Humans of Move: Natasha-lee Naidoo

Quick facts

Human at Move: Talent Acquisition Team Lead

Background: Tech and Finance Recruitment

Describe Move in 3 words: Progressive, Inclusive, Collaborative


Like most of us in the world of talent, Natasha didn’t grow up dreaming of one day becoming a recruiter. But a natural flair for people and her compassionate but firm style of leadership made a chance headhunt into her first role fit just right.


“I like to call myself a servant leader,” she says. “I like to also get my hands dirty, even though I know I’m in management. I don’t believe in managing from the top. I believe in managing with my people, so being on the ground with them makes more sense to me than standing on the top and just giving orders.”


Natasha’s journey with Move began in 2019 when she spotted co-founder, Adri Herdman’s activity on LinkedIn.


“It was the startup tech model that attracted me so much to the organisation. As much as I am versatile across all fields, I never really touched a lot in tech but it was something I was always passionate about.”


On the Embedded Talent Model and Finding Your Place


“If you’re deciding to come over to embedded talent, you need to have a passion for people because I come from an agency and it’s very cutthroat. It’s dog eat dog and everybody wants everybody else’s candidates. All you want to do is make commission. You don’t care whose toes you step on and how many bridges you burn.” 


“Embedded talent is not like that. With Move, you need to be very teamwork-oriented and identify which part you like the most within the recruitment field. Because I love candidates as much as I love clients, so I can do both, but some people are drawn to candidates more than they are to clients.” 


“Identify from the get-go which part of embedded talent you get the most from.”


On Work-Life Balance


Natasha cautions against getting stuck in a remote work slump. 


“Get creative with it. If you have to change up your location in your house just so that it feels like you’re not stuck looking at the same four walls every single day, do that. At the end of the day, working remotely is what you make of it.”


“If you feel like you can’t sit at home and work behind a PC with no social interaction, then go to a coffee shop. Realise how fortunate you are. Not only are you saving on petrol, but you also get to manage your own time. On that note, understand that time management is very important because when you’re working remotely, you can so easily forget that you need to actually take a break.” 


“Even though you’re working remotely, you still need to structure your day as if you’re working in an office and it is what you make of it. So make the best of it.”


Natasha and her family


Advice for Candidates


“What I’ve noticed over the past few years is that people really want to see what you can do in terms of work capability, but more so how you would adapt to their culture. Yes. It’s important for you to be able to do the job. If you can’t do the job, then you can’t do the job. But if you have a personality that will fit into a culture and you can be trained, they would rather hire somebody like that. You can’t train personality.” 


“To stand out, I would say talk about your hobbies, talk about what you do in your spare time. Reading, going to the gym, watching movies… Any projects you might have going on? All of these smaller details help to create a more holistic picture of how unique you are.” 


If you’re a tech person, have you created code? Did you learn how to do C# on your own? What type of certifications do you have or what courses are you enrolled in to upskill yourself? Are you up-skilling yourself? 


To stand out, over and above your job, what else can you offer? What makes you stand out from the next software developer. 


Advice for Companies


For companies, Natasha would say that the ability to adapt, and especially adapting to the current situation, is a crucial skill. 


“COVID had come and taken us all off guard. Here’s this pandemic. The world is now at a standstill. I mean, lockdown for us was really difficult. COVID had come and taught us that we are resilient and we can fight back. Even though there’s this pandemic that’s here to kill us, we can fight back. 


Putting plans and procedures in place now, even if it’s not another pandemic, is super important. You need to be asking questions like, “How can we look at long-term business plans?”, “How can the business succeed if X, Y, and Z has to happen in the next 10 years?”, “What plans and procedures do you have in place?,” “What type of headcount are you looking at?,” “And what do you want to bring onboard? 


“What I’ve seen in terms of a trend now is that people are hiring first within the business and those firsts are building the foundation for the next generation to come. What plans do you have for that? Just thinking ahead, it’s not about the now, it’s about the future. Because at the end of the day, you want to be somebody that’s creating jobs and not somebody who’s hiring people and then two years down the line saying something like, “We can’t afford to keep you anymore because the business is not doing well. So we need to let you go.” 


“How do we prevent that type of thing and what type of hires So, if you think stats-wise, are we going to need a BA person within the next three years? If you’re looking at the trajectory and where is the business going. Those types of plans and procedures in terms of hiring.” 


Because there’s so much panic in the industry right now, you’ll find that a lot of people are panic hiring, but having that longer-term sustainable kind of vision of what the business is going to look like in five or ten years is important to keep in mind. 


If you want to connect with her on LinkedIn, do that here.

If you want her to help you find your next best candidate, tell us about it here.


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