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‘WORKING’ at home

It’s a difficult time for sure.  Remote working (sometimes with kids at home) is a new experience and a new challenge for many.  Some of us have lived through national crises before and it will pass.  In the mean-time we need to ensure our businesses survive during the current emergency and thrive once it passes.

For many of us working remotely or managing remote teams isn’t new.  For millions of managers, freelancers and staff, remote working is the usual mode of working.  It may worth reflecting on the fact that hundreds of thousands of mums have coped over many decades.  Some have gone on to write best-selling novels and build multi £m brands with kids around their feet.

If it’s new to you, here are some tips being put to use right now by organisations determined to keep their teams working productively.

Communication and structure

Firstly, remember it’s WORKING at home.  Not a holiday, a jolly or part time.  The work might be the same or different from the usual day to day but whatever the work is, it should be approached with discipline and be effective.

For the usually self-motivated, effective team members (you know who they are) checking in daily (not checking up – it’s different) will be enough.  They will be as productive, if not more productive than when they are office based.  You can depend on them but don’t forget them. My son runs a remote team and they have a virtual coffee break together twice a week – thanks for the idea James!

Others will need structure.  The risk is that their effectiveness will fall off the cliff if you fail to keep them accountable for performance.

If remote working is new to you, think about:

Video conferencing and cooperation tools

Clear, consistent communication is key for remote work success.  This doesn’t mean you need to be talking to your colleagues all day long, but knowing that everyone has a common tool to brainstorm, ask questions and post notes is crucial.

Being present and seeing each other is an important part of keeping connected.  Don’t hide away or do other work during on line meetings.

Agreeing working hours

There is a risk that work will expand to fill the hours available and motivated members of the team end up overworking.  We need to keep up effectiveness and productivity over the long term so agree working hours and establish start and finish times.  Keep work communications to working hours, everyone has enough to think about right now.

Being disciplined and setting up a routine

Get up and follow a weekday routine, not a weekend routine.  Be at your ‘desk’ at the agreed start time.  Plan breaks and don’t be use the excuse of the many distractions around the house that might cause you to lose focus.

Dress for work

Another one from my sons list of tips – it is very helpful to prepare yourself for the working day switching from ‘home mode’ to ‘work mode’, even when you are working from home.  Don’t be a pyjama sloth. Get out of your PJ’s. Put on other clothes!

Build in breaks

Start and finish the working day just like any office based day.  When you do take a break, tear yourself away from your workspace and clear your mind.  Don’t take lunch at your desk.  If the weather allows and you have one available, get out into your garden for a few minutes.  Don’t switch on the TV – you will never recover from the distraction!

Productive use of business social media

Stay away from personal social media distractions during work time (see schedule in socials), it’s a real productivity killer.  Using social media to share helpful, informative and useful information on business channels is different.  We can all do more to help build our personal and business brand, helping colleagues and customers at the same time, particularly if your normal workload has reduced because of the present circumstances.

Tidy desk, tidy….

Keep your workspace and computer and paper files tidy.  Make things easy to access and find help to keep us focused.

Stay positive

Take advantage of working at home to set your own mood and atmosphere.  Listen to the music and radio channel YOU like, have the heating set at your own comfort level, burn an incense stick if you like.

Eat, exercise, sleep. 

Physical health is intertwined with mental health, make sure you’re getting good rest, eating well, and find exercises you can do from home.

Schedule in socials

Put some time in the day where you’re catching up with others about non-work topics, just as you would as work.  Share a cup of tea with someone via a video call, or just pick up the phone, don’t rely upon only typing and texting.

Pick up the phone!

At a time of enforced social isolation remember that not everyone has access to or uses social media or technology.   An old fashioned phone call might be a different, kind and thoughtful thing to do.

Maybe even an old fashioned phone call to people you normally only communicate with on social media would be a kind and thoughtful thing to do as well.

You may very well find that your temporary ‘new’ way of working becomes the permanent new way of working.  Do it right and the productivity and wellbeing gains can be huge.

The First base team is adopting new ways of working to support colleagues, candidates and clients through these challenging times and beyond.  Call us, email us, tweet us if you need extra support, advice or help.

Coronavirus – Employers Liability and Obligations

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UK unemployment remains low – flexibility needed

The UK’s unemployment rate has remained at 3.8% – its joint lowest level since early 1975, according to official figures.  New figures, released by the Office for National Statistics, reveal UK unemployment fell by 16,000 to 1.29m in the three months to December and the number of people in work rose from 180,000 to 32.93m over the quarter.

Total vacancies rose to 810,000, the highest since the quarter to September 2019, with total earnings growth including rising by 2.9%.

The new figures suggest that we have a UK job market that is growing in confidence, that remains buoyant and is placing record numbers of people in work.   Those organisations that took a more cautious approach during the recent years of political and economic uncertainty, are now putting into action ambitious recruiting plans.

A candidate’s market?

Whilst the employment figures tell a good story, 41% of business leaders remain concerned about their ability to attract and retain the best people.  Talented candidates are often juggling multiple job offers at a time.

Employers really do need to think differently about how they attract the right people.  The best organisations are reviewing remuneration packages, benefits and working environment in order to make sure they attract good candidates.  Flexible working, regular high quality training, good working conditions and employee wellbeing benefits are actively being sought by candidate’s keen to bring a more balanced approach to their working lives.

They say there is nothing as constant as change and UK businesses are certainly operating in a new dynamic environment where there is not much certainty around.  A more flexible approach around the working environment and employment conditions is fast becoming a vital strategy for UK business.

Speak to the team at First Base if you would like to know more how we can support your recruitment plans and help you attract the right people. Contact Tricia Hay on 01453 755330 or tricia.hay@first-base.co.uk

New UK points-based immigration scheme

Any business that has depended on recruiting from overseas should make sure that they familiarise themselves with the governments new immigration points-based system.

The Home Secretary has announced that a new scheme will take effect from January 2021 that will assign points for specific skills, qualifications, salaries or professions.  Visas will only be awarded for those who gain enough points. In the announcement the Home Secretary made clear the government’s intention to end the reliance on what she described as “cheap, low skilled labour coming in from overseas”.

The new single global system will treat EU and non-EU citizens equally. It will give top priority to those with the highest skills and the greatest talents, including scientists, engineers and academics.

The global talent scheme will also be opened up to EU citizens which will allow highly-skilled scientists and researchers to come to the UK without a job offer.

Minimum salary threshold

The points threshold will be carefully set to attract the talent the UK needs. Skilled workers will need to meet a number of relevant criteria, including specific skills and the ability to speak English, to be able to work in the UK. All applicants will be required to have a job offer and, in line with the Migration Advisory Committee’s (MAC) recommendations, the minimum salary threshold will be set at £25,600.

Those looking to live and work in the UK will now need to be qualified up to A level or equivalent, rather than degree level under the current system.  There will be no specific route for low-skilled workers.  It is estimated 70% of the existing EU workforce would not meet the requirements of the skilled worker route, which will help to bring overall numbers down in future.

Student visa routes will also be points-based and be opened up to EU citizens, ensuring talent from around the globe has access to the UK’s world-class universities.  Those wishing to study in the UK will need to demonstrate that they have an offer from an approved educational institution, that they can support themselves financially and that they speak English.

In addition, the seasonal workers pilot will also be expanded in time for the 2020 harvest from 2,500 to 10,000 places, responding to the specific temporary requirements of the agricultural sector.

EU citizens and other non-visa nationals will not require a visa to enter the UK when visiting the UK for up to 6 months.  However, the use of national identity cards will be phased out for travel to the UK and the Home Office will set out our plans in due course.  Those EU citizens resident in the UK by 31 December 2020 can still apply to settle in the UK through the EU Settlement Scheme until June 2021.

If you would like to find out more about how the new points-based immigration scheme might affect your business and future recruitment needs, contract Tricia Hay at First Base on 01453 755330 or tricia.hay@first-base.co.uk.

What is Integrity?

A recent national news item outlined the story of a senior manager who received a suspended jail sentence because he lied on his CV.  He falsely claimed to have a University Degree (which as it happened was not even required for the post) and the Judge in summing up said that this action brought into question the individuals integrity.  The managers actions certainly brought into question his honesty, but did he really lack integrity?

Integrity is a word that frequently crops up on LinkedIn profiles and on company websites.  In an effort to stand out from the crowd, brands and individuals sometimes feel it necessary to highlight their ‘integrity’.  However it is a word often misunderstood – and sometimes overused by those who lack it.  It is usually associated with being of good character, being honest and being ethical – but it is really more about being consistent.

I experienced a perfect example of integrity at a supermarket checkout.

A young man came back to the store in order to return a small over payment of change from a transaction that had taken place a few minutes earlier.  A customer services manager was called over and she thanked the young man for his ‘unusual’ honesty.  ‘Normally’ she said ‘as a big company our business is seen as fair game and if we make a mistake in the customer’s favour we tend to lose out’.

As he left the store, I managed to speak with the young man and asked him why he returned such a small amount of change – ‘after all’ I said ‘no one would have known if you’d just driven off’.  There was a short pause then he looked me in the eyes and said ‘I would have known’.  He went on to tell me it was about doing the right thing – one of the values he learned as an officer in the Royal Marines. Having spent time studying leadership at the Royal Marine Commando Training Centre at Lympstone in Devon – I knew instantly what he meant.

Not always positive 

The young Royal Marine wasn’t demonstrating integrity because he was being honest.  ‘Integrity’ doesn’t necessarily mean positive characteristics like honesty and trust.  That definition is only relevant in the context of what we might think of as ethical or moral behaviour.

The Latin root of the word integrity is ‘integer’ – to be whole or complete.

Having integrity is about consistency – consistency of values, principles – and more importantly acting in accordance with those values and principles.  The young Royal Marine acted in accordance with his values and principles – even when only he knew he was doing it.

Even street gangs and criminals can have integrity. In terms of ethics it’s just that their values and principles are different from most people in business.  Have no doubt that they do have a ‘code’ – principles and values that they adhere to – and the penalty for lacking integrity can be severe!

“In looking for people to hire, look for three qualities: integrity, intelligence and energy.  If they don’t have the first, the other two will kill you.” – Warren Buffet, CEO Berkshire Hathaway

If any relationship is to thrive, whether internal or external (or personal for that matter) there has to be congruence between the words that set the expectation of certain values and the actions someone demonstrates.  When you actions match you intentions, when others EXPERIENCE that you live your values and stick to your principles, whatever the circumstance, it builds trust and relationships blossom.  Customers, clients, colleagues, suppliers, people who you report to and people who report to you want to know that they can trust you.  People leave an organisation when they don’t trust their manager, employees are fired when trust is lost and customers stop buying from suppliers that fail to deliver on promises.

Integrity in business, based on sound values and principles; trust, honesty, ethics, doing the right thing – builds loyalty, engagement and high performance from individuals and teams. It builds long term profitable relationships with clients and customers that buy and re-buy.

Integrity = Influence

If you want real influence, if you want to lead others or win business; integrity has to be a key characteristic of who you are. You can’t fake integrity (well not for long) and we all know people who don’t live up to the expectations they set – particularly those who push their apparent integrity as a marketing tool.  Successful individuals base the decisions they make on principles. They consistently do the right thing rather than the convenient, easy or popular thing to do. Because they base their actions on values and principles they are trusted to consistently deliver as promised.

“There is no such thing as a minor lapse of integrity”. Tom Peters

Human beings excel when allowed to act in accordance with their personal values. Ultimately people leave organisations where their own values and the values of the organisation differ (or worse – they stay and disengage).  Whilst having integrity doesn’t necessarily mean an individual is a ‘good’ person, it does mean they can be depended on to act in accordance with the values they claim to live by.

Organisations need more people that can be depended on to act in accordance with the values they claim to live by.

David Tovey

Experience isn’t the best predictor of a new recruits’ success

Harvard Business Review recently revealed a review of 81 studies that investigated the link between an employee’s prior work experience and their performance in a new organisation.  The HBR study found no significant correlation. Even when people had completed tasks, held roles, or worked in functions or industries relevant to their current ones, it did not translate into better performance inside a new organisation.

Their conclusion doesn’t surprise us – we know that experience isn’t a great predictor of a new recruits’ success.

It seems counterintuitive

It might seem intuitive that applicants who have general work experience or have already done the job that they’re applying for would be at an advantage.  But when HBR looked at the 81 studies, they discovered a very weak relationship between pre-hire experience and performance, both in training and on the job.  They also found zero correlation between work experience with earlier employers and retention, or the likelihood that a person would stick with their new organization.

Yet job related experience remains one of the top requirements of many employers when recruiting for a role.  Take a look at any job board and you will see that the majority of roles ask for experience even in non-skilled and entry level jobs.  Intuition might say that experience is important – but the evidence (and our experience as recruiters) doesn’t support the idea that candidates with more experience make for better employees.

Why not ‘experience’?

OK, so we haven’t conducted any formal studies – but anecdotal evidence over 22 years and thousands of positions filled suggests that the reason is that many employers measure ‘experience’ using the wrong metrics.  They sift CV’s based on how long an applicant was in a similar role or how many jobs someone has had. Often sifting out those with less or no direct experience.

The problem is that basic metrics like these say nothing about the quality or the significance of any experience gained, things that have more bearing on future performance.  Applicants with ‘experience’ can often impress with the use of industry jargon and what seem like industry related insight that gives the impression that that they will hit the ground running.  But it’s often not the case. Whilst past behaviour is a great predictor of future behaviour – basic metrics based on experience do not measure behaviours.  The applicant might have failed or stagnated in previous role – the key interview skill is to delve into what a candidate has learned from previous experience and how they actually performed.

Employers should also be considering what sort of organisational culture experience was gained in.  Bringing behaviours from an organisation that doesn’t operate in the same way you do can have a seriously negative effect of team dynamics and business performance.

Sadly, when individuals have been screened out because they lack traditional work experience, we lose the opportunity meet candidates who might impress with their answers and we miss the chance to explore behaviours that might be exactly those we want right for the role

What factors should we focus on?

Employers often assume that candidates with experience have gained appropriate knowledge and skills.  They can also think that certain types of previous roles – for instance sales – attract people with particular and much desired personality traits.  Our advice is to focus on knowledge, skills and traits during interview rather than relying on previous experience or even education.

We can understand why so many organisations ask for experience. Experience seems easy to assess. Have they worked in project management for at least five years? Have they managed people before? Have they got sale experience?  The answer is a binary yes or a no.  Past performance and existing knowledge and skills are more difficult to figure out, especially if all you have is an application form or a CV.

The reality is that at this time of high employment and when the best candidates have choices; companies simply can’t afford to select out candidates who would do really well but don’t have the experience that someone decided to put in the job description.  We live in a time when organisations need to expand the pool of people being considered.

If you would like to know more about how the First Base team can help you find the right people for your organisations please call Tricia Hay on 01453 755330 or email tricia.hay@first-base.co.uk.

22 Tips To Help Attract The Best Talent For Your Company

After placing 14,000 people with 350 top organisations, we have learned a thing or two about how employers attract the best people – and why some companies struggle to recruit and retain good people. These days we find that the best candidates have a clear idea about the type of organisations they will and won’t work for – here are our 22 top tips to help you attract the right people.

1. Identify the requirement.

It sounds basic stuff but sadly too many organisations don’t accurately identify and share the requirements of the position they seek to fill. Everyone involved in the recruitment or interview process needs to be fully familiar with the needs and wants of the company.

Identify the qualities that the organisation seeks for in the candidate for a particular position and write it down. If there is no proper identification of requirements, then there’s a chance that candidates you select do not possess the required skills and aptitude.

2. Write a compelling and accurate job description.

There is an increased need to properly and accurately describe the actual role you are recruiting for to candidates. Outline the role as it really is today or you risk losing a new recruit in the first few months. Don’t just highlight the best parts of the job or how it might look in the future – and don’t hire for part-time when what you really have is a full-time job. A new recruit hired part-time being pressured to work extra hours isn’t a great motivator.

3. Have a reputation for being a great place to work.

Just as a company has a ‘brand’ designed to reflect what customers can expect of its products or services; a company has an employer brand that reflects what employees can expect of its employment practices. The best and most profitable customers are attracted by a brand that can be trusted to deliver on its marketing promises and the best talent is attracted by an employer that can be trusted to fulfill the promises made in a recruitment campaign or at interview.

Put simply, the businesses with the best employer brands attract more applications from the best candidates. Companies that appear in The Times Top 100 Best Companies for instance, enter the competition because they know that being recognized as a good employer has a direct effect on recruitment and ultimately bottom-line results.

4. Talent and skills over experience.

There are highly talented people out there who may be just perfect for the job you have within your company because of their set of skills, but who lack the years of experience you say you require in the job advert.

The fact that someone does not have previous experience in a particular position does not mean that they won’t be able to succeed. In fact, the contrary is proven every single day. Most people love challenges and are more than willing to work hard and strive to prove that they can be trusted to do a great job if you as an employer, give credit to their skills and strengths.

5. Big up your culture

If you are an SME, don’t worry about losing out on talent to bigger corporate firms. The entrepreneurial culture of a smaller business is a big selling point for attracting talent. Make sure this comes across in any job adverts you create.

6. Rewards and benefits

Make a good proposition for your candidates and let them know what you stand for as a company. How do you reward them and what’s their work-life balance like? Be clear about what your brand represents: this isn’t just what you tell your customers, but what you tell your staff. Benefits are about a lot more than the pay packet.

7. Network nous

The more of your people that network, the more your business’s reputation will be enhanced across your industry. Managers who are searching for new staff should always be making new connections and attending events. Offer referral incentives so that all your employees are encouraged to network.

8. Meet the team.

Try to avoid conducting all of the interview processes in a one-to-one meeting in private rooms. After all, your employment brand and culture should be a big selling point. Show candidates around the office and introduce them to potential team members – this way they’ll get a real feel for the business.

9. Be decisive.

Some businesses have a 30-day window for applications and then invite all the appropriate applicants in for interviews. The risk in this approach is that the best job seekers who applied very early on may have found somewhere else by that time. As soon as you see someone you like, get them in for a meeting.

10. Recruit first, job second.

If you are introduced to someone who is a ‘good fit’ for your company, create a role for them.   Don’t get stuck in a routine and hire only when you have a vacancy. Keep the business fresh by doing things the other way around. The best businesses recruit people, rather than aiming to fill a specific post, create a position for talented potential employees whenever practical.

11. Offer the right rate for the job.

It’s a job seekers market right now and failing to offer at least the market rate is unlikely to attract the best candidates.

12. Provide personal development opportunities.

Every good candidate wants to know what opportunities there are for development. Failing to provide a personal development and progression plan is a big switch off for many good people.

13. Make time for recruitment.

At First Base we can help and support organisations to save time and money. Never the less, there remains a requirement for the right amount of time and attention to be allocated internally to ensure interviews are effective and that candidates get the best impression.

14. Don’t procrastinate

Being decisive is becoming really important. Some organisations simply take too long to make a recruitment decision and then lose the candidate to a more switched on company.

15. Health and wellbeing.

It’s would be difficult to miss how big this is right now. Organisations need to be serious about wellbeing at work, not just because it is expected but because it is the right thing to do. The more an organisation shows it really cares, the more attractive it is an employer.

16. Know what’s great about you as an organisation to work for.

Every job and every company has things that are great about them.  In order to stand out from other potential employer’s, an organisation needs to know who they are trying to attract and what will motivate them to want to work with them.

17. Company values.

There is a whole new generation of talent who want to be paid well for a job well done AND to know that their personal values are aligned with those of their employer. Social issues and community awareness are high on their agenda.

18. Explain the recruitment process to every candidate.

Candidates selected for interview should know exactly what to expect; when they will be interviewed, where they will be interviewed and who will be involved in the interview. Make sure there are no surprises, no bad practices, no uncertainties and no confusion.

If you don’t portray your organisation as a great employer from the very start, the best candidate may decide your company is not the right fit for them.

19. Prepare for the interview.

Too many managers glance at a CV a couple of minutes prior to the interview. Leaving to the last minute means being unlikely to be able to ask insightful and intelligent questions or hold a meaningful two-way conversation.

Use the candidate’s CV to prepare probing questions about accomplishments, work ethic and attitudes.

Do a quick LinkedIn and social media check to explore outside interests and who they network with.

20. Have a conversation, don’t interrogate.

You can’t have a conversation unless you do some preparation. You simply won’t know enough to do anything other than ask questions. When an interview is conversational (and you listen effectively) candidates relax, speak more freely and provide more detail. Have a grown-up, respectful conversation and don’t use tricks or techniques to put the candidate under pressure.

21. Outline the next steps.

At the end of the interview always describe the rest of the recruitment process. Explain what you will do and when you plan to do it. Don’t force the candidate to ask. Tell them and if there are any changes following the interview communicate with them.

22. Follow up – with everyone.

It’s a fundamental business courtesy that says lots about you as an employer. Failing to follow up is incredibly rude, will be remembered and broadcast widely by those who invested time in your recruitment process but received little courtesy in return.

The team at First Base can help you to recruit and retain great people. If you would like to know more about why candidates and employers tell us that First Base is their first choice call 01453 755330 or email tricia.hay@first-base.co.uk

22 Top Tips to Help You Make a Great Impression at Your Next Interview

Over the past 22 years, we have helped over 14,000 great people to find their dream job. We’ve learned a lot about what employers are looking for when they interview candidates.

Here are our 22 top tips to help you make the best impression at your next interview.

1. Research the company and industry

Knowledge of the company and industry will impress an interviewer.  It will also provide you with information to prepare one or two insightful questions beyond what the pay rate is. Showing genuine interest makes a real difference.

2. Prepare for common interview questions.

Every “how to interview” book has a list of a hundred or more “common interview questions”.  So how do you prepare – even for the dreaded “Where do you see yourself in 5 years” Think about which questions you’re most likely to encounter given your background and the job you are applying for.  Then prepare your answers so you won’t have to fumble for them during the actual interview.

3. Anticipate the interviewer’s concerns and reservations.

There are always more candidates for jobs than there are positions available.  Interviewers look for ways to screen people out that don’t immediately match their expectations.  Put yourself in their shoes and ask yourself why they might not want to recruit you (“I don’t have this,” “I’m not that,” etc.).  Then prepare your response: “I know you may be thinking that I might not be the best fit for this position because [their reservation]. But you should know that [reason the interviewer shouldn’t be overly concerned].”

4. Clarify your “selling points” and the reasons you want the job.

Prepare to go into every interview with four or five key selling points in mind, such as what makes you the best person for the position.  Have an example of each selling point and be prepared to tell the interviewer why you want that job, including what interests you about it and what abilities it requires that you possess.  If an interviewer doesn’t think you’re really interested in the job, they won’t give you an offer.

5. Prepare questions for the interviewer.

Go to the interview with some intelligent and insightful questions for the interviewer that demonstrate your knowledge of the company.  Interviewers always ask if you have any questions, and no matter what, you should have one or two ready.

6. Practice out loud.

It’s one thing to come prepared with a mental answer to a question like, “Why should we hire you?” It’s another thing to say it out loud in a confident and convincing way.  The first time you try it, you’ll sound garbled and confused, no matter how clear your thoughts are in your own mind!  Like the best presenters – do it another 10 times, and you’ll sound a lot smoother and more articulate.

7. Be on time!

It should go without saying, but it is never acceptable to be late to an interview.  This is such a common standard that some employers will refuse to interview a candidate if they are late. Sadly, some candidates still fail to realise that there is a basic requirement to be on time.

8. Make the right impression in the first five minutes.

Some studies indicate that interviewers make up their minds about candidates in the first five minutes of the interview – and then spend the rest of the interview looking for things to confirm that decision.  So what can you do in those five minutes?  Go in with energy and enthusiasm, and express your appreciation for the interviewer’s time.  Remember they may be seeing a lot of other candidates that day and some will have sapped their energy.  Be the one to brighten up their day!

9. Be assertive and take responsibility for the interview.

Perhaps out of an effort to be polite, some usually assertive candidates become overly reserved during job interviews.  Being polite doesn’t mean you have to be reserved or passive. An interview is like any other conversation – it’s a dance in which you and a partner move together, both responding to the other.  Don’t make the mistake of just sitting there waiting for the interviewer to ask you about how impressive you are.  It’s your responsibility to make sure they walk away knowing your key selling points.

10. Make your selling points clear.

Don’t bury your selling points in long-winded stories.  Instead, tell the interviewer what your selling point is first, then give an example.

11. Be on the same side as the interviewer.

Some interviewers see job interviews as adversarial.  Your job is to transform a potential “tug of war” into a relationship in which you’re both on the same side.  Look at things from their point of view and make it clear you understand how important it is that they find the right person.

12. Think and behave positively.

No one likes a whinger, so don’t dwell on negative experiences during an interview.  Even if the interviewer asks you point blank, “What did you like least about that previous job?” don’t answer the question as it’s been asked.  Instead, say something like “I liked my previous job quite a bit, although now I know that I really want to make a career change”

13. End on a positive note.

Let the interviewer know that you’d really, really like the job, that you were excited about it before the interview, that you are even more enthusiastic now and that you’re convinced you’d like to work there.  If there are two equally good candidates at the end of the search – you and someone else – the interviewer will think you’re more likely to accept the offer, and thus may be more inclined to make an offer to you.

14. Take a copy of your CV to every interview.

Have a copy of your CV with you when you go to every interview.  If the interviewer has misplaced their copy, you’ll save a lot of time (and embarrassment on the interviewer’s part) if you can just pull your extra copy out and hand it over.

15. Make the most of the “Tell me about yourself” question.

Many interviewers begin interviews with this question. So how should you respond?

As well as an ice breaker, this question is a way for the interviewer to gain some insight into your personality.  They also want to determine your fit for the job and the organisation.  The interviewer doesn’t want to know everything about you – your answer needs to be a careful balance between declaring too much and making them wonder why you aren’t being more open with your answer.  The interviewer wants to know that you have the sort of well-rounded personality and outlook that will fit well with their culture.  Your research should, of course, include finding out about the culture of the organisation that you are hoping to join.

16. Don’t worry about sounding over-rehearsed.

Some people are concerned that if they rehearse their answers, they’ll sound overly polished or glib during the interview.  Don’t worry. If you’re well prepared, you’ll sound smooth and articulate, not “canned”.

17. Speak the right body language.

Dress appropriately, make eye contact, give a firm handshake, have good posture, speak clearly and be well groomed.

18. Be ready for “competence-based” interviews”.

One of the most common interview styles today is to ask people to describe experiences they have had that demonstrate behaviours and competencies that the company thinks are important for a particular position. You might be asked to talk about a time when you made an unpopular decision, displayed a high level of persistence, or made a decision under time pressure and with limited information, for example.

Step one is to anticipate the behaviours the recruitment manager is likely to be looking for.

Step two is to identify at least one example of when you demonstrated each behaviour.

Step three is to prepare a story for each example.

19. Send thank-you notes.

Write a thank-you note after every interview. Type each note on paper or send them by email, depending on the interviewers’ preferences. Customize your notes by referring specifically to what you and the interviewer discussed. Handwritten notes might be better if you’re thanking a personal contact for helping you in your job search.  Whatever method you choose, notes should be sent within 48 hours of the interview.

To write a good thank-you note, take time after each interview to jot down a few things about what the interviewer said.

20. Don’t give up!

If you’ve had a bad interview for a job that you truly think would be a great fit for you don’t give up! Maintaining a high level of motivation throughout your job search will mean the difference between securing a job sooner rather than later.  Staying positive and motivated are the best qualities to keep you going and it will be worth it once you come to start your first day in your new job!

21. What do employers really want?

We’ve spent time with recruiting managers, HR directors, CEO’s and business owners.  We’ve recruited for short term temporary contracts, part time admin roles to senior management position. When it comes to the people organisations want to hire, the story tends to be the same.  All employers want the same things.  They all want the ‘best’ candidates to apply, they all want to attract ‘great’ people.  Good people shouldn’t be hard to find but you might be surprised how rare it is for candidates to see things from the employers point of view.

Check out this blog to remind yourself about seeing things from your potential employers point of view.

22. Make sure you keep the First Base interview checklist to hand!

If you’d like to know more about how the team at First Base can help you with your next career move call 01453 755330 or email tricia.hay@first-base.co.uk

Supporting staff through the menopause

Acknowledging the menopause and understanding how to support colleagues is a critical management issue for organisations big and small.

Women aged 45 and over are one of the fastest growing groups of employees in the British economy. It also happens to be a time in their lives when women are reaching menopause and can experience a wide range of potentially debilitating symptoms. The menopause has health and wellbeing consequences for individuals and can impact their effectiveness at work.

My wife fortunately works for one of the more enlightened organisation where male and female managers attend training on menopause awareness. Being supported through the roller coaster of physical and emotional effects of menopause made a huge difference to her personal well-being, home life and effectiveness at work.

Understanding the menopause

The symptoms which accompany transition to menopause sometimes continue post-menopause and can continue for several years. They can be debilitating – for around a quarter of women, they are seriously debilitating. Symptoms can include hot flushes and night sweats, heavy and erratic periods, difficulties with focus and memory, irritability, mood swings and depression.

How an organisation deals with women’s transition through menopause impacts its reputation as an employer and ability to attract and retain the best people.

So what do managers need to know?

1. The experience of menopause varies considerably from woman to woman, and there’s a long list of potential symptoms. Accordingly, it is important for workplaces to provide a variety of reasonable adjustments so that mid-life female workers can request the right options for them. Many of these such as providing desktop fans, cold drinking water and easy access sanitary protection, are cheap and easy to introduce. A flexible working pattern can also help women to manage their symptoms – if they have had a bad night’s sleep, for example and is already something all employees in the UK have the right to request. Other initiatives, like training for managers and HR an are excellent investment.

2. Sadly, some women report feeling as if their colleagues and managers treat them differently and unfairly due to the assumptions and stereotypes about the menopause. Unfortunately, in some organisations, there remains evidence of bullying, harassment and micro performance management because of a failure to properly understand the menopause. Compared with attitudes, policies and processes around pregnancy and maternity at work, the difference can become very obvious.

3. Organisations increasingly recognise the importance of social responsibility. The social responsibility case for employers to provide appropriate support for female staff experiencing menopause in the workplace is undeniable. There is ample evidence that work offers much more than just pay for older women. It is also a vital source of social support and self-esteem. Equally, it is clear that too many women do not feel able to speak up about any menopausal symptoms at work because they fear being judged, harassed or bullied.

The result is that they women manage their symptoms without any understanding or support which has negative connotations for both the individual and their employer.

4. Whilst providing support and understanding is simply the right thing to do for the individual and the business, there are also potential legal risks and financial costs associated with treating menopausal women unfairly.

5. There are other clear business reasons for making provision for women in menopause. The average cost of replacing an employee, for example, one who leaves because her symptoms make it too difficult to continue in her job without some reasonable adjustments, is £30,000. This includes the cost of lost output as well as the cost of recruiting. Less tangible costs, but just as important, include the loss of the departing individual’s expertise and experience.

Just like my wife’s enlightened organisation has found, introducing menopause in the workplace policies and other best practice is straightforward, makes business sense and is something all responsible companies should implement.

If you’d like to know more about how the team at First Base can help you with ideas about recruitment and retention of great people, call 01453 755330 or email tricia.hay@first-base.co.uk

By David Tovey

Motivating staff after the summer holidays

We all know that it’s important for people to take holidays. Breaks allow people to recharge physically and emotionally, disconnecting from day-to-day concerns and return to work rested, refreshed and enthused.

However, keeping employees focused on work before and after their holiday can be a challenge. The key is to plan ahead. These tips can help ensure your employees not only feel comfortable taking time off from work, but that they are productive right up to the date they leave and are able to hit the ground running as soon as they return.

Be prepared

Motivating employees on their return from holiday starts before they leave. Have a plan in place so that projects and day to day activities run smoothly while they are away. Make sure you are aware of the busy periods in your department to determine the best and worst times for employees to take holidays. You might be surprised how many managers approve holiday requests only to find their department seriously understaffed at peak times.

Ask your team to organise their holiday schedules well in advance to avoid workload peaks, explain that everyone’s assistance is needed during those periods to ensure business objectives are met. Failing to plan for holidays often leaves a manager resenting the time their staff take off. Unless a manager is a trained actor, that resentment will show – not a great way to motivate any individual or team!

Above all don’t ask or expect people to take work with them on holiday. Encourage a culture where staff don’t feel that they should be checking or dealing with emails and work related issues when they are on holiday.

Identify potential issues

Some people will wait until the last minute to consider the projects or tasks that must be moved forward while they are away. It can be difficult to think weeks in advance, but putting off the task can cause important activities to be forgotten. This is one area where staff might need your help.

Meet with team members who have upcoming holidays well in advance of their holiday dates. Discuss tasks that will need to be accomplished while they are away and identify colleagues who can help out. Make sure everyone involved starts communicating immediately, don’t leave things until the last moment.

Make sure you stay in the loop so that you are aware of the tasks that the person going on leave is working on and who will cover for that person. This will allow you to help address any challenges that arise while your team member is away.

Take it slow

Don’t expect someone returning from a week or two’s break to launch in at full speed on their first day or back. As much as possible, give some leeway to allow the person to settle back into work. Don’t plan an important meeting the day they return or have a large project or task waiting for them that might overwhelm them on day one. In some circumstance, it may even be wise to organise a one day buffer to continue having the person’s backup provide support until the person returning from holiday can get back up to speed.

Touch base right away

Getting back to work on day one can feel like the same old routine. After the ecstasy of an amazing holiday, the first day back can feel like a real downer when it’s straight in at the deep end.

Organise an informal meeting, maybe over a coffee, to touch base with the employee soon after their return to work. Show genuine interest in their holiday. You might be surprised to find they come back brimming with positive and useful new ideas – don’t kill their enthusiasm with a negative atmosphere. Try not to hit them with everything that might have gone wrong whilst they were away, find something positive to say before mentioning any challenges.

If appropriate, invite the people who covered for them so that they can provide updates on tasks and projects they dealt with while the person was away. Help them to refocus and prioritise their efforts so that the most important or pressing tasks are completed first.

With the proper planning, you can ensure your staff not only feel comfortable taking time off but are also able to return to work fully recharged and ready to go!

If you’d like to know more about how the team at First Base can help you with ideas about how to motivate your team, call 01453 755330 or email tricia.hay@first-base.co.uk