Tag Archives: Values
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…)
It is important to frame the team purpose in a meaningful way so that the results the team commits to are challenging and clear, and are goals that the members value and recognise as important.
The more team members are involved helps set individuals apart from their peers and is a useful skill for career progression. High –performing teams invest time and effort exploring, shaping and agreeing on a purpose that belongs to them both collectively and individually.
Members of a team should agree:
- what the team is expected to accomplish
- how progress is measured
- what problems they need to address
This activity will enable you and your team to explore all of the above.
It is vital that when recruiting new members of staff you follow an agreed process that meets all current legal requirements.
This example Recruitment & Selection Policy needs to be viewed alongside any current employment law and your own internal policies and procedures.
Team leaders will need the ability to create teams, get them performing effectively and then disband them on a positive note
Teams are set to play a critical role in the organisations of the future.The hierarchical structures of the past are giving way to agile teams that can respond quickly to new challenges and innovate at speed. Our recent research shows that 69% of managers now work with five or more teams and that 88% were responsible for at least one team.
The emergence of working cultures where teams are increasingly virtual and are formed and disbanded as priorities change, poses many challenges for team leaders, particularly those who have been used to working in more conventional environments. So how do managers need to respond to the changing nature of teams – and what can HR do to help
equip them for the future?
The March of the Millennials: Generation Y employees will play a big part in the teams of the future, so it’s important for team leaders to understand how to get the best out of them. Our research shows that Millennials want challenging and interesting work, flexible working patterns and frequent praise.
They want informal, friendly relationships with their managers, and for their bosses to share their knowledge and experience with them. They are digital natives who have grown up with technology, and expect to be able to use it to its fullest extent in the workplace. Much of this is alien to team leaders, who have grown up against a more hierarchical, slow-moving backdrop. HR needs to help line managers understand how they can maximise the potential of this key group of employees while at the same time integrating them successfully with the rest of the workforce. (more…)
Most employers fully appreciate that the success of an organisation can hinge on its staff.
But, finding and keeping the right number of employees with the necessary abilities and attitudes requires skills which can sometimes be undervalued, overlooked or simply rushed.
This guide, produced by ACAS, is aimed at employers looking to handle recruitment themselves - whether they are the owner of a small firm, the head of a department in a larger organisation, part of a human resources team, or a line manager/supervisor.
It will also help no matter if the involvement is in some or all of the recruitment process.
This is the third in a series of papers by Peter Hyde and Bill Williamson exploring the power of organisational values and their potential influence - positive and negative - on an organisation’s ability to sustain its performance over time.
The paper concludes that '...the core values of your organisation exist whether or not you or your predecessors have made them explicit.
They are bound into the fabric of your organisation....they will be revealed and reinforced by behaviours; traditions; rituals; and myth telling which have come to define ‘the way we do things around here’.
Teresa Scott is helping candidates secure sustainable employment.
Company: Kennedy Scott Ltd
What it does: Highly regarded supplier of training and employability services to Government
Founder: Teresa Scott OBE, MBA
Size of team: Total staff 70
Your name and role: Teresa Scott, Founder and CEO
How did your entrepreneurial journey begin at Kennedy Scott?
I had been working for another organization designing and managing training schemes for young people and blue chip companies and had been pretty autonomous in my role for a few years. I was more or less a one-person operation and thought- you know what? I could do this for myself! So, with the help of friends who backed me financially, I started the company in 1989. Kennedy Scott is now the highest performing provider of Employability support services to people most marginalized from the labour market in the UK.
How is your business challenging the traditional recruitment industry?
Using a bespoke and ‘revolutionary’ assessment process, Kennedy Scott’s trained caseworkers quickly identify the real issues affecting an individual’s rehabilitation and work together to address the barriers impacting the individual’s ability to secure sustainable employment. Through this ‘Circle of Support’, the individual is supoorted with a suite of interventions designed specifically to create a routemap to rehabilitation and employment.
What problems are you trying to solve?
I want to bridge the employability gap for people with disabilities or mental health challenges. We are soon launching a new service for the corporate sector providing advice and guidance to companies wanting to recruit candidates from such backgrounds. We are a catalyst between the candidate and the company, bridging the gap by supporting both parties to get the best from the working relationship. We aim to help candidates in the workplace if they have a health challenge or mental health concerns.
How do you make money?
We run Government-funded contracts, and offer independent advice to companies for a consultancy fee. (more…)