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

Management Guide to Employee Experience

Do we have another HR buzzword? Is Employee Experience just another phrase for Employee Engagement? If not, what exactly is it?

Employee Engagement has been on the agenda of forward looking organisations for a number of years. Managers across all sectors and sizes of business appreciate the benefits to the bottom line and their people of an engaged workforce. So where does Employee Experience play its part?

Inputs and Outputs

We like to think of Employee Engagement as the output that follows the experience employees are exposed to, from recruitment right through to their exit from the organisation. A bit like customer experience, it includes all the touch points an employee has with their employer; its culture, people and systems. These touch points can be a positive experience (leading to greater engagement) or a negative experience (leading to reduced engagement).

Starting from their time as applicants and candidates, employees look at everything that happens at work as an integrated experience that impacts daily life in and outside the workplace. Employee experience includes overall physical, emotional, professional, and financial well-being. Candidates assess future employers from the very start of the recruitment experience and make quick judgments about what life will be like for them in the organization, based on how they interact with the company throughout the recruitment process

In other words, employee experience is an employee-centric way of thinking about the organisation. When decisions are made with employee experience in mind, managers and business leaders ask “how will our people perceive this?” and “What impression are we giving our people if we act this way?” Employee experience takes into consideration how employees see, hear, believe and feel about all aspects of their employment. These aspects stretch from the recruitment process, through to their last day at your company.

Employee experience encompasses the physical, technological and cultural environment of a business.

For example, during recruitment, managers should be considering:

Do all candidates feel treated fairly and equally?
Have their contacts from within the organisation “lived” the stated company values?
Have they had a positive experience of the meeting places, technology and tools used through the process?

During induction, managers can ask:

Does the employee know how to use the various technologies and tools the company relies on?
Has the new employee been made to feel part of the team?
Does the new employee know where they can get the support and resources they need?
Does your new person know exactly what you expect of them?

Through the early stages of employment managers will want to know:

Does the employee feel they are getting enough feedback?
How often is the employee meeting for a one-to-one with their line manager?
Does the employee feel supported and encouraged by those around them?
Does the employee feel they are part of a well-functioning team?

As part of their career development:

Does the colleague feel they have fair and equal access to development opportunities?
During periods of stretch and learning, is their physical and mental wellbeing supported?
Do they have access to the technology and tools they need to develop?

Finally, at the “exit” phase:

Does the employee feel valued for the work they have done for your business?
Does the employee feel that sufficient measures were put in place to ensure they had a good experience at your company?
Did the employee feel fairly treated throughout their employee journey?

Customers will notice

There are many reasons for an increased focus on employee experience. Companies are looking to combat the shortage of talent in a high employment economy and want to retain good people. Another important point to consider is social media’s role when it comes to employer brand, recruitment and retention. Your reputation as an employer, good or bad, can reach thousands of potential future employees (and customers) in seconds. Employee experience won’t remain a secret for long as job applicants, staff and ex-employees share their interactions with the organisation. Poor employee reviews spread quickly and affect whether good people will even apply for a job. Glowing reviews on the other hand help recruiters like First Base to attract the very best people.

Another vital reason is that employees tend to treat customers as they themselves are treated. Loyal, engaged staff inevitably results in loyal engaged customers.

Have you taken a look recently at your organisations employee experience? If you would like to know more about how we can help you create a positive Employee Experience during your recruitment process call Tricia Hay on 01453 755330 or email tricia.hay@first-base.co.uk

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.

First Base – Giving Something Back

“Giving something back” might seem a trite phrase in the hard headed world of business, but at First Base we believe it’s our social duty as well as making sound business sense.

Since founding First Base in 1997, MD Tricia Hay, has supported the aims of ‘Business In The Community” and is a firm believer that the prosperity of business and the local community is inextricably linked. When a business strives to be the best it can be as a responsible business, there is a positive multiplier effect that benefits society, the economy, the environment and business.

Being a Responsible Business requires purposeful leaders to drive leadership at every level across the business in order to:

Understand where a business is able to have the most impact by identifying those material issues that are of greatest importance to both commercial success and key stakeholders and the long-term benefit to society
Understand how to take advantage of the opportunities brought by digital innovation (e.g. more efficient use of resources, access to new markets) as well as manage the unintended consequences (e.g. cybersecurity, access to jobs, inequality)
Support and empower customers, embrace the changing nature of work, deliver products and services that serve society and drive a transparent, inclusive and productive value chain.
Move from a ‘do less harm’ approach to one where they are a genuine force for positive change, creating competitive advantages, meeting changing customer needs and attracting, retaining and developing the best talent.

As a recruitment business working with hundreds of local companies and thousands of job seekers, we feel particularly well placed to be a positive influence.

What we do

All of the First Base team gets involved in how our business can act as a force for good by helping to create a skilled, inclusive, diverse workforce and how we contribute to building a thriving local community.

It starts with a team who love what they do. Helping employers find the right people and individuals to find their dream job is extremely satisfying work!

First Base Education

We’ve learned a lot over the years about recruiting and retaining the best people as well as how to help job seekers with their career progression. We freely share that knowledge and other useful information through our blogs, videos, social media and ‘Insight’ papers. From job fairs to graduate recruitment events, from mock student interviews to seminars for business owners and active support for National Star College – every week our team is doing something to “give back”.

Straight Talking Seminars

We’re passionate about building a responsible business and equally passionate about helping other businesses to understand how to build a successful enterprise.

Our Straight Talking Seminar programme goes beyond our core expertise in recruitment to providing world class, no-nonsence and practical seminars on a range of business topics from employee engagement, well-being at work and leadership to marketing and sales. Working with both the Gloucester and Cirencester Growth Hubs we are currently delivering a programme of interactive workshops on social selling – influencing local businesses to grow sales based on a trust based, ethical approach to winning business.

What do we get out of it?

Fundamentally we commit to playing our part as a responsible business because we believe it is the right thing to do. We sleep well at night and gain enormous personal satisfaction.

On the other hand we couldn’t invest time, energy and money if we were not a successful business. A bi-product of that investment is the amazing reciprocity from our own team, individual job seekers, employers and our suppliers. It is their support for First Base that has helps us to continue to grow and play our part in the community.

If you’d like to know more about how giving back can be powerful for the community and your business or how at First Base can help you with your recruitment and job seeking, call 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

What do employers want?

We have worked with clients ranging from SME’s to Partnerships, Global Corporations, Charities and the Public Sector.

Initiative

You see this in job specifications all the time – we want people who can use their initiative.

It’s reasonable to expect some good induction and training when you’re new. That doesn’t mean you can’t be considering early on how you can do things a bit better, do a bit of creative problem solving or deal with unusual situations on your own initiative. Don’t overdo it and take care about going beyond your authority, however, most employers would love to have people turn up the initiative dial a bit.

Ownership

Employers and managers are looking for people with a can-do attitude, who can be relied on to get the job done. They want people who will take ownership of their work. In all sectors, managers are busy and have conflicting multiple priorities to deal with. Having employees they can trust is really important.

If you want to stand out, make sure you can demonstrate that you take ownership of a job and that you are the one who gets things done.

Communication

Another thing you’ll see on most job specs is the requirement for good communications skills. It’s not just about speaking clearly or good grammar – it’s about communicating appropriately for the situation. Understanding which communication channel is the right one for the situation is increasingly important in a technological, social media-driven world.

Energy

Most people want to come to work to be energised by the people around them. Managers avoid negative people because they know that over time it drains everyone around them and it reflects poorly on their company brand. Don’t be the person who people avoid!

The fundamentals

Turn up on time, be courteous, say ‘thank you’ and ‘please’. Don’t be a moaner, present yourself well, respect colleagues, be trustworthy and be authentic. Everybody can spot a colleague who goes a bit overboard with initiative, ownership, communication and energy!

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

First Base team up with Forest Green Rovers

We have teamed up with Forest Green Rovers to support the great work they do throughout their community initiative with young people.

Every year, FGR recruit a team of new young ambassadors who promote the club and get the message out about all the things they do on and off the pitch. The young ambassadors get to see how sustainability works in practice at the stadium and learn how the players live and breathe their values. They then share their experiences with their families, friends and teachers.

At First Base, we firmly believe in our community and social responsibilities and have invested in helping young people into work since we started in business 22 years ago. In 2018 we launched the First Base Leadership Challenge, providing free world-class leadership coaching for young people in work with local SME’S. Teaming up with FGR and sponsoring a Match Day is a natural extension to our activities.

Employers and candidates tell us that First Base is their first choice for help with their recruitment requirements and their personal career progression. If you would like to know more about how the First Base team could help you, contact us on 01453 755330.

If you want that job – be on time!

Question: When is punctuality important at a job interview?

Answer: Always!

If you want to get off to a good start and earn some positive points at an interview, being punctual is absolutely vital.

“Punctuality is a fundamental business courtesy that demonstrates you can be trusted to deliver as promised” – David Tovey

First Impressions

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.

Look at it from the potential employers point of view. If the person who apparently is really keen to work for you walks in for an interview 10 minutes late, would you trust them to be on time and be organized throughout their employment with you? The recruitment process also takes up a lot of time for both employment agencies and employers – being late suggests that you are indifferent about the effort they are taking to help you find the job you want.

Have no doubt that potential employers have heard all the excuses:

Sorry I’m late..

“The traffic was terrible”

“The trains were running late”

“I had problems finding your offices”

Use these excuses (or the many similar ones) and all that the interviewer will be thinking is that you are not organised enough to plan your journey. They know what the traffic is like around Gloucestershire, on the roads and motorways. They know how the trains run, they also know about Google Maps and Sat Nav. Remember that they travel the same routes themselves.

“People don’t arrive late, they set out late” – David Tovey

But don’t arrive early

Arriving late is clearly not going to help you get the job you want – but being too early isn’t going to help your cause either. There are people who turn up 30 – 40 minutes early for a job interview and waltz in thinking it’s ok.

Just like when you turn up late, the recruitment manager is thinking.

You can’t (or don’t) follow instructions.
You don’t respect the recruitment managers time pressures.

Late or early – if they are thinking that about you before you have even introduced yourself – what do you think that does to your chances of getting the job offer?

Turning up too early for an interview can also make it awkward for your potential employer. The organisation might only have one meeting room, so if you turn up too early you’ll have to be seated in reception – sometimes next to another person also waiting to go into the interview for the same role as you. That can be uncomfortable for everyone.

A job interview provides the opportunity for you to shine, it’s your chance to make the right impression and the impression you make starts the moment you arrive. Those extra 30-40 minutes will count towards what the potential employer thinks of you.

What should you do?

Plan to arrive around 5 minutes early, not earlier and not later.

If you turn up too early:

Go to a local coffee shop. You get time to collect your thoughts and relax.
Wait in your car. As above; you get time to read any notes you have made and use your smart phone to check out the latest news about the organisation you are about to meet with.
Go for a walk. Take in the sights of the local area.

When it comes to choosing between two good candidates, it can be the smallest of things that make all the difference. Don’t miss out on your finding your ideal job just because you didn’t turn up on time, it’s totally under your control. Check out our blog “Why didn’t I get the job”.