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Tag Archives: 7.Recruitment & Selection

Job interviews and other business meetings taking place over Skype are becoming increasingly common. You might be able to see one another, but a virtual interview or meeting over the internet is not the same as one face to face and you need to prepare accordingly.

Here are some considerations to help you embrace technology and master a Skype interview.

Dress Professionally
Q. Should you still dress as if you are in a face-to-face interview?

A. Yes – general interview etiquette still applies. The dynamics are different, with body language being the main barrier, so it is vital to make a good impression based on your dress and surroundings.

Don’t be tempted just to dress smartly from the waist-up, assuming that’s all the interviewer will see. As you use Skype more and more you will come across plenty of interview situations where the candidate or the interviewer has had to stand up – that unexpected knock on the door – a mobile phone ringing – situations that can only be dealt with by standing up! Being in formal dress will also help you to feel like it is a formal interview and put you in the right frame of mind.

Pick Your Backdrop Wisely
Q. How much attention will be paid to where you are sitting for the interview?


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The Nationwide Building Society used candidate and new hire feedback to identify areas for improvement and investment.

Nationwide is designing a new recruitment plan to improve the experience candidates face during its job application process.

The building society sought feedback about its entire application management process from more than 1,000 candidates who applied for jobs with Nationwide over a six-week period during November and December 2016. It also involved recently recruited members of staff and hiring managers.

Candidates expressed their preferences on how the application process should run. This included being able to quickly and accurately access information about Nationwide, receive personalised feedback from hiring managers, and interact with a person during the process rather than receiving automated messages via digital channels.

Nationwide aims to use this feedback to help determine areas of investment for a technology ‘roadmap’.


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More and more organisations talk about the importance of their 'values' - yet few thing about these when recruiting new members of staff. 

‘Values-Based Recruitment’ is essentially a means of assessing to what extent an individual’s approach, attitudes and motives align with the demands of the job, the values of the business and the culture of the working environment.

More enlightened organisations would argue that attending to these factors as part of their selection process has always been important to them. Although they might not have called it ‘Values-Based Recruitment,’ these organisations explore a 'values match' during their selection processes in some way or another, even if it’s not in a very deliberate or systematic way.

Take the first two diagrams below which convey two typical approaches to recruitment.


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Having a code of conduct in your workplace provides employees with clear standards and expectations of how to do their job.

A code of conduct states the rules, values, ethical principles and vision for your business.

It's important for employees to understand and agree to your code of conduct, as their compliance with the code helps to build your business's reputation.

Your code of conduct should be followed whenever employees are working for or representing your business. This includes when they are:

  • performing work in the workplace
  • taking business trips
  • attending work-related social events
  • representing you or your business.

This guide explains how to develop, implement and review a code of conduct for your business.

Employee Code of Conduct

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Induction is a vital part of taking on a new employee.

Many employers understand the value of settling a new employee into their role in a well-organised induction programme.

A lot of hard work goes into filling the vacancy or a new role, so it is worth working just as hard to make the new recruit feel welcome, ready to contribute fully and want to stay.

ACAS have produced a guide which goes through the stages of settling in a new employee once they have accepted the job offer.

To download the guide: Click Here



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The quarterly Chartered Institute of Personnel and Development Labour Market Outlook, produced in partnership with The Adecco Group, highlights employers' recruitment, redundancy and pay intentions. Key findings:

- Just over half of surveyed employers that have vacancies report they are having difficulty filling them.

- Wage growth is projected to remain very subdued in the year ahead. Median basic pay expectations have fallen to 1% compared with 1.5% three months ago, which represents a three-and-a-half-year low.

- As the most recent official labour data shows, real wages actually fell for the first time in February since 2014 because of sharp slowing in earnings growth and rising inflation in recent months.

The survey is based on responses from 1,060 employers.

To download the full report Click Here

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Many leaders recognise the value of a SWOT analysis for their companies. Understanding a business' Strengths, Weaknesses, Opportunities and Threats gives leaders a new perspective on what the organisation does well, where its challenges lie and which avenues to pursue.

However, few people realise that a personal SWOT analysis can do the same for an individual in pursuit of his or her career goals.

The SWOT analysis was first devised as a business tool in the 1960s by business icons Edmund P. Learned, C. Roland Christensen, Kenneth Andrews and William D. Guth. In 1982, Heinz Weihrich took it one step further, constructing a 2-by-2 matrix to plot out the answers to the four key questions for easy comparison. Strengths and Weaknesses were across the top, and Opportunities and Threats in the bottom row. This remains the most common and effective way to conduct the analysis.


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