomes less intimidating and much more exciting.

Measuring and Monitoring Resilience

Resilience might feel like a “soft” trait, something you see in your team’s attitude or energy, rather than on a spreadsheet, but that doesn’t mean it can’t be measured. And if you want to strengthen it, you need to know where you’re starting from and how you're progressing.

Here’s what you can track:

·       Engagement scores: An anonymous survey can allow people to share how engaged they are. If people are staying connected, contributing, and showing up with energy, that’s a strong sign your culture is holding.

·       Turnover during tough times: Are people choosing to stay even when things get hard? If so, you’ve built something they trust.

·       Recovery Time Objective (RTO): How fast can your team get back on track after a disruption? The quicker the bounce-back, the stronger the system.

·       Adaptation speed: How long can people get comfortable with a new process or platform after it is rolled out?

·       Innovation metrics: Are employees offering ideas? Are you encouraging them to? Are you tracking how often they’re implemented? Innovation is a powerful proxy for psychological safety and trust.

Remember, this isn’t just about keeping a score. Behind every number is a person; if you want the full picture, you must listen as well as measure.

Run quarterly resilience reviews, where you take time to reflect as a team on what makes people feel supported or overwhelmed. Hold post-crisis debriefs, where everyone gets involved, and invest in ongoing feedback loops that keep communication strong.

Bouncing Forward, Not Just Back

The word “resilience” gets thrown around a lot, but building resilience in the current fashion industry isn’t just about enduring hardship. It’s about learning from it. Growing through it, and using it to create a more stable, human, and future-ready foundation.

Moving forward, the most resilient businesses will lead with clarity, invest in adaptability, and put their people first. They’ll communicate openly, respond swiftly, and support their teams in weathering storms and finding their way through them.

Start with transparent communication, build psychological safety, embed learning into the culture, not just the calendar, measure what matters, and, most importantly, treat resilience with humanity, not as a core business strategy.

Because the economy may be unpredictable, but your culture doesn’t have to be.

LIFE is a search and selection firm that sources talented people for some of fashion’s most respected brands. After twenty years, we are still passionate about the work we do. That is why we only work with fashion and lifestyle brands that light us up, brands that are shaping the industry, and brands that we are proud to represent.

Talk to us about finding the right talent for your brand by emailing info@lifeinfashion.co.uk

Bot wars!

I had an argument with Chat GPT.

Don’t judge me. I work alone; we all need an office chat occasionally.

I was working on a search and felt like I was missing something. That’s when I had the epiphany. I would brainstorm this with Chat GPT.

I gave it a detailed rundown on the job requirements, the location, market level, and asked it to come up with organisations where that talent might be working.

It thought for a moment, then churned out a list of companies.

There were around four independent luxury brands that I’d already considered. Then a long list of luxury retailers that don’t employ anyone in the job function I was searching for.

I gave the feedback to Chat GPT and it replied, “Of course you’re right, try this”, providing another list.

This time it gave me a list of international luxury brands, none of whom have the function in their London offices.

Again, I provided feedback, again I received “Of course you’re right, try this”.

I was starting to feel like there was something patronising, a little ‘gas lighty’ about “of course you’re right”. As if it was just testing me and knew all along it was dolling out duff information.

This went back and forth, the AI even removed some of its correct suggestions in its attempts. Frankly, it was a hot mess!

Increasingly frustrated, I finally suggested “I think I know more about this industry than you”.

The response?

“Of course you’re right…” (ARRGGHH!)

Every day I’m being marketed AI software to screen candidates. I see a recruitment platform that represents luxury brands, they proudly promote saving their advertisers time by screening candidates using AI. In our industry there is so much nuance, so many transferable skills, job titles that don’t always mean the same thing.  We also know that diversity of experience (both lived and professional) is essential for high performing workplaces. How can this be achieved when an algorithm is used to create a singular definition of talent?

Where is the creativity? Where is the humanity?

So, please know this, when a job seeker sends their details to LIFE you are not screened by AI, your worth is not decided by an algorithm, you do not receive an “automated response”. Every email and CV are looked at by a person. At LIFE, AI is for back-office functions, not for people.

In case you were wondering, I found a great person for that job. I took the dog for a walk. Stepping away from my desk gave me the headspace to have a much better epiphany than fighting with a bot! It turns out decades of knowledge and experience does have value.

Faithful or Traitor? Lessons in hiring from a TV show.

The TV show “Traitors” has just returned for a new season, are you watching? I’m not usually a fan of reality shows but this one had me hooked from the start. It gives a great insight into human behaviour and motivation.

If you haven’t seen it, the premise is that a group of strangers meet, and bond, at a Scottish castle. They work together on tasks to earn cash. However, a few of the participants have, secretly, been made “Traitors”. They meet each night to “murder” a “Faithful” in a bid to claim the prize pot for themselves. The “Faithful” must work out which of these new friends is actually out to kill them!

So, what has this got to do with fashion recruitment? At the start of the show the host asks the contestants about their motivations, why they’re there, what is important to them in life, how it would impact them to walk away with the prize. It got me thinking how a business is about people working together as a team, yet everyone has their own motivations, their own needs that have to be met to keep them a “Faithful”.  

In the show, it’s amazing how quickly a faithful can be converted to a traitor if they feel they are vulnerable. This is exactly the same at work, if an employee feels that their job doesn’t meet their needs on ethics, quality of life, or sense of security then they’ll be off. In a study conducted by The Energy Project and The Harvard Review, only 29% of respondents felt a sense of safety and trust at work. Let that sink in for a minute – 71% of respondents did NOT feel a sense of safety and trust at work!

Almost always when an organisation first comes to me to recruit, they give me a job specification with a list of tasks. I’m usually met with a look of utter surprise when I ask, “why would anyone want to leave their current job and come do this one?” They haven’t thought about that at all. This understanding is absolutely key to making a successful hire. This is why, at LIFE, we don’t rely on job adverts and a database of people just looking for a job. This is why we’re VERY choosy about which brands we represent. Our methodology is all about approaching passive candidates and finding out their motivations, what makes them a “Faithful”.  I often wonder how much time companies waste by interviewing people who appear to meet the company’s needs without having first assessed if the business will meet the candidate’s needs. Without this understanding the hire is on shaky ground right from the start. If you’re responsible for any sort of hiring in your business, how do you assess if you can give the person you’re interviewing what they need? Most interviewers are simply trying to work out if the interviewee meets their tick list. We’re always happy to have a chat about how you can recruit for the first year of employment, not just the start date.

LIFE - A Recruitment & Retention Consultancy for Fashion Brands.

Are you harming your hiring with a hashtag?

Are you harming your hiring with a hashtag?

During the dark days of the pandemic, two hashtags gained prominence on LinkedIn - #opentowork and #hiring. The sight of #hiring became a beacon of hope that all was not lost.

However, is it detrimental to your hiring process today?

In today’s competitive talent market it’s essential to treat your Employer Brand with as much love as your Consumer Brand.

An appealing talent acquisition strategy is the first step in attracting the very best talent to your organisation. Yet, almost daily, I see LinkedIn posts like this:

“I’m #hiring a marketing manager, know anyone interested?”

Invariably there is a link to a job specification that’s drier than a 3-month-old cracker.

Can you imagine the consumer marketing of a luxury brand being presented in the same way? It might look like this:

“I’m #selling a dress. Know anyone looking for one?” – this links to the garment composition, 52% silk, 48% viscose.

Of course, this would be utterly ridiculous; yet demonstrates how poorly the job and the employer brand is being marketed in the first post. It unwittingly communicates a need, perhaps a level of desperation. Not attractive!

Great talent acquisition is marketing. It is about enticing talent to want to work for your business; in the same way great product marketing creates desirability.

When it comes to recruiting, it is essential to tell a story. Communicate why someone would want to work with you, what they will gain from the position (clue: this has nothing to do with your consumer brand or your needs).

At LIFE we can consult with brands to help them define their employer brand or how to communicate what they already have, even if we’re not directly managing the hiring process. We are always happy to collaborate with in-house recruitment teams or directly with hiring managers.

LIFE - A Recruitment & Retention Consultancy for Fashion Brands.

LIFE turns 17

Today marks 17 years since I excitedly threw open the metaphorical doors of LIFE; utilising the knowledge of many years in luxury search and selection to go it alone.

Reflecting on these years I’m reminded of a song by the great Stephen Sondheim:

“Good times and bum times, I've seen them all
And, my dear, I'm still here.
Plush velvet sometimes.
Sometimes, just pretzels and beer, but I'm here”

There’s no denying that the pandemic certainly gave more “pretzels and beer” than “plush velvet”. However, despite the turbulence I’m relieved to say we’re very much back on an upward trajectory.

LIFE was named in recognition of how much our work defines and influences every aspect of our lives. Right from the start there has been one integral question that runs through every search conducted; “How will this match really benefit the candidate and add value to the client’s business?” Otherwise, really, what’s the point? I sincerely believe this has played a huge part in our longevity.

I’d like to say a huge thank you to all of LIFE’s wonderful clients, those who have trusted us to help them progress their career, and all who have supported us over the years.

Ultimately, it’s because of you that I’m still here.

Thank you.

Fashion's "Employer Brand" Conundrum

What is an Employer Brand and does a fashion business really need one? Frankly, if you are an employer, you have one whether you want it or not.

The CIPD describes an Employer Brand as “the way in which organisations differentiate themselves in the labour market, enabling them to recruit, retain and engage the right people.” A strong employer brand helps businesses compete for the best talent, hold onto them, and establish credibility.

In the fashion space I see so many organisations create amazing consumer brands yet present their “Employer Brand” disastrously. Equally, I see candidates express enthusiasm for businesses based purely on their product without exploring whether the employer brand meets their needs and core beliefs. This is particularly visible in the luxury sector. During the recruitment process, if the candidate fails to look beyond the organisation’s consumer brand, and the employer fails to interview beyond technical skills, we have a high risk of the engagement failing.

The latest Manpower employer survey for Q3 2022 showed that global talent shortages have reached a 16 year high, with 78% of employers having difficulty filling jobs due to a lack of skilled talent. With these alarming statistics it is more important than ever for businesses to really understand what their Employer Brand stands for and how it can be improved to allow the organisation to recruit and, importantly, retain the best talent.  This can only be done by truly engaging current employees to unlock perceptions of the business and understand what keeps the best performers in place. It is not something that is simply decided by the C-suite and HR. While benefits play a part they are only a tiny part, your employer brand will not be defined by break-out areas and fruit bowls. Communicating culture honestly from the start of the recruitment process is essential, even if it means putting off candidates that appear technically amazing. If they’re not aligned with your culture they’re not going to stay, no matter how good they are and how much you pay them. Successful recruitment campaigns are about communicating the opportunity and allowing candidates to understand who they are joining, the difference they can make, and if the brand aligns with their lifestyle and emotional needs. Here’s a hint, a product picture and a dry job spec won’t achieve that! However, that’s a blog post for another day.

At LIFE in Fashion it’s an essential part of our process to help brands unlock a better understanding of their Employer Brand to allow us to communicate this to candidates when talent sourcing. This ensures we present clients with candidates that will stay. However, we can also consult with organisations that are not recruiting through us, providing workshops to help them define and improve their Employer Brand to attract the right candidates and retain talent. We believe this makes us the first Search and Retention Consultancy in the fashion industry.

Bridging the Talent Gap

We’re constantly hearing from fashion organisations that they are struggling to find the right candidates for roles requiring specialist skill sets. Having ridden out more than one downturn, we have seen this recruitment cycle in the past. During recession many people leave the industry, moving to different sectors. While companies streamline to survive, internal development of staff takes less of a priority so skills are not being improved and new talent is not being grown. This means that as the economy improves and businesses flourish again there is a severe shortage of candidates in many key areas.

A recent study, conducted by the Chartered Institute of Personnel Development, discovered that more than four-fifths of organisations found an increase in competition for talent, while more than three-quarters had experienced recruitment difficulties in the past year, citing a lack of specialist or technical skills. The vast majority described the current jobs market as candidate driven. This means that businesses have to do more to attract the best candidates, streamline their recruitment process, remain closely in-touch with candidates throughout, and act swiftly to ensure they are a highly desirable employer brand. Although, this can only done once candidates have been attracted and are on-board with the recruitment process.

Therefore, more than ever, it is essential to use strategic search methods to ensure vacancies and brand values are delivered to the very best talent in a professional and direct manner. It is imperative to seek out and approach ‘soft’ candidates i.e. those that are not actively looking, not reading job boards, and not registered with recruitment firms. This is where the search methodology, that underpins everything we do at LIFE, comes into its own to help fashion brands build the optimum team.

Celebrating 10 years of LIFE

As LIFE celebrates ten years of providing recruitment solutions to the best fashion brands in the world, what springs to mind is that great French epigram, ‘plus ça change, plus c'est la même chose’; ‘the more it changes, the more it’s the same’.

In marking our tenth anniversary we have a great new look for LIFE, we’ve created this shiny new website and branding. We’ve also invested in new back-end software that allows us to probe deeper in sourcing candidates digitally, makes us more time efficient, and offers clients interactive options to feed back directly onto our systems. All this allows us to react more dexterously to their needs. However, what has really set LIFE apart for the past ten years is the ability to understand brands, learn what clients need by building lasting partnerships, and digging deeper than any social media, advertising or digital sourcing can achieve. We do this by tapping into our close personal relationships to find talent that’s off the conspicuous radar. That hasn’t changed.

We strategically and carefully welcome new brands into the LIFE portfolio by ensuring they don’t conflict with existing customers. As a business that’s founded on search it’s essential to be able to source talent from our clients’ competitors unhindered. However, an analysis of our current business shows that more than 50% of what we’re delivering is with clients who were with us in year one! Despite the tumult of the past decade it’s great that these partnerships have remained consistent.

Our industry is global in terms of distribution and sourcing, but also staffing. LIFE constantly searches beyond British shores for relevant talent. Our home-grown luxury brands have been blossoming. This growth often benefits from the technical skills that can be brought in from more mature markets such as Italy or France. However, once more the fashion industry is poised for uncertainty as we experience the economic repercussions of Brexit. In facing this unknown change, one thing remains the same as in past periods of uncertainty, somehow the industry talent pool diminishes and it is ever more challenging to find skilled employees. This will be exacerbated if it becomes more difficult to move talent from Europe. Therefore, it’s even more key right now to invest in finding the best staff for your business and putting incentives in place to keep them! LIFE has been helping some of the best global fashion brands do just that for the past decade. We're ready for whatever the next ten years has to throw at us, and here to ensure you are too.