Human – People & Culture

Author name: amy@recruithuman.co.uk

Think relationships, not transactions: Could talent pipe-lining solve your recruitment headaches

Could talent pipe-lining solve your recruitment headaches? Some of the most senior business leaders in the world believe skills shortages in the workplace are reaching crisis levels. According to accountancy giant PWC’s annual CEO Survey, concerns over skills shortages have been rapidly growing. In 2009, just 46% of CEOs cited skills shortages as a concern, this year the number rose to 73%. Clearly it’s a growing problem, so how should your business attract the best talent? Lack of active candidates in the market place coupled with growing numbers of businesses needing to overcome skills shortages in the workplace means re-thinking the traditional recruitment process. Progressive employers have recognised for some time that attracting the best talent isn’t simply about following the traditional recruitment model of placing an advert or engaging with an agency and waiting for CVs to land on their desk. Wait to recruit until the last minute and your already on back foot. By appointing an agency or indeed several agencies on a contingency (no placement, no fee) basis to scour the current available talent there is a clear onus upon finding individuals quickly but this can mean you are limiting your ability to really tap into the market place. After all, there’s a world of difference between the best candidate and the best available candidate. It’s all about choices: Do you want the best available talent delivered to you as quickly as possible or would you rather employ an individual, who shares your company’s vision and values, but isn’t necessarily active in the jobs market? Proactive talent pipelining is defined as the skill of identifying, channelling and engaging with candidates BEFORE a job has even become available. It’s an approach which is being increasingly embraced by organisations who want to attract and develop top performers for their teams. Effective recruiters are capable of identifying and responding not only to existing immediate needs within the business but also ensuring future ones are met by working alongside you to develop and nurture your talent pipeline. There are many advantages to employers when adopting this strategic approach; here are five factors you should consider when building a talent pool: Identify your top talent. What makes a superstar in your organisation? Where did they come from? How did you engage them? What keeps them motivated? All of this information will help you establish how to duplicate your recruitment process and start engaging likeminded applicants with a similar skill set. Understand risk. Is your business future proof? What potential gaps are likely to appear in the skills of your workforce? Do you have contingency plans if a top performer exits the business? Are you prepared for maternity, paternity or adoption leave? Look for all areas where your business may be exposed to risk and add those roles to your talent pipeline. Developing the right strategy will reduce the time needed to fill positions Developing a pipeline of talent means you should understand your long term business plans. Recruitment strategies should always reflect your business strategy, enabling your business to respond to future challenges and opportunities. Working proactively means you don’t have to compromise on the quality of hire, meaning your team will continue to run smoothly even throughout the recruitment process. Communication is king A talent pool isn’t simply about having a fist full of candidate CVs which match your skills sets or needs, it’s ultimately about ensuring they match the culture and values of your business. Spend time getting to know candidates outside of a formal recruitment process, it can help to assess whether they are aligned with the vision and values within with your existing workforce.  Once you have approached and forged lines of communication, you need to keep them engaged. Place them on a mailing list for a company newsletter, add them to the Christmas e-card list, send them a vacancy update once per month. Give them a call once per quarter to gain an update on their skill set and situation. It doesn’t really matter how you engage them as long as you keep them engaged with your business and any future opportunities that may be coming available. Think relationships, not transactions Even if there isn’t a role available for them right now, the benefits of proactive talent sourcing far outweigh the ability to fill vacancies on time and within budget. Building a talent pool is about building confidence within your business and creating opportunities to attract the best possible candidates who are already engaged with your visions and values. Recruitment is changing: From the way individuals look for work and discover potential opportunities to ultimately building and developing their careers within your business. Gone are the days when posting an advert resulted in a flurry of talented individuals flocking to your door. Your inbox may be full but is it full of the right applicants? To help solve your Talent related headaches, Human has developed a new process to support you and your business to attract the best talent in your market place not just the best available talent, on time and in budget. To learn more about the Human Approach to Recruitment, click here to book a free 15-minute consultation. I hope you found this of value. Amy

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Tailoring your job search to company values

In our last post, we talked about positive employee behaviours, but as a job seeker, it’s also important to be sure that the company values of a potential employer resonate with your own, and that their business model suits you too. The values that a company holds dear can be a great indicator of the way they treat their staff members and the overall culture you can expect as part of their team. This is one of the reasons why we spend time with our clients, shadowing the roles we’re recruiting for so we can help match candidates with companies that suit their personality – after all, you want a long-term relationship, not just a casual fling. What kind of company values matter to you? Working in an environment where you feel relaxed is essential if you’re going to settle in, perform well, and look forward to going to work in the morning. A little research and a chat with your recruitment expert will help you to discard roles that will ultimately be unsuitable for you. Here are a few things to think about when assessing their company values:   1. Ethics – if the environment or community-consciousness is important to you, ask about their CSR (Corporate and Social Responsibility) policy. Also, what industry do they operate in? Does it conflict with your own values, such as an oil company or cosmetics business that tests on animals?   2. Recognition – are they invested in their staff? Do they reward hard work and long service, and recognise team/individual achievements? Feeling valued in your role will mean less stress and make you feel more motivated.   3. Hierarchy – how is the business structured and how do management teams interact with their staff? Are they locked away in an office, or do they work alongside their teams? What are internal communications like, and do existing staff feel they can approach their superiors with issues and concerns? Does it feel like a ‘family’ or is it more formal? Do managers mingle with other staff at company events? Not being able to relate to, and work with, higher tiers within an organisation can feel uncomfortable for some people. Others prefer that distance.   4.  Benefits – do they offer additional incentives to their employees to make life easier for them? This could be private healthcare, bonuses, flexible working, staff discount schemes, wellbeing programmes, or a really good pension.   5. Development – some companies put a strong emphasis on professional development, and will invest heavily in training to help you take your next step on the career ladder. If you’re looking for a permanent role with opportunities for internal progression, a company that values and encourages the development of staff could be a good fit. Ways to check up on prospective employers Apart from a frank and honest chat with your recruitment agent, other ways you can find out about a company and its values include: Look on their website for policies and company/recruitment information See if they have a company LinkedIn page, and look at the profiles of current employees Search online for their company name and add words like ‘employers’, ‘reviews’ to see what comes up in forums and on social media Use a dedicated review website, such as Glassdoor, where you can search for ratings and comments from previous and current employees Doing your homework is important – remember securing a new job is a two-way process, so they have to be the right fit for you, as well as the other way round.

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Employee behaviours and attitudes that can boost your business

When recruiting for new staff there’s a lot riding on you in terms of overall business performance – so it’s essential that you secure individuals that demonstrate the right employee behaviours and values. If staff values aren’t aligned with company values it can lead to a lack of productivity, low team morale and high staff turnover rates. While historically HR and recruitment has tended to focus on skills and industry experience, it’s possible to train employees that show potential, but behaviour? Not so easy. Leopards may well be able to change their spots over time, but for the best outcome in the shortest time you should look for candidates that will fit in with your business culture, display essential key behaviours and quickly become a positive contributor to the team. 5 key staff values and attitudes to look for Get your company and staff values aligned and everyone’s singing off the same hymn sheet, working together instead of pulling in opposite directions. Every company is different, so specific values may alter depending on your internal culture, but here are our top 5 employee attitudes and behaviours to look for when recruiting for any kind of role…   1. Professionalism and positivity – you want employees who will dress, speak and act in a professional manner at all times, are eager to do the job and do it right. Are they articulate and engaged? Can they evidence delivery of quality work, attention to detail and speak enthusiastically about the role and your company?   2. Flexibility – work processes, systems and strategies are always being updated, so you want staff members who can adapt quickly, without getting stressed. Look for someone who’s willing to step-up or step-in when needed, and can demonstrate how they’ve handled change in previous roles.   3. Self-motivation – employ motivated individuals and their managers will thank you. Someone who’s happy to ask questions to bridge gaps in their knowledge and who displays a desire to take on challenges will be a genuine asset to your business.   4. Loyalty – it’s normal for people to move around in their career, but someone with lots of short-term roles behind them is less likely to stick around. Candidates who speak well of their current/previous employers, have spent several years (age allowing) with the same company and have secured a promotion or two in that time display a sense of loyalty that will be good for business.   5. Ambitious – an ambitious employee will be driven to succeed, focused on their targets and prepared to go the extra mile in order to stand out. That said, you also need to make sure that they’re a true team player, otherwise they may be too set on their own individual success to work effectively with their colleagues. Identifying employee behaviours   Whatever your recruitment process, there are lots of ways to draw out the information you need to identify these values and behaviours. The right interview questions, assessment centre activities or even role-playing scenario will help you to see if the candidate has the right attitude to bring real value to your business. Good luck, and if you need any help, you know where we are!

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How To Create A Great LinkedIn Profile

Did you know that 4 out of 5 business professionals have an active profile on LinkedIn and that when someone googles your full name, your LinkedIn profile is often the first thing that people see? Fascinating data – which leads me onto a question: how do you make sure you have a great LinkedIn profile and that it’s doing a great job for you when it comes to building your own career profile? The power of a great LinkedIn profile As a search consultant, I look at LinkedIn profiles every day of the week. It’s one of my first ports of call when it comes to identifying the best HR candidates for clients. LinkedIn is THE business 2 business network with currently over 600 million active users globally and that latest data reports that the UK now has over 25 million members. We have talked about the value of having a great CV in a previous post and a great LinkedIn profile is your equivalent online.  How do you stand out? The good news is that even though there are 27 million profiles on the UK LinkedIn platform there are some simple ways to stand out. Add a photograph and contact details The latest data from LinkedIn clearly states that profiles with a photograph get 14x more views. Leaving your picture blank or having a logo only doesn’t put you across in a professional way either. A professional head and shoulders shot in business attire is the preferred option. Though a photo from your wedding with Mr or Mrs perfect or a recent night out might be your favourite, keep those for Facebook. You want to stand out as a professional – it’s easy to do, with most smartphones having amazing professional photographic capabilities. Check if your email address is still fit for purpose. That original email address you grabbed on Yahoo all those years ago, might need a change – e.g. BatoutofhellJane@yahoo.com probably isn’t going to have the impact you want. It’s easy instead to grab a Gmail address like JaneSmith123@gmail.com that puts you across in a professional way. Your title and heading Though you can add your role title in your heading it’s also useful to have a sentence about how you help your customers. Hint: This is something potential candidates I work with rarely do and yet it will make you stand out head and shoulders above the crowd. For Example: “HR Manager specialising in implementing change management systematisation to enable organisations to grow.” Your summary Your LinkedIn summary is a great ‘selling’ piece for you and the value you can add to future employers. It’s common for many people to forget to fill this section out and yet it’s the first-place a search consultant or a potential employer will look. Remember LinkedIn is still a social network and though the subject is business you have free space here to say why you and your skill set would be a great value add to any organisation. The key thing here is to understand your value and what you can offer a potential employer. Though on the surface a new employer buys you, importantly they buy your ability to solve their immediate problems. Depending on your role and expertise listing your skill areas on your profile and in your summary, will make your profile jump out compared to others. Fill it out in full! I know it’s easy to scrimp on this part and don’t. If someone is interested in you for their next role they are going to read everything you have on your profile. Therefore, make sure you: Fill out your summary, highlighted how you help employers with your expertise List all your past roles that are related to your skills and the results you deliver List any specific projects you have been involved with List all your relevant qualifications List any volunteering and/or hobbies that you are involved with Recommendations Though it sometimes feels uncomfortable, ask past colleagues and contacts for recommendations. These can be added to your profile and certainly help in raising your profile. f you act on the areas, we have listed above you will have a profile that will help you stand out from the crowd – guaranteed. Would you like more help with building a great LinkedIn profile and carrying out your search? Then get in touch by filling out a contact form or calling directly at 01709717212.  

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Productivity Hacks For Today’s Modern Manager

No matter what anyone says about work life balance, todays modern employee is expected to do more and…. faster. Last week I was having a conversation with a HR manager and the subject of productivity came up. The individual in question was working across three different geographical sites, had 4 projects on the go and was part of a European company working party; in addition to the day job. That takes work and the skills of a real productivity ninja! Productivity and multitasking? Is a route to productivity multi-tasking? No. The truth is multitasking doesn’t work. A recent article on Health.com gave 12 proven reasons to stop multitasking now. All well and good, though exactly how do you become more productive in your role so that key outcomes are achieved, in a timely manner, whilst at the same time keeping your sanity. Well there are numerous tested strategies I want to share in today’s article. 1.Have a thought through documented plan I know this sounds blindingly obvious and yet many people plan back to front. What do I mean by this? Productivity is about getting the right things ‘done’, not hundreds of tasks on a to do list powered through, even though that might make us feel quite smug. True productivity requires making time for reflection and review to prioritise what is truly important. Much better to have several key priorities highlighted to achieve that week that is your focus, in other words the ‘must’ do tasks, rather than a string of activities that in truth are not business critical. One HR manager I know has a weekly meeting with himself where he reviews the week based on his plan from Monday morning. Did he achieve his top 3 priorities? What does he need to do differently? What is now going to be the next priority. If you aren’t a student of the 80/20 rule it would be a good time to start. Pareto’s principle states that 80% of our results come from 20% of our activities. It plays out in many areas of both our business and personal lives too. For example, we wear 20% of what is in our wardrobe. 20% of our sales people produce most our results. What might be your 20% of activities that will produce ‘more’ results? 2.Batch and batch and time Every role has at least some repetitive tasks; don’t they? Those tasks that once you are in the zone you can achieve more of, and at speed. Time plays an important role here too. It’s a fact that as human beings we can only concentrate for so long and then our productivity will wax and wane. One technique I personally use is the Pomodoro technique. This involves working in 25 minute blocks then taking a short break to recharge. It might be worth checking this out and giving it a try. Any reptititive task can be batched and this strategy alone will make you so much more productive.   3.The Banjo method This is a blast from the past and yet is working for me as well today as when I first came across it. It stands for, Bang Off A Nasty Job First. I know! Old school time management. One thing that often adds to our tendency to not being as productive as we want, is a touch of procrastination. Especially around our least favourite tasks. What I still find fascinating is that if I tackle the task I ‘don’t want to do first’ it always gives me an energy boost and creates momentum for the rest of the day. Look after yourself Eat well, exercise, drink water and get an early night. Nothing new here I know, and yet even the best of us can forget the effect that poor diet and lack of fresh air can have on us. You only need to look online at the habits of successful business owners and virtually everyone talks about the power of fresh air and exercise. Recently Sir Richard Branson revealed that as he is getting older he has built even more time into his day for exercise so that he can…… achieve more from each day. Projects versus tasks When it comes to being more productive what can often throw a spanner in the works is our perception of a project versus a task.  Many a to-do list can get thrown out when a project is added rather than a task. A project might be developing a recruitment campaign for the launch of a new department. Logically there would be many moving parts involved in delivering this project. The moving parts are therefore tasks, that once completed then build to deliver the project. One involved task for HR managers is recruitment. If you would like help with your next recruiting task, from an experienced search team then please get in touch here.

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4 Ways to Become a Standout HR manager

HR leaders wear a lot of hats these days. Gone are the times when HR were ‘just’ there to fight fires and chase up contracts. The new generation of HR are business leaders, expected to deliver outstanding results on behalf of the company. Yet there’s a problem. HR managers often struggle to find legitimacy within the senior executive team, and are sometimes accused of being overly inward-looking as a department, or even of unintentionally obstructing the wider business goals. In truth, the HR department has a bad rap in many companies, and HR managers far too often find themselves battling these negative perceptions, or are simply not given the support they need to deliver the very outcomes the business requires of them. According to a large global leadership study published on Harvard Business Review, HR leaders are ranked by their companies, on average, at 6% below leaders of other departments such as sales, accounting, or general management. Yet within this data, a narrow cohort of HR leaders was rated as exceptional by their companies. So, what can you do to make sure that you’re one of these standout HR managers who are highly valued by their employers, and performing above the curve? We’re not going to delve into the standard HR strengths here, such as developing others, functional expertise, building relationships, and leading by example. These are things that it is already expected that HR professionals will do well, so it’s entirely crucial that you already have these elements mastered; in truth, it would be surprising if you’d made it in HR without excelling in these areas. The real gains in your performance and reputation will be gained when you make inroads on the things that HR leaders are not thought to do particularly well. 1.Build your expertise on the company. HR managers are already expected to have an exceptional functional knowledge, (for example regarding employment law), but how well do you know the operational details, challenges, and customer profile of the company? The better you know the company’s inner workings, the more you’ll be able to provide highly tailored HR advice, and know how your HR strategies will impact the company on a day-to-day basis. 2.Align yourself more closely with the wider business goals. HR leaders are sometimes accused of not understanding strategic business goals, of not considering the impact of their strategies on the company or end customer. If you seek to be highly valued by the company, you’ll need to send a clear message to senior management that you have a strategic perspective and are there to provide positive HR solutions to move the workforce towards the goal. 3.Be outward-looking. HR departments are perceived to be largely inward-looking and not thoroughly engaged with the company as a whole. Therefore, now is the time to start breaking down this reputation of being separate. You might want to represent the company at HR conferences, begin building your network in the company’s industry (not just in HR), or simply reach out more to the other senior managers so they increasingly see you as an informed and powerful player at the decision-making table, rather than an obstacle. 4.Learn to anticipate problems and respond to issues speedily. Interestingly, slowness in forecasting or reacting to problems is a common complaint about HR leaders. We understand that there are many grey areas in HR and that motivating or bringing about change in a workforce is a long and complex process, but you need to create a reputation for anticipating problems and being quick to provide solutions. The top-rated HR leaders in the HBR study showed that they performed stratospherically above the standard in the areas listed above. The competency gap between the top quartile of HR leaders and the rest was staggering, for example, they were rated in the 75th percentile on ‘Developing Strategic Perspective’, where other HR leaders ranked in the 25th percentile. Real success in HR management (as perceived by the company) is not about becoming a better coach or building better relationships. Those things are a given. True success as an HR manager is about learning how to do the things brilliantly that HR is often perceived as doing rather badly. There’s so much room to impress here, so get going! Until next time,

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How To Write A Job Spec That Attracts That Dream HR Team Member

Competition is fierce for the top talent in human resources, and no wonder: the best HR candidates can genuinely transform a business in multiple ways. So how do you attract those dream HR team members? How do you stand out from the competition as being an ideal employer for their particular skill-set, and just as importantly, for their values? Here are some solid tips for creating a HR job spec that will speak loudly to the right candidates.   1. Don’t get fancy with the job title. Avoid vague or creative job titles (if it’s an entry-level HR admin assistant, say so) and be very clear about where the role sits within the department. The job title should be easily key-word searchable so that as many candidates as possible will see it.   2. Don’t include an ‘Essential Skills’ list that goes on and on and on. When you write your job spec, you’ve got your dream HR candidate in mind, but the longer the list is, the more you’re narrowing your pool and quite likely missing out on some other exceptional candidates. Consider whether every single one is truly ‘essential’ and if not, move it to your ‘desired skills’ section.   3. Use the word ‘you’. A candidate should be able to read the job spec and immediately picture themselves in the role. ‘You’ll be leading a team of 5 and reporting to X’. You’ll be responsible for creating a workforce planning program to take the company through to 2025. ‘You’re a solutions-focussed HR generalist with significant experience in employee and labour relations’. This is much more interesting than a bullet-pointed list of dry responsibilities. 4. Talk about culture. With Millennials now the dominant demographic in the workforce, culture has never been more important when competing for talent. Mention if the company has a friendly, supportive culture, a work-hard play hard culture, or a more formal professional culture. None are wrong of course, but you’ll get very different candidates, so choose your words wisely.   5. Highlight potential. Candidates want to know there’s room for growth, and that they won’t stagnate in the same role after joining the company. Briefly mention if your company encourages training and development.   6. Outline big goals. The best hiring happens when a candidate is deeply engaged or even inspired by the company’s work. So, share your big goals and how the candidate fits in, whether that’s expanding the HR team, launching a new change management program company-wide, or taking the company international and needing a huge HR push to do so. Remember, your job specification should make the candidate excited to apply, so even if there aren’t any big changes afoot, dig deep to think of what change they can be a part of.   7. Talk about the company. Most job specs do include some company information, but often, this feels formulaic and uninteresting. Where you’ll get, their attention is when you weave the candidate into the mission statement and company description. For example: ‘Our fast-growing company strives to help people learn, and the candidate who’ll succeed in our office puts real value on helpfulness, high standards, and integrity’. This kind of description speaks to the reader, who’ll immediately think whether the values of the company are a good match for their own.

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Recognising Super Hu-Mums – Mothers Day 2017

To celebrate Mother’s Day we took the opportunity to speak to some colleagues, friends, and clients of Human to celebrate the hard working Super Hu-Mums across the region. Thanks to everyone who took part! Name: Maria Elliott When Did You Become A Mum? In 2004 when my gorgeous son Jasper was born, then again in 2013 when I started becoming a step-mum to Lily and Henry What Do You Enjoy Most About Being A Mum? Seeing the children flourish and grow into confident and lovely people. Especially when they do silly and funny things to make us laugh What’s The Hardest Thing About Being A working Mum? When I was employed it was harder, as I was compromised sometimes by the hours I had to work. However, since I’ve become self-employed I have felt more able to prioritise the children – putting their needs first and working around that. If You Could Share One Piece Of Advice With Other Working Mums, What Would It Be? That it’s OK. You have to do what you have to do for your family at the time. Don’t beat yourself up, as the choices you make will pay dividends in the future. If you are going out to work, you are setting a good example for your children that you have to work hard in life to get where you want to be. If You Could Nominate Another Super Hu-Mum Who Would It Be and Why? My nominated super hu-Mum is my friend Anne. Not only is she a single mum to 2 gorgeous children, she runs her own successful business and looks after a team of employees, often putting their needs before her own. Name: Emily Oxford When Did You Become A Mum? January 2015 – arrived a little earlier than planned but my little prem baby is now a full of energy 2 year old chatterbox!  What Do You Enjoy Most About Being A Mum? Seeing my daughter develop and discovering new things for the first time.  It is amazing how quickly she picks things up.  At times it can be testing and she certainly knows how to push my buttons, but listening to her sing Twinkle Twinkle Little Star to herself in bed before she goes to sleep makes any day end on a high! What’s The Hardest Thing About Being A working Mum? Dividing my time between work and being at home. Children don’t fit into a Monday-Friday 9-5 schedule but I make sure that I make the most of our time together by doing fun things.  I love working as much as I love being a mum and I want my daughter to grow up understanding the importance of work-life balance and that it is important to work hard to be able to achieve your goals. If You Could Share One Piece Of Advice With Other Working Mums, What Would It Be? Be realistic about how you can divide your time and understand that you might not be there for everything. I missed seeing my daughter roll over for the first time and take her first tentative steps but there are so many other things I have been there for.  If You Could Nominate Another Super Hu-Mum Who Would It Be and Why? My friend Claire – we had our babies 3 weeks apart so have gone through the ups and downs of pregnancy, new-born to toddlerhood together and it is a great comfort to have someone to share both worries and happy times with, even at 2am! Name: Karey Roberts When Did You Become A Mum? 2009 What Do You Enjoy Most About Being A Mum? The wonderful thing’s they say What’s The Hardest Thing About Being A working Mum? Juggling time If You Could Share One Piece Of Advice With Other Working Mums, What Would It Be? Do your Best and don’t feel guilty  If You Could Nominate Another Super Hu-Mum Who Would It Be and Why? My sister as she has been a great support and source of advice / sounding board. Name: Linda Lawry When Did You Become A Mum? January 2013 What Do You Enjoy Most About Being A Mum? The cuddles, kisses and the hilarious things they do & say, even the backchat. What’s The Hardest Thing About Being A working Mum? Finding the right balance.  I’m very lucky as I work flexibly but the thought of getting back into a less flexible work environment is frightening. If You Could Share One Piece Of Advice With Other Working Mums, What Would It Be? I don’t feel qualified to be handing out advice!  If You Could Nominate Another Super Hu-Mum Who Would It Be and Why? I know so many spectacular mum’s who are working, running businesses, raising families & supporting partners in their careers as well as dealing with everything life throws at them, it’s so hard to choose just one!  But there is one very special mum in my life & that’s my mum, she has put up with me, held down a job but never failed to show up when it counted & dealt with everything life has thrown her way, never seeming to be beaten down when I’m sure she’s felt that way many times.  She’s an inspiration. Name: Louise Turner When Did You Become A Mum? Boxing Day 2006 What Do You Enjoy Most About Being A Mum? Seeing my children grow, change and revel in learning new things. Oh, and snuggling with them both and a film on a rainy afternoon What’s The Hardest Thing About Being A working Mum? The juggle. Working for myself means I’m lucky that I can take the kids to school and collect them every day. But I often then go back to my desk. I’m lucky that my husband tends to be home by 4pm so he takes over at that point, making dinner so we can eat together as a family and sorting the children’s lunches for the following day.  I did recently discover five

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Is Your HR CV Fit For Purpose?

Odd, isn’t it. As an HR professional, you know full well what a good CV looks like—yet when it comes to writing your own, you struggle. You’re not alone in this; CV writing is tough, and finding that winning balance between highlighting your achievements, your potential, and your personality in the space of one or two pages is not an easy thing to do!   Sometimes, all we need is a bit of a reminder on how to structure and compose a CV which hits all the right notes.   1. Lead with an attention-grabbing headline. Make sure you summarise both your status and your objective at the start of the CV. For example, ‘I’m a highly experienced generalist with a strong background in employee relations for a government department, looking to take the next step in my HR career as an HR Manager’. This allows the reader to understand at a glance both where you are professionally, and which role you seek. It must be short and to the point, but there’s also room here to impress. Optionally, you may also want to include a short sentence about what kind of person you are, such as driven, passionate about HR, or solutions-focussed.       2. Highlight your skills in a breakout section. If you’re highly experienced, you may wish to follow this headline/summary section with a small section of bullet-points highlighting your strongest HR skills, such as talent acquisition, change management, or workforce planning.   3. Show how good you are. In the body of your CV, use strong action words that highlight your achievements in impressive, measurable ways. ‘I’m an excellent organiser and problem-solver’ simply doesn’t pack the same punch as ‘I identified issues with the team’s workflow, presented alternatives to my manager, co-ordinated the change and delivered a 10% increase in productivity. Try to use words such as these ones below, and tie them to actual outcomes where you can.   Achieved Completed Co-ordinated Delivered Identified Presented Promoted Reported Organised Led   4. Use keywords strategically, but don’t be a slave to them. We’re all aware that busy recruiters and hiring managers are scanning to check that we’ve referenced the competencies they’ve mentioned in the job spec. If they’re missing, the CV will be discarded, so we often feel pressure to cram every single keyword in there. This is where some of us go wrong, as we get so caught up in adding in competencies so that the CV reads woodenly (basically as a carbon copy of the job spec) with no personality or attention-grabbing quality in it whatsoever. It’s still got to be about you, remember? So, use HR-specific keywords and weave them into your CV in authentic ways that reflect when you’ve demonstrated that competency.   5. Always remember where you’re going   As Stephen Covey writes in 7 Habits of Highly Successful People, ‘Begin with the end in mind.’ If you did a lot of union negotiation in your last job but don’t want that to feature in your next role, then don’t highlight it as a major skill you’re using to impress your next employer. It can be hard to minimise the importance of impressive experience like this, but unless you want to be tasked with that responsibility again, what’s the point in drawing attention to it? List it in a bullet-point among your other achievements, certainly, but don’t put it in your headline or at the top of your list of skills.   6. Include information about your past employers.   You can’t expect the HR manager or recruiter to know about the details of your past employers, so include a short description of the company, such as industry and number of employees. However, do be aware of how the company size or structure might influence the hiring’s perspective on the job you’re going for now: for example, if you’ve only ever worked for small companies and now you’re applying for a multinational, be selective about what information to include.   7. Include qualifications and relevant outside interests. Degree or professional qualifications will of course add to the power of your CV; remember sometimes less is more. If you don’t have a lot of qualifications, don’t try and bolster them up with relatively inconsequential achievements. This section is also where you might include relevant club memberships, such as if you’re part of a young professionals or a woman in business group. It’s up to your personal preference whether you want to include hobbies and interests here. You might want to take your cue from the job spec. Do they mention a fun culture or a close-knit team? They obviously care about their culture and will want to find people to fit with it, so hobbies are good in this case.   8. White space and formatting. Don’t include blocky chunks of text that go on and on. Remember CVs are often read on smart phones or iPad’s. Break up all your text and sections with white space to make your CV easy on the eye and attractive to read. Run your CV through spellcheck, and then hand recheck for grammar and typo’s. Even the best of us can miss the odd pesky typo. You really don’t want to be cast out of the running because of a silly error. As an HR, professional, you’ve got the advantage. You already know what makes a great employee. You know what the employer is looking for by looking at their job spec. You know how hiring managers will look at your CV. And you know your own wealth of experience. In truth, you’ve got all the information you need.   Good luck!  

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The Surprising Reasons Why Candidates Turn Down Job Offers

It’s frustrating isn’t it, when candidates reject your offer. Even more so when you work in HR and that you thought you had everything covered? The reality is it happens. Today’s post explores some of the reasons why in today’s economy it’s going to become more common than ever.   Let’s look back APSCo and the IOR are the recruitment industries professional bodies. A comment they both convey is that recruitment, as a sector, is often the first into a recession and the first out. The most common example of this happed during the crunch of 2008-10; I remember it well. Naturally companies held back on recruitment and so did many of the other organisations that supported skills development across the UK, Europe and the world. The result was that people who had a job stayed put and the skills gap got wider. Cycle forward to today and we are in the grip of what happened then. Few qualified folks around and a changing work force; think bye bye baby boomers and hello Gen Y and Gen X. Our changing workforce and the digital landscape has created a huge shift when it comes to the movement of employees. What are the common reasons people say no? Having placed literally hundreds of candidates in the last few years especially, I have seen a pattern of reasons emerging that I want to share.   1. Fair pay and relevant benefits. So, simple and yet it still happens. As an organisation, you must pay the going rate for the role in question; ideally a bit more with some good additional benefits thrown in. If you want a specific range of skills or experience you will have to pay for it. Fact: Great people can pick and choose positions now. All a candidate has to do is jump online and look at a few salary benchmarking websites and your reputation can go out of the window. Starting to negotiate salary (down) after the interview will do nothing for your reputation at all. We explain this more below. For now, let’s talk about the motivations of your workforce and benefits that might mean something to them. As a HR professional you will understand how flexible benefits boost employee engagement. They can also make a difference whether someone says yes or no to the package you offer. Recently a candidate we placed said yes to one client because she got a gym membership and there was a flexible scheme around taking time out when childcare was proving a challenge. 2. Understanding the new workforce. The biggest number of today’s work force fall in the Gen Y/Millennial category. Known as the ‘selfie’ generation. They are used to technology and have always had a grip on how to find any information they want. I’ll move onto that later. The difference with this generation is the value system and motivation that they operate from. While some people refer to this group as Generation Why for a reason, it’s not about their lack of respect for authority. It’s more about how they were brought up and by whom. They were raised by their parents to question everything when they don’t understand something or disagree; which for older established organisations takes some getting used to.  If they have picked up a whiff that they won’t be listened to, they will say no to your offer; having a voice matters to them. The key for employers is finding the correct mix of individual and team projects that allow these workers to grow professionally. 3. Lack of development opportunities. The truth? Our employees today expect to be ‘developed’ and given opportunities. If their career path hasn’t been made clear and exciting, once they are back at home on their iPad evaluating their options, your unclear development path will give you a big fat no. 4. Checking you out online; do you hit the mark? Over the last couple of years, it appears that more celebrities have left planet earth than ever before.  It’s not strictly true. With 1.8 billion Facebook users and Twitter,  Snapchat and all our multiple devices; as human beings, we are literally seconds away from breaking news or…… the latest ‘dirt’ on the company we are thinking of moving too, which leads me onto something else. The c word. Company culture is one the most common reasons candidates say no to your offer. People will make a judgement in multiple different ways about what it might be like to work in your culture. Here are some of the things you will be judged by:     What your website communicates and your brand image Your Social media- LinkedIn, Facebook, Twitter What Glassdoor says about you What videos are online about you and what you do Your values and corporate social responsibility What friends and family share about you and your impact in the world The list goes on and I am sure you get the picture. Is it time to review your process and how you communicate what it would be like to work with you and your company. The good news is it’s much easier than you think. Get in touch today for a comprehensive review of your hiring process. Until next time,         P.S. Do you need some help ensuring candidates say yes rather than no? Then get in touch. You can reach us on 01709 717212.

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