We challenge ourselves to be better every day, constantly pushing the boundaries of our expertise and knowledge within the sector.
Branded in 2026 to Arcavia Consulting, hiring our first employee.
Our existence is defined by pushing the boundaries of recruitment technology and creating market leading solutions for clients.
We focus on understanding and reflecting our clients’ vision with tailored, innovative solutions.
Candidate care is central to everything we do within Arcavia Consulting to ensure our clients are well represented.
We work closely with clients, candidates and stakeholders to ensure exceptional results that exceed expectations.
Embedded recruitment puts a recruiter inside your business, working your systems, your employer brand and your hiring plan. An agency works from the outside and gets paid per hire. That difference changes the incentive. An agency is rewarded for sending CVs; an embedded team is paid for capacity, so the job becomes building a hiring process that keeps working after the current vacancy is filled.
No. Project recruitment is scoped to a defined number of hires or a fixed timeline and closes when that is delivered. Embedded and strategic engagements run on rolling terms with a notice period rather than a minimum tie-in.
The model only holds up if the partnership keeps earning it's place each month, so we would rather it stood on delivery than on a contract.
No. You keep the decisions, the criteria and the employer brand. What changes is who does the day-to-day sourcing, screening and coordination. In practice most clients end up with more visibility than they had before, because reporting is built into the engagement from day one rather than assembled whenever someone asks for it.
As a rough guide, above 10 to 15 hires a year. Below that, occasional agency use or an existing in-house recruiter is usually enough. Concentration matters more than the raw number. Twenty hires bunched into two quarters makes a stronger case than twenty spread evenly across the year, because that is where in-house capacity breaks and agency spend climbs fastest.
Most engagements run on a monthly retainer or subscription tied to an agreed scope, rather than a percentage of salary per hire. The comparison is easy to run yourself. A firm making 20 hires a year at an average salary of £70,000, paying 20 percent agency fees, is spending around £280,000 on recruitment. Price a scoped embedded arrangement against that number and the cost per hire is both lower and predictable month to month.
Typically within two weeks of scope being agreed. There is no ramp-up of the kind you get when hiring an internal recruiter, because the delivery capacity already exists and the sector knowledge comes with it. First longlists usually land inside the opening fortnight. First placements follow the normal offer and notice cycle for the roles concerned.
Rarely, and that is not the point of it. The most common setup is embedded capacity working alongside an internal team, taking hiring volume, project spikes, or the roles that are consistently hardest to fill. That frees your in-house team for stakeholder management, employer brand and the senior hires that need internal ownership.
Metrics agreed at the start and reported monthly. Time to shortlist, time to hire, offer acceptance rate, cost per hire measured against your previous agency spend, and retention at six and twelve months. If those numbers are not moving in the right direction, the arrangement is not working, and rolling terms mean you are not stuck with it while you decide.

Delivering over 100 placements across architecture, construction, infrastructure and technology since February 2025.
Achieving a +73 Net Promoter Score, reflecting the strength of our partnerships and client experience.
Supporting recruitment across projects with a combined construction value of £4.8 billion.
Helping clients reduce recruitment costs by 50–70% through our project recruitment approach.