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Tag Archives: Recruitment Process



It’s vital to break down the perception that flexible working is linked to lower levels of employee commitment. Involving job applicants and having a clear strategy are key to making a success of flexible recruitment.

During a panel session on flexible working at the Talent Recruitment & Employment Conference (TREC) 2017, HR practitioners and job market website consultants discussed innovative ways that flexible working can attract top talent.

 

Panel chair and joint CEO of Timewise, Emma Stewart said less than one in 10 job vacancies advertised flexible working, adding that there is a great opportunity here.

Jo Brown, director of HR and OD at the London Borough of Camden, highlighted the reputational benefits of a company having flexible working, such as being seen as a transparent and open-minded employer. This also allows Camden council to tap into a greater pool of applicants, she said. She added the importance of conveying to new recruits that flexible working is not a reward for long service.

Overcoming management’s fears and anxieties was a challenge echoed by all panellists.

This includes the stigma that flexible working shows a lack of commitment to the company. Andrew Porter, head of talent engagement (Europe) at Diageo, said one way to solve this is to have a clear definition of what kinds of flexible working are offered. (more…)


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In this Inside Quest recording, Simon Sinek gives his viewpoint on the challenges Millennials are having adjusting to work, and what role leaders need to play to enable them to succeed. 

 


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Employee engagement is generally defined as the emotional attachment an employee has to his or her organisation and its goals. 

The concept has been around for more than three decades, but currently a chief concern for businesses both big and small.  In a 2014 Deloitte Global Human Capital Trends study, 78% of business leaders rated retention and engagement as either urgent or important.  Additionally, a 2013 Gallup survey found that 87% of the global workforce is disengaged with their organizations.  These findings, together with more recent studies, beg the question, how does an organization meaningfully enhance engagement?

The Case for Active Employee Engagement: Josh Bersin, is the Founder and Principal at Bersin by Deloitte, a leading provider of research based membership programs in the areas human resources, talent, and learning.  In 2014, he wrote in Forbes about the importance of improving employee engagement.  In part, he emphasized the need to move beyond reactionary and responsive approaches such as the traditional engagement survey.

More specifically, he noted that it is important to proactively build “…an organization that is exciting, fulfilling, meaningful, and fun by redesigning jobs, changing work environments, adding new benefits, continuously developing managers, and investing in people.”  He went on to comment that such organizations “…make sure people are screened for culture and job fit (the wrong person cannot be ‘engaged’ regardless of what HR does).”

Improving Employee Engagement Using Assessment Tools: So how does one select the right person engagement-wise?  One viable option is by utilizing pre-employment testing.  Over the past decade, assessment specialists have witnessed a growing trend in which employers not only want a reliable analysis of a candidate’s job fit, but accurate predictions of culture fit including shared values. (more…)


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Organisations are constantly searching for the secret to hiring the right employees.

They want a "killer question" that will reveal the true ability of the candidate during the interview (probably questionable for validity if not legality). They use quirky problems or puzzles they think will highlight the creative and enthusiastic candidates. They can spend thousands of pounds on multiple interviews thinking that surely, somewhere during the sixth interview, the candidate's actual personality will be (inadvertently) divulged.

The problem with this approach is that it cannot provide accurate information for a couple of reasons: first, hiring managers overestimate their ability to determine a candidate's skill set based on resumes and interviews, and second, few organisations identify in advance the factors they want to evaluate and measure in the interview.

The desire to get good information from interviews is understandable since most managers have made at least one expensive hiring mistake that cost thousands of dollars to fix and led to bad outcomes for the team and clients. And because managers in virtually every organisation use interviews to help make hiring decisions (Wilk & Cappelli, 2003; Ryan, McFarland, Baron, & Page, 1999), it makes sense to explore the challenges and benefits of the interview.

In this article, we will attempt to demystify the hiring process and provide tips on making a successful hire. (more…)


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The UK workforce will increase by just 820,000 (2.4%) by 2025 – a significant drop from recent trends that have seen the workforce grow by 9% in the 10 years up to 2015 - according to  Mercer’s Workforce Monitor.

It predicts that the overall population will increase at a faster rate than the workforce for the first time in half a century, signalling long-term changes to the economy.

An estimated 710,000 extra workers will be needed in the health and social care sector, based on there being an anticipated further two million over-65s in the UK by 2025, the report stated. Assuming this demand is met through the forecasted workforce growth, only 110,000 additional workers will be available to fill the demand of all other industries.

Age demographics in the workforce will also be impacted. Over the next eight years there will be 300,000 fewer workers under the age of 30 and one million more over-50s in the UK as a result of falling net migration and ageing Baby Boomers, the report found. London, whose economy is reliant upon young and migrant workers, will be particularly adversely affected. The report forecasts that London’s under-30s worker population will fall by 25%, while over-50s will increase by 25%.  (more…)


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By 2025, Centennials will account for 30% of the global workforce, jumping into the workplace melting pot of Traditionalists, Baby Boomers, Gen X and Millennials. This article may be something to share with employers you work with.

Their expectations? High.

Their brand loyalty? Low.

But your rewards for winning them over could be huge.

Here, we reveal everything you need to know about this exciting new wave of workers, shoppers and future-shapers to help you prepare your business for long term success.

How well do you know your generations? (more…)


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The Register of Apprenticeship Providers (RoATP) has seen an increase in employers putting themselves forward to become employer providers, and it is likely this will increase when the new register entrants are shared in January.

So, firstly, why would an employer wish to become a training provider?

There are many reasons why employers may be considering applying for employer-provider status, whereby the employer delivers apprenticeship training directly to their employees rather than outsourcing to an external training provider:

  • Maintain control
  • Potentially lower costs
  • Train within your business’s culture and ethos
  • More 16-18 incentive payments (employer-providers are entitled to receive both the employer and provider payments)

Although this all sounds straightforward on the surface, the new rules and regulations that govern apprenticeships as part of the apprenticeship reforms offer some food for thought. To become an employer-provider, employers must apply to the Education and Skills Funding Agency (ESFA) to be included on the RoATP. This will include due diligence checks on your organisation and directors, financial checks, and an assessment of your organisation’s capability to deliver high quality apprenticeship training. (more…)


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