RPO on Demand (RPOoD)

From Yellow Pages to Digital ID: the Future of Screening

From Yellow Pages packs to digital-first Step into the office of a background screener in 2014 and you’d see a very different world. Printers churning non-stop, fax machines whirring, and stacks of paper files piled high on desks. “When I started, the screening packs were as thick as the Yellow Pages,” recalls Phil Bell, Candidate Services Team Leader at Rullion. “Printers were constantly running, scanners were working overtime, and every single page had to be put in the right order for approval. Then you’d have to scan the whole lot again, convert it into a PDF, and email it across. And still keep the hard copies in case of audit.” It was slow and manual labour. Fast forward a decade, and most pre-employment screening journeys are now completed digitally through secure portals. But as Phil suggests, just because you can automate, doesn’t always mean you should. Why not everything should be automated Automation has streamlined many tasks in background screening services, but over-reliance can backfire. For tasks like Right to Work checks and DBS checks, automation speeds things up. But when it comes to employment reference checks, removing people from the process often slows things down instead of speeding them up. “Sometimes a phone call is better than another email,” Phil says. “If I call a referee, I can explain what we need, answer their questions, and build a connection. A single conversation can cut through weeks of delay.” The lesson? Automation should support, not replace, human judgement. Referees and candidates value clarity and reassurance, and that’s not something a chaser email can deliver. The promise of rapid employment verification One that stands out for him is rapid employment verification: a tool that connects directly to HMRC, payroll, and open banking records (with candidate consent). “Instead of spending weeks chasing down referees, the system can instantly verify where someone has worked and for how long,” Phil explains. “That cuts out admin, reduces errors, and gets candidates cleared much quicker.” The benefits are clear: Faster onboarding for clients in time-critical projects. Less frustration for candidates who just want to start work. Efficiency gains for screening teams, freeing up time to focus on problem cases. But Phil is also realistic about the challenges. Consent will always be critical, candidates must feel comfortable with how their data is being used, and clients need to be ready to embrace the technology. Until both sides are confident, adoption will remain limited. Still, as improvements are rolled out, Phil believes rapid verification has the potential to transform how employment reference checks are managed, cutting down on delays and eliminating much of the manual chasing that slows the process today. This echoes what we’ve seen first-hand on major projects like Hinkley Point C where speed and compliance must go hand in hand. Read more in How Rullion Delivers Screening Success at Hinkley Point C. Smarter, not colder: the role of AI Phil also sees a clear role for artificial intelligence in pre-employment screening. For him, it’s not about replacing people but about making processes more reliable. At present, portals depend on candidates entering every detail correctly - but even something as small as a mistyped referee email address can cause the whole process to grind to a halt. This is where AI could add real value. Smart systems could flag incorrect information at the point of entry, ask intelligent follow-up questions, or even validate data against public sources. By catching errors early, the process becomes smoother for candidates, referees, and clients alike. Phil sums it up: “AI won’t replace advisors, but it can help us eliminate mistakes earlier and get people cleared faster. It’s about making the process smarter, not colder.” From science fiction to reality: digital ID When asked whether screening could ever become instantaneous, with each person carrying a unique identifier, like a cryptocurrency token - Phil admits it once felt like science fiction. Yet within a short amount of time of this interview, the UK Government announced its plans for digital ID cards, bringing the concept closer to reality. Across Europe, adoption is already well underway: Estonia’s e-ID has been in place for nearly 20 years, saving citizens an average of five working days each year, while Denmark’s MitID is now used by over 90% of the population. The EU has also committed to launching a Digital Identity Wallet by 2026, giving all citizens a secure, standardised way to prove who they are. He reflects: “Every worker already has a National Insurance number, and government gateways already give access to some records. So, a seamless digital ID isn’t as far-fetched as it sounds.” These global examples show that the debate is no longer about whether digital ID will arrive, but how it will be implemented and trusted. Linking records into a universal digital identity system could drastically reduce the time and effort involved in screening. Done well, it would give candidates more control over their information and employers greater confidence in its accuracy. Action points for employers Phil’s reflections don’t just highlight how far the industry has come, they also point to practical steps organisations can take now: Audit your processes: Identify where automation helps and where it hinders. For tasks like Right to Work checks and DBS checks, automation saves time; for references, human contact may still be best. Prepare for rapid verification: Start conversations with candidates about consent and data-sharing, so you’re ready to adopt new tools quickly. Invest in data quality: Choose systems that help catch errors early and reduce reliance on manual corrections. Keep the human touch: Balance is key. A process that relies entirely on automation risks losing candidates, but too much manual intervention creates delays. Getting this mix right is what keeps projects moving. Why balance wins Phil’s perspective is clear: the future of screening isn’t about choosing between people and technology but combining both. Tools like rapid employment verification and AI will undoubtedly shape the industry, but they work best when paired with real advisors who understand the needs of candidates and clients. “At the end of the day, candidates just want to get cleared quickly so they can start work. Clients want the same: people on site as soon as possible,” he says. “By blending technology with genuine human support, we can deliver speed, compliance, and a better experience for everyone.” It’s this combination, smart automation with real human guidance, that defines Rullion’s approach to background screening services. It means clients in critical infrastructure sectors like nuclear, transport and rail, and utilities can get the best of both worlds: the speed of automation with the reassurance of people who care.

UK nuclear careers: What you need to know

The nuclear industry is one of the UK’s most important sectors, powering around 15% of the country’s electricity in 2024, and supporting its journey to net zero. For jobseekers, UK nuclear careers offer the chance to work with cutting-edge technology, contribute to national critical infrastructure, and develop skills that will remain in demand for decades to come. That combination brings strong job stability and long-term career prospects. Here’s a closer look at the opportunities and realities of what it’s really like to work on a nuclear site. Is nuclear a good industry to work in? Yes. The nuclear industry is expanding, fuelled by major infrastructure projects like Hinkley Point C and Sizewell C, and backed by long-term government commitment. Unlike sectors where demand fluctuates, nuclear is set to generate 25% of UK electricity by 2050, becoming a cornerstone of the UK’s long-term energy strategy. This translates into thousands of new jobs and reliable, long-term career prospects. Is a career in nuclear right for you? There are opportunities for those with STEM backgrounds, but also roles for people in trades, IT, project management, and compliance. A career in nuclear engineering isn’t the only route in; there’s space for a variety of skills. A career in nuclear offers: Variety – from operating reactors to IT, cyber, and compliance. Progression – apprentices can progress to technician, engineer, and site manager roles. Competitive pay – the average salary for a nuclear engineer is between £45,000 - £52,000, significantly above the UK median of ~£37,430. For some, it’s the technical challenge; for others, it’s the sense of purpose. If you’re curious, adaptable, and committed to safety, nuclear could be a great fit. What jobs are available on a nuclear site? When people think of nuclear jobs, they often picture reactor operators. In reality, nuclear sites operate like small cities, employing thousands of people across different disciplines. These can include: Nuclear engineering jobs – civil, mechanical, electrical, and control and instrumentation engineers. Nuclear operator jobs – such as Control Room Operator or Reactor Operator. Skilled trades – welders, fitters, electricians, and technicians. Safety and compliance roles – e.g. Radiation Protection Technician. IT and cyber specialists – securing critical digital systems. Project managers and planners – coordinating large, complex projects. This variety makes nuclear one of the most diverse career sectors in UK infrastructure. What skills are in demand in the nuclear industry? The UK nuclear sector is expanding rapidly, and employers are actively searching for people with the right mix of technical expertise and transferable skills. If you’re considering a role in the nuclear industry, understanding what skills are in demand can help you focus your training and stand out to employers. According to the Nuclear Industry Association, the UK's nuclear power workforce grew by 35% between 2021 and 2024, reaching 87,000 people. Technical and specialist skills Engineering trades – welders, electrical & mechanical technicians, and fitters – remain in high demand as new plants and small modular reactors (SMRs) progress. Graduates of all levels, BSc, MSc & PhD with degrees in specialist subjects,, including mechanical, electrical, control, and instrumentation engineers, as well as graduates in physics, chemistry, and nuclear engineering. Safety, regulatory, and compliance professionals, including safety case authors, nuclear site licensing professionals, and regulatory compliance professionals. Manufacturing and advanced production professionals, such as materials engineers and precision manufacturers, are high in demand due to being closely linked to SMRs. Software, Systems & Safety Critical Systems Engineers – responsible for ensuring compliance with strict nuclear safety standards (e.g., IEC 60880, IEC 61513). Transferable and soft skills Effective problem-solving and analytical thinking are essential for complex, bespoke projects. Communication and coordination are crucial for multi-disciplinary projects, which require collaboration across engineering, compliance, and regulatory teams. The need for project managers and team leaders is on the rise. Adaptability and continuous learning are crucial in keeping up with new reactor technologies and regulatory changes. Specialist expertise in areas like physics, shielding, and coding can be successfully applied in the nuclear sector, with professionals often transitioning from industries such as healthcare, rail, or aerospace. Professionals with backgrounds in Electrical, Mechanical, or Instrumentation & Control (I&C) can transfer their expertise from sectors such as oil and gas or aviation, where the skills gained in monitoring and control systems can be closely aligned with those required in nuclear plant operations. What qualifications do you need to work on a nuclear site? Entry requirements depend on the role. Many employers offer apprenticeships, graduate schemes, or vocational training, making nuclear accessible beyond the traditional degree path. Apprenticeships & Graduate Schemes – for trades and technical roles, e.g., EDF’s programmes at Hinkley Point and the NDA Graduate Schemes Work & Learn Graduate Schemes – for trades such as Project Management, Project Controls and Engineering, these are offered by leading nuclear companies such as BAE Systems, AtkinsRealis, and EDF, where you will spend 50% of your time on the job learning and 50% at university. Degrees of all levels, BSc, MSc or PhD, especially those in engineering, physics, or maths, are highly valued. Vocational training – for safety and maintenance roles. Most roles also require mandatory training in radiological safety, emergency preparedness, and health and safety to ensure every worker has the knowledge to keep themselves and others safe. What security checks are needed to work in nuclear? Because nuclear is part of the UK’s critical infrastructure, security is strict. All workers must complete screening before starting. The entry-level verification is the Baseline Personnel Security Standard (BPSS), which covers: Identity verification Right to work in the UK Employment history (usually the past three years) Unspent criminal record checks BPSS clearance checks typically take 1–3 weeks if documents are ready. For some roles, higher clearance such as SC (Security Check) or DV (Developed Vetting) is required. The process is structured and straightforward, as long as your documents are in order. If you’re unsure what to expect, working with a recruiter who understands BPSS screening can guide you through the steps and make the process smoother. Are nuclear jobs safe? What are the risks? Nuclear sites are among the most tightly regulated workplaces in the UK. Every task is overseen by strict safety rules, regular inspections, and continuous monitoring. This means risks are identified and managed early, helping to keep the industry’s overall safety performance strong compared to other heavy industries like construction or manufacturing. According to the Office for Nuclear Regulation’s 2024 report, the injury rate in the UK nuclear industry is below the national average for workplace injuries across all sectors. Workers benefit from: Strict safety standards set by the UK Office for Nuclear Regulation. Personal protective equipment (PPE) and regular monitoring. Continuous training and emergency planning. While risks exist, as in any critical infrastructure role, nuclear careers come with strict procedures to manage radiation exposure. Data from the UK Health Security Agency shows that, on average, nuclear power workers receive lower annual radiation doses than many flight crew members. Regulatory oversight closely monitors and keeps nuclear workers' exposure well below legal limits. How to get started in a nuclear career? There are multiple entry points into nuclear careers, depending on your background and career goals. It isn’t just for engineers or scientists; the sector needs people from a wide variety of disciplines. Apprenticeships – a great route for school leavers or those starting a trade, with opportunities in welding, electrical work, fitting, and more. While many graduate schemes target STEM graduates (engineering, physics, chemistry, maths), they also offer opportunities in project management, business, and IT. Early-career and reskilling pathways – the industry offers structured training for people coming in from other roles, Lateral entry – many workers successfully transition from other sectors, such as oil and gas, defence, renewables, and large-scale infrastructure projects. Support functions – nuclear sites also need HR, finance, health and safety, security, and communications professionals. Specialist nuclear recruiters (like us) can connect you with opportunities across the UK’s nuclear sites, guiding you through both the career and security clearance process. View our current UK nuclear jobs. The future of nuclear careers With the recent government approval for Sizewell C, Rolls-Royce's leading the development of Small Modular Reactors (SMRs), and the ongoing progress at Hinkley Point C, the UK nuclear sector is entering a new phase of growth. These projects signal long-term investment in nuclear energy and the creation of thousands of jobs across the next decade as the UK works towards net zero. Whether you’re a recent graduate, an experienced engineer, or someone looking to transfer skills from another industry, there’s a clear pathway into nuclear for you.

How to build a business case for changing your MSP provider

Switching Managed Service Programme (MSP) providers is a major decision. Your first-generation MSP often brings early wins: reducing admin, consolidating suppliers, and bringing much-needed structure to hiring. But as your organisation evolves, those solutions can fall short. Visibility isn’t where it needs to be, processes don’t adapt, and the programme stops keeping pace with future goals. Often, these challenges can be addressed through open conversations with your current provider. But when they can’t, it may be time to consider changing your MSP provider and moving to a second-generation MSP provider, your next partner. 5 signs it’s time to switch MSP providers For leadership, the decision often comes down to proving the return on investment, reducing risk exposure, and ensuring the MSP evolves alongside strategic priorities. Knowing when to make that move isn’t always straightforward, but there are common warning signs that can strengthen your business case: Limited visibility If you can’t access accurate, real-time data on workforce spend, supplier performance, or compliance, you’re operating blind. This makes it harder to control costs, demonstrate ROI, or make strategic decisions. Processes that don’t adapt When workflows remain rigid and fail to keep pace with evolving business needs or regulatory changes, inefficiency creeps in. This often leads to bottlenecks, slower mobilisation, and higher risk exposure. Misalignment with strategy Your MSP provider should act as a partner, not just an administrator. If the programme feels transactional and disconnected from your long-term workforce goals, it weakens your ability to deliver against wider business priorities. Supplier limitations An MSP that relies on a narrow supplier network restricts access to talent. This not only slows down hiring for specialist roles but also prevents you from tapping into under-represented or overlooked talent pools. Lack of innovation If reporting hasn’t improved in years, technology feels outdated, or the provider isn’t pushing continuous improvement, your MSP may be holding you back instead of helping you move forward. The next step is turning these challenges into a structured argument that leadership can’t ignore: your business case. What to include in a business case for switching MSP providers The issues you’ve identified become the evidence, and the improvements you’re aiming for become measurable objectives. By structuring your case around these points, you’ll give stakeholders the confidence that switching MSP providers is a strategic decision, not just a reaction to frustrations. Executive summary Think of this section as the “elevator pitch” for your case. If a senior leader only reads one page, it should answer: Why change now, and what will we gain? Example: Our current MSP model is not providing the visibility, flexibility, or supplier reach we require. By transitioning to a second-generation provider, we can reduce average cost per hire by 15%, cut mobilisation timelines by 20%, and ensure full compliance visibility across our workforce. Current challenges This is where you turn warning signs into hard evidence. Leadership will expect more than anecdotes, so use data to back up your points. The stronger your evidence, the harder it is to ignore. Think rising time-to-hire figures, compliance gaps, or supplier underperformance. Example: Reporting dashboards are limited, preventing us from tracking supplier performance in real time. Average time-to-hire has risen from 28 to 53 days over the past 12 months, delaying project starts. Objectives Objectives show what success looks like after the switch. They should be specific, measurable, and tied directly to organisational priorities. Think of this as the “destination” your business case is leading towards. Example: Reduce time-to-hire for technical roles by 20%. Achieve 100% compliance audit readiness. Introduce real-time workforce reporting by Q2. Options analysis Show leadership that you’ve weighed alternatives fairly. A strong business case doesn’t assume switching is the only option. It shows leadership that every alternative has been considered. Presenting a fair comparison between staying with your current provider and moving to a new one makes your recommendation more credible and balanced. Example: Option 1: stay with current provider Pros: continuity. Cons: persistent issues unresolved. Option 2: switch to new provider Pros: wider supplier network, improved tech, better compliance. Cons: transition costs, short-term disruption (if not managed effectively). Cost-benefit analysis Demonstrate how switching creates measurable financial and strategic gains. This could be savings on cost per hire, avoided compliance penalties, or improved project delivery that translates directly into revenue. Example: Based on current hiring volumes, a reduction of £1,500 per hire equates to £225,000 in annual savings. Avoided compliance fines (based on previous breaches) estimated at £50,000 annually. Implementation plan Even the best business case will raise the question, “How will we manage the transition?” Your implementation plan reassures stakeholders by showing how risks will be controlled and disruption minimised. Break the plan into phases and set realistic timeframes. Example: Phase 1: shadow mode (Months 1–2). Phase 2: 50% requisitions managed by new MSP (Months 2-3). Phase 3: full handover (Months 4–6). KPIs and success measures Defining KPIs upfront makes your business case measurable and accountable. This section shows how success will be tracked after implementation. Clear measures help leadership see the long-term value of change. Example: Reduce average time-to-hire from 48 to 38 days within 6 months. Achieve 95% supplier compliance with the agreed SLA by Q3. Deliver full visibility of workforce spend by year-end. Demonstrating ROI: cost vs value Boards rarely approve a switch without seeing hard numbers. To win them over, your business case must prove that the value of change outweighs the cost of disruption. A simple three-step ROI model makes this clear: the cost of staying put, the cost of switching, and the value gained. Each step should be backed up with data and, where possible, linked to strategic business goals. 1. Cost of staying put (Average cost per hire × annual hires) Compliance breaches, project delays, supplier mark-ups 2. Cost of switching MSP providers Transition fees, internal resource time, short-term disruption 3. Value gained Savings from lower mark-ups Reduced compliance risk Faster mobilisation and delivery Stronger supplier performance Example: Our NWG MSP partnership: In 2025, NWG required mobilisation of Information Services (IS), data, cybersecurity, and change management roles with a 4-week deadline (over Christmas) to support their digital transformation. 100% of contractors were transitioned on time, despite a condensed four-week window and minimal legacy data. Effective contingent workforce management with zero disruption to services, preserving business continuity across mission-critical information systems projects during a peak period for infrastructure planning. £15,000+ saved in the first month alone through improved fulfilment routes and transparent rate control. This example illustrates how value can be realised quickly. And, when combined with the ROI framework above, it helps build a case that is both credible and compelling. Managing risks during the transition Even with a strong business case, leaders will ask, “What’s the risk?” Anticipating these concerns will make your case more persuasive. For more guidance, our MSP Implementation Question Checklist highlights the questions you should ask during mobilisation to ensure your programme is set up for success. Operational disruption – delays in hiring or mobilisation. The mitigation for this would be a phased transition, a parallel run for 1–2 months before full handover. Supplier resistance – Preferred suppliers may hesitate to engage. Early communication, clear SLAs, onboarding support Knowledge transfer gaps - Knowledge transfer gaps. Structured handover between outgoing and incoming MSP Compliance lapses – Risk of exposure during transition. Align compliance checks with new provider from Day 1 Securing stakeholder buy-in Different stakeholders view value differently. Map their concerns to your business case: Finance/Board: ROI, predictable spend. Show annual savings, break-even point, and long-term value HR/Operations: Talent access, time-to-hire. Evidence of a wider supplier network and faster fills Compliance: Audit readiness, risk management. Highlight improved governance and real-time visibility Procurement: Supplier performance, cost control, contractual efficiency. Demonstrate stronger supplier management, better rates, and transparent reporting Project Managers: Mobilisation speed. Show reduced delays and faster project delivery The long-term benefits of a 2nd Gen MSP Your business case should end by showing how a second-generation MSP provider sets the organisation up for future success: Real-time data for strategic workforce planning Stronger governance in highly regulated environments Access to broader supplier networks, including overlooked and under-represented talent pools Faster project mobilisation, reducing time to value Continuous improvement, not stagnation This shifts the decision from a short-term fix to a long-term strategic investment. A well-structured business case turns the idea of switching MSPs from a reactive decision into a justified, proactive strategy. It helps provide the confidence that your next MSP partnership will deliver greater value. And when you reach the point of preparing for mobilisation, our MSP Implementation Checklist is a practical tool to help you ask the right questions and ensure your new programme is set up for long-term success.