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This article was originally featured in the January 2026 edition of WorkLife Business News which you can view here!
Written by: Ashley Bartley, VP People, Checkatrade.
In a competitive talent market, attracting great people is only half the challenge. The real differentiator is what happens next: how an organisation prepares new hires to succeed, belong, and grow from day one.
At Checkatrade, this sits at the heart of how the business scales. As a two-sided marketplace connecting consumers and tradespeople, and with ambitious growth plans, we know our future success depends on our people. From how our leaders hire, to how we onboard and collaborate, talent development at Checkatrade is not an afterthought, it is a strategic priority, designed to help people thrive while building products and services that truly matter.
For our leaders across Checkatrade, hiring starts with clarity on the behaviours that we believe drive long-term success, not just short-term results. In Sales, resilience and customer obsession are non-negotiable, as Margaux Campagnoli, VP of Sales explains:
“Marketplace sales require grit, but also genuine warmth. You’re not just selling a product, you’re building trust with tradespeople who rely on us to support, maintain and grow their businesses.“
In Engineering, Susan Reilly, VP of Engineering looks beyond technical capability alone:
“As an engineering leader, I value strong technical skills, but they are only part of the picture. The engineers who succeed here pair solid fundamentals with curiosity, adaptability, and a willingness to keep learning, especially as AI reshapes how we build products. We focus on solving real problems for tradespeople and consumers, so impact matters more than elegant code alone.
Our teams work closely across engineering, product, data, and UX, so collaboration is essential. Above all, we look for people who take ownership, and care deeply about building products that genuinely make life easier for our customers.”
Across both functions, cultural alignment and accountability are as critical as experience.
From my team’s perspective, hiring is not about filling roles, it’s about building sustainable teams that can scale with the business. Our role is to make sure the people we bring in can grow with the company, not just do the job that exists today. So while we are AI-powered, we make sure every CV is reviewed by a human. Beyond CVs, it’s qualities like curiosity, coachability, and values alignment that truly stand out. You can teach systems and tools, but what’s harder to teach is how someone shows up, how they take feedback, and how they work with others.
Equally important is what happens after the offer is accepted. The People team focuses heavily on creating the right conditions for success from the start. We think a lot about momentum, and how we can remove friction so new hires can contribute quickly, without feeling overwhelmed.
This philosophy is most visible in Checkatrade’s deliberate approach to onboarding. A new four stage journey covers ready for day one, set up for success in week one, an immersive induction day with early access to leadership, and structured check-ins are all part of the design.
As Checkatrade scales, this approach ensures consistency without losing culture. Growth only works if people feel supported. Our People strategy is about enabling that, at pace.
One of the clearest signals of our commitment to new talent is our monthly immersive inductions. Rather than a one-off People Team handover, onboarding is treated as a shared experience. Each month, new starters come together for a full-day immersive induction that goes far beyond policies and processes.
The day includes direct engagement with senior leadership, including our CEO Jambu Palaniappan and members of his executive team, giving new hires immediate visibility of the company’s direction and purpose.
Crucially, the induction brings the two-sided marketplace to life. New joiners gain a deep understanding of both consumer’s needs and how we work with tradespeople, grounding their roles in real-world impact from the outset.
The programme also prioritises connection. People meet colleagues from across different departments, breaking down silos early and reinforcing the collaborative culture that underpins delivery. Rather than presenting values as abstract concepts, the day shows them in action, through stories, decision-making examples, and open conversations.
Practical insights into how teams collaborate, solve problems, and deliver the mission help new hires see where they fit and how they can contribute. Just as importantly, shared experiences create peer networks that last well beyond day one.
New starter feedback describes feeling supported, informed, and energised, and 100% say they feel connected to purpose and people after their induction session. We also hear that they understand leadership vision, and clear company direction. At Checkatrade, preparing people for success isn’t an afterthought, it’s built into how the company operates. From the qualities leaders seek, to the intentional onboarding that turns new hires into confident contributors, every step reflects an All-In commitment to people. As Checkatrade continues to scale towards becoming the trusted foundation of every home, investing in talent remains not just a priority, but the foundation on which that growth is built.
Checkatrade were winners in the 2025 The Sunday Times Best Places to Work, powered by WorkL.
Entries to the 2026 The Sunday Times Best Places to Work, powered by WorkL are now live and close on 31st March 2026.
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This article was originally featured in the January 2026 edition of WorkLife Business News which you can view here!
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