Sites must offer more than jobs

first_imgInternetjob sites must change if they are to meet the challenges of an ever-decreasingworkforce. By Prof Ray WildThereis a “talent drought” and it is likely to get worse. Organisations are findingit increasingly difficult to get and keep the people they need. TheAppointments sections of newspapers have multiplied and grown as a result. Evenmore significant has been the development of Internet job sites. The use ofsuch sites was up by almost 100 per cent last year.  Eighty per cent of companies increased their spending onweb-based recruiting and budgets are set to grow dramatically as companies tapthe Internet in the increasingly difficult search for good people.Thereare now more than 40,000 employment-related websites. Some are the giants. Forexample, now has boards for 13 countries with a total of 430,000job vacancies listed. There are many other big, international sites. There is,however, a great deal of database duplication with the same jobs and candidatesappearing on numerous sites. For example, individuals can have their CV emailedto potential employers. Fora modest fee, Monster’s ResumeZapper will send your CV to up to 8,800 potentialemployers. Algorithms – some very simple – are increasingly used to matchvacancies to individual job requirements. This enables sites not only to “zap”CVs to potential employers but also new vacancies to potential candidates. So,enthusiastic candidates can get a steady and substantial e-flow of potentialjobs, and employers can get a regular flood of candidates “matched” to theirrequirements.  Butthe services seem to have done little to solve the recruitment problem and agreat deal to increase the load, effort and general information “churn”.Nevertheless,companies need help, and the Internet sites could provide an answer and alsoprovide a better service to individuals. We will surely see changes in thescope and focus of what is now an indiscriminate service. Giventhe internationalisation of business and managers, international recruitmentsites will have increasing value. They will also be more focused, concentratingon specific sectors and groups of employers and those with particularskills.  The MBA’s jobs site is a goodexample of an international niche service ( Employersknow that the best people are not necessarily those who have put themselves onthe open market. They are “passive” candidates, content in their present jobsbut potentially interested in the right move. Recommendationsystems will therefore evolve through which individuals are rewarded by sitesfor recommending individuals for particular appointments for companies. Oneexample is In this way, job sites will begin to enter theexecutive search territory.Developmentssuch as video clips of candidates will improve services to employers andcandidates. But these could be just an overture to really significant changes.Good people no longer look for permanent employment commitments. They are notrecruited – they make themselves available to employers. Theypick and choose – and are very willing to move on – to further their careers.They, rather than employers, drive the employment and recruitment process. Jobsites should encourage and support such behaviour by providing forums andcommunities for individuals. Individuals who identify with their peers, nottheir employers, seek to congregate in order to debate, network, offer andreceive advice. Increasingly such communities will be facilitated andsupported. Websites which can provide this may begin to replace the role traditionally filledby some professional bodies and there will be scope for considerable overlapwith education and development activities.Inthe emerging situation employers will, increasingly, be marginalised. They willlose the ability to look after themselves in recruitment. They will becomedependent but not on the types of job site or executive search that predominatenow. Services which provide not just an employment marketplace and searchcapabilities but also support and cultivate professional communities, and theprofessional development of their individuals, may become the fulcrum in thisnew world.RayWild is principal of Henley Management College Comments are closed. Sites must offer more than jobsOn 27 Feb 2001 in Personnel Today Previous Article Next Article Related posts:No related photos.last_img read more

Socpo puts priority on ending racism at work

first_imgSocpo puts priority on ending racism at workOn 3 Apr 2001 in Personnel Today Socpowill lead the way in adopting the anti-discriminatory measures of the RaceRelations (Amendment) Act which came into force this week, claimed Socpo’s newpresident at the society’s annual conference. Speakingin Brighton last week, Keith Handley said, “I want to encourage more blackcolleagues to join Socpo. Currently, it stands at 5 per cent, which is notenough. I am looking to use membership expansion to address this.”Socpois drawing up plans to increase its membership from 500 to 5,000. Handleycriticised the record on ethnic minorities. He said, “I do not think Socpo orlocal government responded positively enough to the MacPherson report.“Thereseemed to be a perception that local government’s house was in order and thatthe report was aimed at other bodies. Well you take your eye off the race ballat your peril, and Socpo must not do that.” Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more

EC launches sweeping reform of its HR function

first_imgEC launches sweeping reform of its HR functionOn 7 Aug 2001 in Personnel Today Related posts:No related photos. Internal communications are playing a vital role in driving forward amassive reform programme at the European Commission, following allegations ofmismanagement and fraud during the 1999 scandal. Staff are being consulted on proposals to reform the HR function, includingthe modernisation of the pay system, changes to the career structure andincreased rights to flexible working. Restrictive categorisation of staff, based on educational achievement, madeit difficult for employees to progress. A new promotion structure will bedeveloped based on performance. Allowances are being increased to help with childcare, rights to flexibleworking, part-time working and teleworking are being extended, and family leavewill be lengthened. The commission aims to put a greater focus on equalopportunities and increase the training budget. The HR reforms are among a number of changes introduced after the previouscommission was forced to resign in March 1999 when an independent reportcriticised its working practices. David Bearfield, head of the internal communications group for the EuropeanCommission, said although huge changes had taken place in the commission, HRhad been untouched for 40 years. He stressed that internal communications were vital in facilitating thereform process. “We’re here to enable the reform process to happen and to allow it tohappen with staff and not just something that’s a top-down process that peoplefind out about through newspapers. We want to facilitate an open reform processwhere people can play a role,” he said. A reform site was set up on the commission’s intranet, which received160,000 hits a day. Katie Hawkins Previous Article Next Article Comments are closed. last_img read more

Website of the week:

first_imgWebsite of the week: www.diazresearch.comOn 4 Sep 2001 in Personnel Today Managing IT has always been an HR person’s worst nightmare, but DiazResearch aims to bring a better understanding between the two sides with thissite. Diaz is a commercial research consultancy selling research and reports topromote best practice in the field of IT and IT management. But it isaltruistic enough to know that good, sound advice for all helps to promote thecause (not to mention raising its profile) and the Web is the ideal vehicle fordisseminating it. All content on the site is originated and written by Diaz(unless otherwise stated), based on its own research. Areas covered includeworks councils, managing IT in a slowdown period and there is an illuminatingarticle on getting good pay data. “Like explosives, fast cars, and smallbabies, pay surveys can be deadly in the wrong hands,” the site says. Previous Article Next Article Comments are closed. Related posts:No related photos.last_img read more

Unjustified complaints?

first_imgUnjustified complaints?On 1 Mar 2002 in Personnel Today Comments are closed. Related posts:No related photos. Previous Article Next Article How to correctly deal with a sexual accusation and encouraging a newemployee to accept his ethnic colleagues. Advice by Madelyn P JenningsQ: “A manager who reports to me has complained several times that thesexist attitudes of some of her co-workers have impeded her advancement. In atleast one instance, she had a legitimate reason to complain about an obnoxiouspeer and we spoke to him about his comments, but we’ve not found any basis forher other complaints. How can I help her move past these suspicions?” A: This situation reminds me of a book by Laura Archera Huxley calledYou Are Not The Target (Metamorphous Press, Reissue Edition, 1995). Huxleydemonstrates that much of what happens to you is not intended, may be randomand certainly isn’t aimed at making you a victim. Huxley offers suggestionsabout how to become more objective in responding to things that happen to us. Your employee has had an upsetting encounter with a peer, and yourorganisation responded with a counselling session with him. However, sheapparently believes career-slowing sexist attitudes continue to affect her.This isn’t to suggest she shouldn’t be concerned, but I would recommend youadvise her to focus more on her performance than the attitudes of herco-workers. If an investigation hasn’t produced evidence for her othercomplaints, she might be complaining about sexism when her discontent reallystems from elsewhere. I might tell her I would like to have tea or coffee with her to talk abouther career aspirations. If she had her wish, what would her next job be? Whatabout the job after that and what would be the next steps towards those goals?Ask her, too, how she sees her present work environment. Listen closely. Shemay raise some criticisms you haven’t heard before, plus some you may alreadyhave. Address their validity one by one. As her manager, it’s yourresponsibility to determine if the environment is the problem and, if so, it’syour responsibility to fix it. However, if you conclude that she is using the complaint system as a crutchto mask some shortcomings, you must carefully but firmly walk her through ananalysis showing why her concerns aren’t valid. Q: “There has been a lot of recent discussion about the need torespect diversity in the workplace and elsewhere. Unfortunately, I have anemployee who is very cool, even curt, with people of other races and someethnic groups. He is a newcomer from a small town and our organisation is alarge one in an urban centre. How can I help him overcome his possibleprejudices?” A: It may be hard to tell if this person is simply shy; feeling outof his depth and somewhat intimidated by the faster-paced, big-city environmenthe finds himself working in; or seething with prejudices he learned from hisfamily or in his community. Whatever the reason, it is important you get to thebottom of it. First, I’d sit down with him and some of his peers, perhaps with a diversityexpert to facilitate the discussion, to talk about how they can respond to theneed to respect diversity. See what comes out around the table. If he’s silent through most of the meeting, follow it up immediately with aone-on-one conversation. Try to get him to talk about the issue. Use theconversation as an opportunity to underline that your company values diversityand it’s not a “would-be-nice” type of operating principle, butactually a business imperative. Remind him that the world is more diverse andsuccess comes from all types of people working together. Review some top-line statistics about the employee and customer base thatillustrate how diversity management has a bottom-line component. Explain howemployee satisfaction and customer loyalty are based on trust and respect,which develop through basic communication. His curt behaviour mayunintentionally signal a lack of respect, which can prompt reactions directlyopposed to loyalty indicators. You might involve him in a training session with some of his colleagues,including videotaping them in role-playing exercises with diversity themes.When people see themselves on tape, they usually get a clearer sense of howthey come across, for good or bad. To see if these steps are producing results, observe him in meetings to seeif he is more forthcoming than before. Try to ascertain if he’s interacted morecomfortably with co-workers of other races or ethnic groups and if he’s relaxedenough to engage in camaraderie that he seemed unreceptive to before. I would continue to talk with him to let him air his feelings about his job,his performance, his adjustment to the urban scene, his suggestions forimproving matters in the workplace. I’d probably add him to a committee or teamto help him connect with people and work more co-operatively. If he has real biases,they will emerge in these situations. And then serious counselling and probablya performance improvement plan, may be in order. MadelynP Jennings is a principal of the Cabot Advisory Group (, aUS-based company of veteran senior HR executives from global organisations.Cabot principals have direct experience designing and implementing creative,practical solutions to today’s leading HR challenges. Jennings was formerlysenior vice-president of HR at Gannett Co. last_img read more

BT network welcomes gay staff diversity

BT network welcomes gay staff diversityOn 9 Apr 2002 in Personnel Today Comments are closed. Previous Article Next Article BT has launched a support network to provide a forum for its gay, lesbianand bisexual staff. Kaleidoscope is expected to attract around 200 members initially across theBT group and will be run by a steering group of volunteers. The network aims to offer mutual career support to members and raiseawareness of the contribution that sexually diverse staff make to the company. BT group personnel director John Steele said the organisation had alsosigned up to the Stonewall diversity champions scheme, which promotes equalityin the workplace. “BT aims to support all of its people fully and already has threenetworks providing an additional voice for women, ethnic minorities andemployees with a disability,” he explained. The network will also provide support and advice for those staff wishing tocome out at work and increase BT’s understanding of the diversity of itscustomer base. In addition, Kaleidoscope will be available to contractors and temporarystaff and Steele is optimistic that the launch will promote BT as an employerthat supports minorities in its workforce: “I know it will set new standards for our gay, lesbian and bisexualcommunities. “It will also play a key role in helping to guide BT’s marketingactivities for its gay and lesbian customers,” he added. Related posts:No related photos. read more

Do I need to have a CIPD qualification?

first_imgI moved into HR a few years ago and have been working as a HR manager for acouple of years. Although I am happy with the company, I worry about howdifficult it will be to get a similar job if I am not CIPD qualified. With workand family commitments, I do not have the time at the moment to devote togetting this qualification. What should I do? Peter Sell, joint managing director, DMS Consultancy There are two types of company, those which look for their senior roles tobe filled by CIPD professionally qualified staff and those which make theirappointment decisions based on experience. With the CIPD looking at individual chartered status over the next few yearsthe qualification will be valued more and being without it may be a barrier –although not insurmountable – to career progression. If you have over two years’ HR experience and at least five years’management experience, then you can gain corporate membership of the CIPDthrough the professional assessment route. Peter Wilford, consultant, Chiumento You ask whether experience alone is sufficient or will future employers seekprofessional qualifications before considering you. To give three quickanswers: it depends on the blend of work and qualifications; not all employersshare the same view; in practice, how you go about your job search can say asmuch about you as either your qualifications and experience. You should keep abreast of developments through reading and developing yourskills in other ways – through short training courses, for example. This willmean you will have more to mention on your CV. A sure way of improving your chances of landing the right role is to ensureyou use every avenue into the job market. One reason that the”proactive” approaches – direct contact and networking – tend to workwell is that employers tend to treat your application on a more individualbasis. Your excellent track record may win employers over in preference to aqualified HR manager. Clare Judd, HR consultant, Macmillan Davies Hodes You need to make yourself as marketable as possible. The CIPD qualificationhas become more of a recognised and essential qualification for HRprofessionals and employers. However, some employers view demonstrableexperience as more important than qualifications although the CIPDqualification does provide employers with a comfort level when faced with candidatesat screening and interview stage. I suggest you contact the CIPD or local universities/colleges to gauge whatmethods of learning are open to you. Many learning programmes are available ona distance and flexible learning basis. Does your current employer sponsor employees to gain professionalqualifications? This may be an opportunity to gain financial assistance as wellas negotiating some flexible working hours to allow you to study. The CIPD qualification would certainly supplement your work experience todate when searching for a new opportunity. Do I need to have a CIPD qualification?On 16 Apr 2002 in Personnel Today Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more

Retirement laws needed to stem tide of tribunals

first_imgRetirement laws needed to stem tide of tribunalsOn 3 Dec 2002 in Personnel Today TheGovernment would be wise to speed up the introduction of age discriminationlegislation to put an end to the uncertainty TheGovernment would be wise to speed up the introduction of age discriminationlegislation to remove uncertainty and reduce the ever-growing number oftribunals.Itcomes as no surprise that the recent employment tribunal ruling allowingemployees over the age of 65 to bring claims for unfair dismissal and statutoryredundancy is to be appealed.TheGovernment clearly believes that, despite what the Labour Force Statisticssuggest, the upper age limit for employment claims is not discriminatory. However,some may have been surprised to read these words from a Governmentspokesperson: “Some issues are already clear. We must erode the presentcliff edge at the end of working life – where on Friday someone is a valuedmember of the workforce, but by Monday they are shunted into retirement. Thiswill mean extending choice and removing financial penalties that stand in people’sway. And it will mean legislating to end age discrimination at work.”Thesewere the words of the Work and Pensions Secretary Andrew Smith at the LabourParty Conference – but the subject matter was not compulsory retirement age,rather separate legislation concerning pension reforms.InlandRevenue regulations are to be reformed, opening up the possibility of easierretention when an employee has reached retirement age. Easier, that is, for theemployer to persuade staff to stay on. Thecurrent Inland Revenue regulations prevent employees from taking a pension andsalary from the same employer unless a completely different job is taken. Asa result, employees find they are unable to wind down to part-time work andstay with the same company purely because of financial difficulties. Thechanges to the pension restrictions will remove these financial barriers. Thiswill clearly benefit employers who wish to retain older workers who have keyroles in the company, and might otherwise be lost to competitors. Thismight be misinterpreted as the Government’s first step in introducinglegislation giving older workers more rights. However, whether the employee isinvited to stay on after retirement age is the employer’s choice. An employeedoesn’t have the right to complain if they are not retained. But legislationintroducing real rights for older workers is definitely in the pipeline.Implementationof the Employment Equality (Age) Regulations must take place before December2006. Although the first draft has not yet been published, it appears likely itwill be unlawful for an employer to stipulate a compulsory retirement age thatcannot be justified by the needs of the particular job.Inthe current situation, the Stratford Employment Tribunal’s decision is persuasive,but it does not change the law. Lawbooks still state that an employee over 65 years old or at normal retirementage, will not be able to bring a claim against their employer. Yet employeesare bringing claims on the back of this decision and these claims are beingstayed pending the appeal being heard. Everytime an employee is retired, there is a risk that they may present a complaintof unfair dismissal. Employers either have to follow a full dismissal procedureand identify a fair reason for dismissal, or bite the bullet and see whetherthey submit a claim. Thisuncertainty could be quickly addressed by the introduction of new legislation.Everybody knows that age discrimination laws must come into force. Delay nowmeans that employers are left in limbo and the tribunals lists are gettinglonger. Yes,there are practical difficulties in introducing age discrimination regulations.But there must also have been difficulties introducing similar legislationoutlawing race, sex and disability discrimination. Itwill take time for employers to become accustomed to age discriminationlegislation, and it is likely that for many, an inability to recognise it as aserious issue will result in costly claims and potentially large compensationawards. However,the benefit will be a return to certainty – which has got to be in everybody’sbest interests.ByMichael Ball, Employment partner, Halliwell Landau Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more

On the move

first_imgOn the moveOn 14 Jan 2003 in Personnel Today The UK’s largest Travel Inn Hotel, being constructed at Heathrow, hasrecruited Christine Ireland (pictured) as HR manager. She will oversee therecruitment drive to employ more than 200 new staff for the hotel, which is dueto open in May 2003. She will be responsible for hiring staff at all levels ofthe business, from housekeeping to senior managers. In addition, she will berecruiting staff to work in the adjoining business centre. Ireland joins thecompany after a gap year spent travelling in the US. Prior to that, she manageda hotel chain in Australia which employed 2,500 staff. The Royal Mail has appointed Tony McCarthy as HR director. He joins thegroup from electronics firm BAE Systems. His appointment required the consentof the Secretary of State and he joins the Royal Mail on a one-year rollingbasis. He has held no ministerial appointments and has not been involved inpolitical activity in the last five years. George Ball has joined the board of financial headhunters Napier ScottExecutive Search. As a non-executive director, Ball will formally represent NSES and play akey role in developing strategy and aiding in the development investmentbanking clients. Ball has worked within the global financial publishing marketsfor 15 years with Times newspapers, Euromoney Institutional Investor, Asiamoney and mostrecently as a main board director of Financial News. Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

Hat trick for refugee work campaign

first_imgThe PPA judges praised Personnel Today for its courage indrawing attention to the issue and said: “This campaign represented aunique stance… looking at refugees as a resource rather than a problem.” The latest recognition came from the Periodical PublishersAssociation and a panel of independent judges who voted the project ‘Campaignof the Year’ beating off six other shortlisted magazines for the title. Comments are closed. Launched in June 2001, the campaign aims to help Governmentand employers overcome obstacles to employing refugees and asylum-seekers. Thecampaign included one of the few pieces of original research on the subject,prompting the Government to carry out an audit of refugee skills and to developa strategy to get refugees working. Personnel Today’s ‘Refugees in Employment Campaign’ has beenawarded another prestigious publishing prize – the third in a row for thegroundbreaking editorial initiative. Hat trick for refugee work campaignOn 20 May 2003 in Personnel Today Previous Article Next Article Related posts:No related photos. Last month, the campaign won an award from the Commissionfor Racial Equality and last year earned the magazine the title Campaigner ofthe Year from The Work Foundation’s Media Awards. last_img read more