Staying motivated in a frustrating job hunt can be extremely difficult for anyone. How is it though, when faced with a challenge or adversity, that some people seem to get stuck and unable to move on, whilst others seem to bounce back from difficult events much more quickly than others?
Psychologists have long studied the ability to ‘bounce back’ even when the odds seem stacked against us and have come up with a label you may be familiar with: resilience.
Resilience is about knowing how to cope in spite of setbacks, barriers or limited resources. Resilience is a measure of how much you want something and how much you are willing and able, to overcome obstacles to get it. We are all equipped to be resilient, but it is a personal skill that needs to be worked on and developed.
So, what can you do to stay motivated while searching for job?
Develop resilience
There is a tendency to view a job search solely as a means to an end. Conduct a job search, go through an application process and get a job. Landing a job is of course the primary purpose of a job search, but there are a host of benefits that we can gain from facing the challenges of difficult times.
Immersing yourself fully in a job search allows you to develop a range of skills that have the potential to expose you to opportunities you never imagined. Resilience is a skill that comes in handy during a job search as you are pretty much guaranteed to face multiple setbacks. It is also a skill in high demand by employers.
Luckily, the job search process itself can help you develop resilience. Success in a job search, and in day to day life, comes from our ability to pick ourselves up and move quickly past disappointments. This may sound daunting, but there are some simple strategies that you can implement to build on your resilience levels.
Be proactive in your job search
Often it can seem that the much of the job search process is out of your control but being an active participant builds confidence.
Don’t just spend your day hidden behind a keyboard sending out generic CVs. Research employers and the roles they are offering. Tailor your applications.
Get involved in online networking opportunities, webinars and forums where you can build your profile, develop new skills and keep yourself informed.
Stay in touch with the industries, professions and contacts that you know. Research sectors that are still doing well during the pandemic and look for opportunities where your skill set is transferable.
Make sure you keep in touch with your recruitment consultant, build a relationship, comment on their social media posts and blogs. Demonstrate your ability to get past disappointments.
Have a routine
Most jobs have a routine and a job search is no different. Plan your day, dress for work, have a start time, break times and a finish time. If you don’t have a routine you can soon find that days have passed without any real progress.
Whatever you schedule, try to stick to your plan. It is one of the things you can control, it is more productive and helps you move closer to your goal.
Re-energise
Looking for work can be emotionally and physically draining. Find something you enjoy doing and make time every day to do it. Don’t become a ‘couch potato’ or allow you routine to be built around day time TV. Eat well and exercise. Allow your brain some time to switch off, revive itself and get back to the task with more energy.
Watch your language
Our brains are hard-wired to think the worst and to notice the bad. It’s why bad news sells newspapers. Resilient people recognise that the words they use can have a huge impact on their mood, their job hunting productivity and their ability to make the best impression.
It’s too easy to tell yourself that there are no jobs or that ‘I’m not going to get the job” when you make an application or get an interview. The problem is that the words we use are followed by actions, or in the case of negative words, inaction. “I can’t” leads to not trying and becomes a self-fulfilling prophecy.
Changing the words we use can have an immediate and positive effect. Just a simple “I can do this” will have an impact on your actions and performance.
Learn to handle rejection
A job search in normal times can mean you will receive more rejections than offers. Be realistic. If you send out 100 speculative CVs you are likely to receive a very high level of rejection and rejection on that scale can feel demoralising.
Try to apply for roles where you feel you would be a good match with your skills and experience and that you would actually accept if offered.
Remember that job offers are sometimes made on the smallest of details. Failing to get a second interview or a job offered is never a personal attack or a suggestion that you have some fatal flaw. You just didn’t win this time, so dust yourself off and look for the next opportunity.
Ask for feedback
Resilient people are always learning. They want to do better next time so actively seek feedback from interviewers and their recruitment consultants. Rebounding from setbacks isn’t easy even for the most positive of people. Fortunately, resilience is a skill that can be developed and strengthened over time.
Although job searching can seem tough, you can take comfort in the fact that at the end of it, you will not only end up with a job, but you will have developed life skills and skill set that employers value. Overcoming setbacks gives you the confidence needed to pursue alternate avenues, and to open those doors that were temporarily closed to you. We all have something to offer that someone else wants.
The team here at First Base is always here to help. If you want advice or support to help you find the job you are looking or just someone to talk to about finding work, please contact us on 01453 755 330 via enquiries@first-base.co.uk or via our chat function at www.first-base.co.uk.
Adapting to the recruitment processes of 2020
The world has changed in 2020 and there has been a big impact on when, how and if employers recruit. On the upside, many employers are recruiting and some sectors and businesses are thriving, on the downside, some industries have been hit so hard they may take years to recover. The world of work is changing and there is no going back to the old normal.
Employers are having to adapt and change, to innovate and find new markets just to survive. They need good candidates who understand that they too need to respond to today’s reality.
Our recent experience of recruiting for clients and for a new role here at First Base has highlighted the simple truth that many people who say they are looking for work are not demonstrating to potential employers that they are the best people for the job. Just like employers are having to learn fast how to adapt, job seekers are going to have to learn fast too. We are way past the time when you can simply send out dozens of CVs and expect a reply, let alone an interview, face to face or Zoom.
Over the coming weeks, the First Base team will be sharing a series of blogs to help you to prepare for your job search, how to stand out, what you can do when between jobs, how to interview and how to stay positive.
If you have any questions or need help to find a job now or in the near future, contact us on 01453 755330 or get in touch through our FaceBook, Twitter or Instagram accounts. The First Base team is ready and eager to help.
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Keep in touch with the team at First Base if you want help with your future career plans. Call, email or social media!
‘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
With thanks to Darren Sherbourne, Employment Solicitor at Sherbourne Solicitors – current advice regarding employer’s liability and obligations relating to issues arising as a result of the spread of Coronavirus.
First of all, we should put this in perspective. The concern around Coronavirus is based on its ability to be passed on from person to person before symptoms show, not the severity of the virus itself. Mortality is so far estimated to be lower than 1%.
NHS medical advice currently remains the same as for ‘normal’ seasonal flu and colds – sneezing or coughing into a tissue and washing hands often.
THE LEGAL QUESTIONS
In the event that this outbreak becomes widespread in the UK, the following issues may be worth considering.
1. Do we as employer have a duty of care to employees to protect them from this virus?
All employers have a duty of care, but it is to take such steps as are reasonable in all of the circumstances. Large employers may have disaster recovery protocols already set out which involve home working for those that do not need to be at work. Small employers may consider issuing advice to employees, such as about washing hands and avoid coughing into the air.
2. Can the government force employers to close?
In extreme circumstances the answer is Yes, but there is absolutely no suggestion that this is envisaged.
3. Can employers force staff to stay away?
Yes, but in many circumstances the employer would have to pay staff if it insisted they stay away from work when they are not ill.
4. If I have two absent staff, one who is very good, and one who is not very good, can I pay one discretionary sick pay and not the other?
You can, but it’s a very risky thing to do and is not recommended.
5. When do absent staff have to be paid?
The following scenarios normally result in the following obligations:
a) The employee follows government advice because symptoms are present and stays off work. This seems to us to be sick leave. The employer may want to relax the need for a doctor’s certificate for the two week duration but SSP would be payable, and any contractual sick pay.
b) The employee stays off work because they have travelled to Italy (for example) in the last week, but is not showing symptoms. The employer would be free to choose to pay sick pay, but it’s not really sick leave so there is no obligation. As government guidance stands, the employer could insist on the employee attending work, but we cannot see why an employer would want to do that.
c) The employer sends an employee home when they are showing no symptoms, because they have travelled to an affected area, then full pay must be paid.
d) The employer sends an employee home who is showing symptoms, and who has travelled to an affected area recently, then this would be sick leave and should be treated accordingly.
e) The employer is unable to provide work to employees because parts have not arrived from China (for example), then this would be a situation where, if the employer had a “Lay off” clause in their contract, they could temporarily send the staff home. If there is no “Lay off” clause, then lay off might also be achieved by agreement with staff, or by having a rolling period during which a small number of staff must take some of their annual holiday. 20% of the workforce for a week at a time achieves a 20% reduction in the workforce for 5 weeks. It could also be a redundancy situation.
f) There is a lack of work due to the public or customers staying at home. It’s the same as (e) above.
g) You have an employee who is unable to return from holiday due to quarantine. This is strictly speaking the employee’s problem, and the employer is not under an obligation to pay for the period of absence.
h) An employee cannot attend work due to childcare as a nursery or school has closed. Again this is the employee’s problem and not the employers. There is an obligation to allow a short period for parents or carers to find alternative care arrangements, but this is unpaid. Note however that continued absence for this reason might in normal circumstances justify dismissal, if a widespread outbreak occurs we suspect the tribunals would be hard on employers who chose to dismiss employees in these circumstances.
GENERAL ADVICE
I. Provide hand sanitiser and remind staff of the importance of hygiene.
II. Consider telling mildly symptomatic staff to stay at home. This is a double edged sword for employers and should be considered carefully. Many clients tell us that if they give such advice, they have staff who may see it as an opportunity for holiday. This should be balanced with the risks to health in a widespread outbreak of staff struggling into work when unwell. If you have 100 staff, statistically, one may die if all contract the virus.
III. Consider disaster recovery measures, such as providing staff with the ability to work from home if appropriate.
IV. Consider risk assessing staff, particularly those with pre-existing medical conditions such as chronic asthma or heart disease for example.
V. Consider increasing the frequency of work place cleaning.
IMPORTANT REMINDERS
· The UK is not yet in the grip of an epidemic and may not ever be so.
· The vast majority of those infected recover fully.
· Employers should remember the message they give to staff as well as what they can avoid paying to those who are absent
· Staff should be treated consistently.
· Employers should remember that this may become an opportunity to show staff what a good employer you are.
If you would like further legal advice you can contact Darren on 01242 250039 or for advice on how this might affect recruitment contact Tricia Hay on 01453 755330
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.
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
