LinkedIn is more than a regular social media platform. With 95 Job applications submitted every second, and 3 people are hired every minute, it’s a great place to get yourself noticed by employers and recruiters. It can increase your chances of landing your dream job, even if you’re not actively looking for new opportunities.

Your LinkedIn profile is essentially your public CV and since far more people will view your profile, it’s important to get it right. 

And the good news is, a little can go a long way. By following these 5 steps and having a comprehensive LinkedIn, it actually increases your chances of landing a job interview by 71%

Your first impression matters. What makes a perfect LinkedIn Profile photo?

Your profile picture is the first thing people notice and is their first impression of you. A professional picture will get a user 14 times more views than other types of profile pictures. An easy fix, with a big payoff. 

So, dig the camera out, and follow this checklist to nail yours:

Write a stand out summary

We know everyone all dreads the ‘About’ section. But it’s one of the most important parts of your profile, used to summarise you, your experience, achievements and interests.  

First, nail the hook. Your full summary isn’t displayed until the reader clicks “…see more”. So your first 50 words best grab your reader's attention. Try writing something that needs further explanation, or a claim that needs justification. This will leave the reader intrigued and unable to resist that button.


"It took me more than X jobs to learn the secret about Y. It's not only changed the way I think but has led to something unexpected."

Now that the reader is engaged, don’t waste this opportunity by simply listing your skills and job titles. Your bio is a chance to tell your story. And studies have found that if we are told something through narrative, we are more likely to relate, absorb the information and remain engaged from start to finish. 

So, start at the beginning. Explain why you do what you do, what led you to where you are. Take this opportunity to show your passion. 

Then talk through your qualifications and experiences. Discuss the skills you have, why they matter and the effect they’ve had. Throughout, make sure you provide data that backs up your claims and proves your financial impact and commercial achievements.

Next, move onto your interests and keep it professional. What do you help others do? What’s your goal? Ensure these align with the roles and companies you're looking to attract. And then show how you’re committed to pursuing them. 

Finally, end with a call to action. Either talk about the type of roles you’re looking for, or if you’re not actively looking, you can sign off with a friendly invitation to connect and chat.

Remember to keep it punchy. Ensure each point you make adds value and contributes to your ‘personal sales pitch’. Also, avoid long paragraphs, break up your text into smaller blocks to make it less daunting for your reader.

Optimise your profile with personal keywords

Optimised LinkedIn profile = appears in more searches, more searches = more views, and more views = more opportunities.

If you don’t use keywords in your job title, experience, projects and skills, you won’t show up in a potential employer’s or recruiter’s searches.

First‌, location is one of the key filters used when conducting a search. So include a specific and accurate location. It’ll help your profile stand out 23x more in searches. ‘England’ doesn’t narrow it down. Set your location to where you are or where you’d like your next role to be.

What keywords are the most relevant to your job role?

You can identify these by reviewing job listings - what words do they use in the description, experience and skills sections? What job titles are they using? Create a list and ensure you use them throughout your profile:

Write a great headline. Most people have their current job title and company in theirs, but it doesn’t add value or help you stand out. LinkedIn gives you 120 words for your headline. Use it to outline your job role, specialisation and company. Then follow it with the results you've achieved and illustrate your value in a tangible way. 


‘Software Engineer @ Nike | Building AI That's Boosted User Retention By 789%’.

Optimise your LinkedIn summary. We’ve talked about how to write a great summary. Now weave in your keywords in a subtle, natural way. Avoid ‘keyword stuffing’, you risk sounding robotic and looking disingenuous.

Don’t waste the experience section by just listing your job titles and companies. You have 2000 characters to fill with job descriptions, skills, project details and commercial achievements that prove your financial impact. They’re a key word gold mine!

Prove your skills

So you’ve now discussed your successes in your headline, summary and experience sections. But why stop there? Listing at least five relevant skills increases your chances of being discovered and contacted by over 31 times.

LinkedIn offers ‘skills assessments’, an online test that provides you with a verified badge on your profile. Data shows that candidates with verified skills are around 30% more likely to be hired. So not only does it reassure an employer, it strengthens your personal brand and credibility. 

You can also get ‘skills endorsements’. This is where former colleagues, clients, etc. can vouch for your listed skills. It gives the reader a quick, visual sense of what you’re valued for.

Then, arguably, the most effective way to prove your skills is through ‘recommendations’. These are personal testimonials written by others about the experience they had working with you. This is great for an employer to see, they gain valuable insight into your personality and how you work with others. Think about who would leave a valuable and positive recommendation and reach out to them to ask.

Post relevant content

Now your profile looks great and reads well, it’s time to get active and stay consistent.

There are tons of benefits to regularly posting on LinkedIn. It turns your profile into a public showcase of your expertise/“professional status” and makes you more credible.

It’s also a great way to get a competitive advantage and stand out from your competition since only about 1% of LinkedIn's 260 million monthly users share posts.

Create posts that are relevant to your role, industry and professional interests that will engage and entertain your audience. Doing so consistently not only builds your following and increases your chances of employers approaching you, it shows passion and commitment.

Here’s how to generate some content ideas:

The effort you put into building out a quality LinkedIn profile will continue to serve you overtime, making you more visible to hiring managers, recruiters, and industry leaders. 

Need some more advice on how to land your dream job? Click here.

Today, businesses are facing immense pressure to diversify their team.

McKinsey’s report on How Inclusion Matters found that having a diverse and inclusive board and senior management team improved the business's performance by 35%. 

And yet Colourintech found that in the UK’s top tech companies, of 152 board positions, only four were held by someone from an ethnic minority background (source).

The Tech industry has a long way to go.

But hiring a diverse team in Tech has its challenges.

They require a specific skill set and are competing for talent in a highly competitive market.

That’s why we collaborated with Jiten Patel, Conscious Inclusion thought leader, Diversity and Inclusion speaker, Director at Diversync, author, coach and mentor. 

He discusses the simple, yet effective steps you can take to lead a fair hiring process that prioritises diversity.

Start with you. Address your unconscious bias.

Being self aware and educating yourself are the first steps. But how? 

Be brave enough to seek feedback from five people you're professionally closest to, your ‘circle of trust’. If actions or words coming from your unconscious are not appropriate (these are often termed as microaggressions) ask them to flag this, i.e., ‘Could you say that in a different way?’ or ‘What did you mean by this?’.

It’s paramount to do this in a way that's culturally supportive. Don’t shoot each other down. 

However, if your network’s monocultural, you can broaden your network by: 

There are plenty of rich resources available. Jiten recommends, for example, the book ‘Why I’m no longer talking to white people about race’ by Reni Eddo-Lodge.

Is your job and person specification working against you?

Check your wording carefully. Is there anything that could be a barrier for people? 

For example:

Saying “We are looking for an energetic, enthusiastic team member” may deter someone over 40 as it could suggest you’re looking for somebody younger.

Instead, try saying something like “We are looking for people who are keen to learn and ambitious to further develop themselves" because it uses more inclusive wording.

There’s plenty of software out there that can highlight phrases and words which could be noninclusive. For example, Textio is a tool which will flag any language that’s aimed towards men and will help you neutralise your job description and person specification. 

The most common mistake that hiring managers can make is hiring to replace a person, not the role.

Without knowing it, you could restrict your search by trying to replicate your past team member as opposed to thinking about what the requirements are for the role.

How do you source candidates?

Avoid advertising to the same limited talent pool. You won’t always reach the best and most creative talent so aim to reach a much broader audience. Try a variety of job boards or use a recruitment company with a large reach and network.

Remember that qualifications aren’t the be-all and end-all. Candidates may have the practical experience or mindset which will make them a valuable member of your tech business.

You can entice people by saying you’re currently underrepresented by people in minority groups, and want to make a change. You could add further value incentives; maybe by providing a Graduate Apprenticeship Programme, and/or a strong Graduate Development Programme, an opportunity designed to develop and nurture your new team members.

So you’ve reached the interview stage, what now?

Select your interview panel carefully. 

If you have a diverse shortlist, but your interview panel is made up of three people who are all the same race and gender, then this may be a deterrent.

They may feel anxious about it and this could hinder their performance since they don’t see themselves represented across the table.

If the situation is unavoidable, then it’s important for the recruiters to talk competently and effectively about how diversity and inclusion plays a part in their business, as it may not be apparent in the current situation. 

It’s decision time…

Always look for the cultural value added, not the culture fit.

Avoid hiring someone just because they are similar to the team you already have. A candidate's differences aren’t obstacles and won’t prevent them from fitting in. Their differences can add value and a fresh perspective to the company and your team. 

Wondering how do you balance role fit and your diversity goals?

If a candidate is part of a minority group and perhaps doesn’t have as much experience, consider your needs. Do you need someone to hit the ground running or do you have some leeway? If so, the value they will add, should counteract the time investment that you need to put into development. Really consider whether you want to recruit just for the now, or for the longer term.

Rather than only focusing on examples and experiences, ask questions such as, ‘What would you do if you were in X Y Z situation?’. This will enable you to focus on their potential, get an insight into their thought process and judge whether their mindset aligns with your values. 

Going forward.

It’s important to remember that policies on their own never eliminate discrimination and are only ever as good as the people who put them into practice.

It’s easy to write a well-worded policy document. But it's all about how you bring it to life. This is achieved by looking at your processes and practises. Are they aligned with each other and your organisation's vision, mission and values?

Creating an environment that is inclusive is not a destination. It’s a journey. Remember to pay attention along the way, you’ll learn so much from it. 

At Few&Far, we take promotions seriously. So seriously that, in fact, our Head of People created a whole framework around it

Our job is simple: to guide and support our team, so they progress faster. 

That’s why we base promotions on achievable targets, personal development and behaviours based on our values. 

We like to pay credit where credit is due. In 2021, we did exactly that; 75% of our team got promoted

And rightly so - in case you missed it, 2021 was our best year yet

To kick off 2022 right, we wanted to highlight one person from each department and ask how they get promoted and what they want to achieve this year?


What motivates you to work hard and push yourself?

It's been great to see the company grow from a 6 person start-up in a small Leicester Square office, to a 35+ person business in a legitimate office. I get to work with some amazing clients and candidates.

What Going forward, what do you hope to achieve?

The next goal is to grow the mobile team and expand more into Europe and beyond.


What motivates you to work hard and push yourself?

Giving an amazing service to candidates and clients that I represent keeps me going! I thrive on knowing I have made a difference to people's lives e.g. placing a Founding Engineer in an early-stage startup that is going to take their business to the next level, or relocating an Engineer & their family.

What Going forward, what do you hope to achieve?

Team Manager: growing out the Backend Engineering team with even more amazing people!


What motivates you to work hard and push yourself?

The development that I’ve made as a tech recruiter over the past 5 years and the progression that my career has taken since I joined Few&Far. I’m motivated because, after all this time, I’m still learning my trade and have only scratched the surface of my full potential. 

What Going forward, what do you hope to achieve?

Become a better manager and colleague, whilst helping more Senior Leaders within Tech take the next step in their professional careers.


What motivates you to work hard and push yourself?

Seeing people I've hired not only enjoy their jobs but also progress and succeed. I'm driven by the progression plans in place for my role and the opportunities coming up over the next few years to grow the business.

What Going forward, what do you hope to achieve?

I want to hit the company's hiring goal for this year and play a part in executing our exciting company plans. I can’t wait to see how the company grows over the next few years.


What motivates you to work hard and push yourself?

I enjoy what I do because I know I am making positive changes in people's lives and creating amazing opportunities. The joy I receive from placing people with some amazing start-ups, moving people to be closer to friends and family, and creating strong relationships with people from all walks of life really drives me.

What Going forward, what do you hope to achieve?

This year I aim to hit two promotions and start my management career. I aim to bring on talent scouts, and hopefully help create the next recruitment superstar.


What motivates you to work hard and push yourself?

One reason I love my job is problem solving. In marketing, we look at our current challenges and what we want to achieve. You really have to use a mix of creative and commercial skills to bridge the gap between where we are now and where we want to be tomorrow. That’s what drives me the most.

What Going forward, what do you hope to achieve?

That’s a big question. My number one ambition is to make Few&Far a household name in recruitment. There’s space now for a recruitment brand to lead and change the way marketing is done in the industry. And I want it to be us.

But that’s not everyone…Tito, Megan, Jack, Reece, Ciara, Glen, Jordan and Tony also achieved a promotion (or two) last year.

Here's a word from our Founders:

2021 was record-breaking in several ways for Few&Far. Not only did we exceed our financial and hiring targets; we also moved into a new, larger office, helped 100’s of people find new careers and became one of the most recommended recruitment companies in Europe. 

When reflecting on last year, we’re filled with pride. Our team has achieved so much.

But for us, one of the most rewarding things is watching our people develop their careers and achieve new heights. 

We have no doubt that our team will exceed their ambitions and make us proud! 

Do you want the opportunity to take your career to new heights and expand your network? Then send your CV to and get the conversation started.

The last few years have had a huge effect on workplaces worldwide.

Leaders are still navigating these new ways of working, whilst trying to create a great work environment and maintain employee happiness.

So yes, a lot has changed, but the key to sustaining a great place to work will always be a healthy work culture. 

‘A healthy workplace is one in which workers and managers collaborate to use a continual improvement process to protect and promote the health, safety and well-being of workers and the sustainability of the workplace.’ - WHO, Healthy Workplace Framework and Model

At Few&Far, we’ve spent years figuring out what works best for our business and employees and last year we received a Great Place to Work certification, with 100% of our employees anonymously agreeing that we're a fun place to work.  

We’ve made mistakes, we’ve listened, we’ve grown and here’s what we’ve learnt:

1. Communication beyond just 'keeping everyone in the loop'

When leaders keep their employees up to date and regularly share important company updates, this may increase their productivity by as much as 25%.

Having a clear line of communication is essential. Failing to do so can ultimately lead to low morale and can create misunderstandings, missed opportunities,and conflict.

So how can you communicate openly and promote employee engagement? 

2. Give your employees a voice and be sure to listen

When you make space for your employees to give regular feedback, it positively affects their engagement and your culture for the better. 

Consider a company pulse where employees can leave feedback on how they’re feeling, what’s going well and what could be better. Give them a chance to leave their ideas and feel heard.

But there’s no point in collecting feedback if you’re not going to listen to it, take it on board and implement it. Of course, you don’t have to act on every idea, but you should consider all of them. If not, it becomes extremely frustrating for employees if they open up, share ideas, give feedback and then nothing ever happens. Eventually, they’ll give up and you’ll lose some valuable insights and potentially - employees. 

Not only might your employees have some great game-changing ideas, but they also might want to take a lead on these projects too. This will help with their career progression and personal development, while impacting the company in a positive way. 

3. Create an environment of psychological safety

Psychological safety - the belief that one can speak up without risk of punishment or humiliation and has been well established as a critical driver of high-quality decision making, healthy group dynamics and interpersonal relationships.’ - Amy Edmondson, Professor of Leadership and Management at the Harvard Business School 

So, giving employees a platform to be heard is a great start, but they need to feel comfortable voicing their opinions without the fear of being judged. 

Creating a psychologically safe environment is paramount and non-negotiable. 

It can take time to build, how can you start?

4. Live by your purpose and values

It’s important to not only share your values but to lead by example and encompass them.

Ensure that everyone knows the company's strategic narrative and purpose, not only to guide their performance but so they feel that they belong on the journey.

5. Champion your team!

Last, but far from least.

Believe in your team, trust them and always support them. If you can’t trust someone, you shouldn’t hire them.

Nurture autonomy and creative freedom. This will allow every team member's unique voice to shine through.

Take time to understand their needs and goals and ensure they have a clear vision for the future of their role. Then together, define a clear path on how to get there by setting precise and achievable targets. Remember to focus their targets not only on performance but on behaviours that align with your company values too. 

Creating and maintaining a healthy workplace requires continuous effort and self assessment. It’s not a quick fix but for your people and your company, it’s worth it.