Amanda asks: It seems like every online job site offers some kind of résumé-writing service to subscribers (for a fee, of course). What are your thoughts about going with one of those sites vs. using a smaller, direct writing/design service? Recruiters - have you seen any difference in quality? Job-seekers - do you have a preference?
In answer:
Firstly, its your CV/Resume - who ever writes it, its yours.
Secondly, depends on which job you are applying for and what your route is to that job. If the job is direct, then you need a CV/Resume prepared for that job; if its via an agency or head hunter, then they will write/rewrite it for you, under the explaination they can improve your chances because they know what the client is looking for.
Thirdly, depends on how long you have been in your last position. If you have been there a long time, then a review with an independent professional will get your CV/Resume in the right shape quicker (you may not recognise your own skills; you probably won't know what's required in the marketplace), than you could on your own.
Finally - depends on how well you can write!
Personally, as a business owner who has a CV/Resume writing service and who runs a separate Agency, I would always carry a general CV which fairly in your own view reflects your skills, capabilities and what you want to do next. The original question was posed as where would you get your CV/Resume written - the better question would be how do you manage your career, and that then answers where you get your CV/Resume written
Wednesday, 11 June 2008
Tuesday, 10 June 2008
Love, sex and paper clips…..
This may shock some of the Daily Mail readership, but honestly – not all that goes on in the stationery cupboard is about picking-up the heavy items, inserting the ball point pen in the desk holder, or even obtaining a few desk wipes to remove ink stains….. there is romance amongst the paper clips as well.
And in our greatly dividing and less stable family orientated society, the office is now the most favoured placed by default for finding and engaging with a new partner – about 20% of people do these days: for the men, they get closer soon; and for women, they see the whole of life gambit and not just the grooming. And that means that the office romance of the post-WW2 era of young lust is now most often replaced by the second or third time attempt for the 30 and 40 something’s to try and find Mr or Mrs or Miss perfect.
What may also shock, is that as we as a society get older, we also get more open about being LGBT – research suggests that a society which is 2% openly LGBT in our 20’s, is a full on 10% by our 50’s and 60’s – a doubling of the out rate each 20 years.
So, how is a manager supposed to cope with all this? Just sack them the first time something happens? Sorry, but if you read the last blog, that’s just a minor misdemeanour and even if you have said NO OFFICE RELATIONSHIPS there are good legal precedents which would conclude that wholly illegal if taken to court.
The first thing to do is to accept it happens – so you need to be prepared to address the issue.
The second thing to do is set up an open door policy against suitable guidelines. The problem legally is – what is an office romance, and what is infatuation turned into unwarranted pursuit? So count them all as one opportunity. Make staff aware that pursuit and harassment in the work place, particularly sexual intention or innuendo, is wholly unacceptable – make that a major breach, followed by immediate suspension and investigation. Include a separate section which says that the company understands that office romances do some times occur, and that on these occasions the two or more people involved should not conduct their romance in office time, and at an early and suitable date make their manager aware that they are having or investigating a relationship
The third thing to do is to set-up a complaints and issues procedure, publicise it - and make it fully confidential. The office romance in a small company or team can be a wholly disruptive event, and you may not be the first to spot the first signs of the extended lunch break. I once worked in an office where of the nine people in the billing team, six where having an affair with each other – and the office debate was only what the other three were going to do, and would they film the result! After two quarters of one of my customers complaining about poor billing, my services manager and I agreed to address the problem in our next review with the boss – two days before the review, he found out why the second in command of billing never complained about the billing manager, when he heard funny noises coming from the boardroom table. We never lost any customers, but the turn around of the billing function took 18months and £250,000
Once being made aware of a situation, proceed with speedy caution is the action of the day. Ask each of the participants separately for a quick chat, and investigate how work is going, family life, etc – if the subject doesn’t come up in the first conversation, then undertake the same procedure immediately with the second participant: even the third person if necessary. If the incident doesn’t come up in conversation, then arrange to re-meet informally one of the participants and raise the subject – it is, after all, either their duty to inform or they are breaking company guidelines if the relationship is created through undue pursuit or pressure.
I once became aware of a pursuit situation within my team – another manager was pursuing one of my admin staff. I raised it with her and her female manager, who advised she was aware and it was under control – we then minuted it in our and her 1to1 notes after that point. A month later, after an incident where my manager and I drove 100miles to literally rescue her from a planned company trip the other manager had arranged, I asked her to report the incident via the normal complaints procedure – which she refused. Her manager and I kept the situation under review, and unfortunately the pursuit manager was 12months later reported for a similar incident, and thankfully dismissed. If you are in such a pursuit situation or are receiving unwarranted attention, and probably feeling lonely and isolated PLEASE report it. As the manager from the above situation, there is not a period where I don’t say: “dam – could have stopped the idiot earlier” and feel wholly guilty.
What happens if you have a genuine romance, where both partners are happy and content? In these “sue the so-and-so’s first” modern climate, and as a manager now aware of an office romance, you need to take some action. Firstly, if possible, separate the working environments and teams – even if all is happy, think about the effect on co-workers in the same team. Secondly, write to both partners to formally confirm the situation, asking them to confirm that they are both willing and freely participating; and advising them that they should inform you immediately should the situation change. Thirdly, monitor the situation – ask about how things are going at the 1to1’s, and summary minute that all is well. Some American corporations are introducing “Love Contracts,” where employee’s in an office romance sign a non-disclosure release form, meaning they can’t sue the company for certain issues at work. I am not sure in UK and Europe this is yet necessary, as long as managers monitor the situation and minute the fact all is OK and both partners are in the relationship of their own free will.
And in our greatly dividing and less stable family orientated society, the office is now the most favoured placed by default for finding and engaging with a new partner – about 20% of people do these days: for the men, they get closer soon; and for women, they see the whole of life gambit and not just the grooming. And that means that the office romance of the post-WW2 era of young lust is now most often replaced by the second or third time attempt for the 30 and 40 something’s to try and find Mr or Mrs or Miss perfect.
What may also shock, is that as we as a society get older, we also get more open about being LGBT – research suggests that a society which is 2% openly LGBT in our 20’s, is a full on 10% by our 50’s and 60’s – a doubling of the out rate each 20 years.
So, how is a manager supposed to cope with all this? Just sack them the first time something happens? Sorry, but if you read the last blog, that’s just a minor misdemeanour and even if you have said NO OFFICE RELATIONSHIPS there are good legal precedents which would conclude that wholly illegal if taken to court.
The first thing to do is to accept it happens – so you need to be prepared to address the issue.
The second thing to do is set up an open door policy against suitable guidelines. The problem legally is – what is an office romance, and what is infatuation turned into unwarranted pursuit? So count them all as one opportunity. Make staff aware that pursuit and harassment in the work place, particularly sexual intention or innuendo, is wholly unacceptable – make that a major breach, followed by immediate suspension and investigation. Include a separate section which says that the company understands that office romances do some times occur, and that on these occasions the two or more people involved should not conduct their romance in office time, and at an early and suitable date make their manager aware that they are having or investigating a relationship
The third thing to do is to set-up a complaints and issues procedure, publicise it - and make it fully confidential. The office romance in a small company or team can be a wholly disruptive event, and you may not be the first to spot the first signs of the extended lunch break. I once worked in an office where of the nine people in the billing team, six where having an affair with each other – and the office debate was only what the other three were going to do, and would they film the result! After two quarters of one of my customers complaining about poor billing, my services manager and I agreed to address the problem in our next review with the boss – two days before the review, he found out why the second in command of billing never complained about the billing manager, when he heard funny noises coming from the boardroom table. We never lost any customers, but the turn around of the billing function took 18months and £250,000
Once being made aware of a situation, proceed with speedy caution is the action of the day. Ask each of the participants separately for a quick chat, and investigate how work is going, family life, etc – if the subject doesn’t come up in the first conversation, then undertake the same procedure immediately with the second participant: even the third person if necessary. If the incident doesn’t come up in conversation, then arrange to re-meet informally one of the participants and raise the subject – it is, after all, either their duty to inform or they are breaking company guidelines if the relationship is created through undue pursuit or pressure.
I once became aware of a pursuit situation within my team – another manager was pursuing one of my admin staff. I raised it with her and her female manager, who advised she was aware and it was under control – we then minuted it in our and her 1to1 notes after that point. A month later, after an incident where my manager and I drove 100miles to literally rescue her from a planned company trip the other manager had arranged, I asked her to report the incident via the normal complaints procedure – which she refused. Her manager and I kept the situation under review, and unfortunately the pursuit manager was 12months later reported for a similar incident, and thankfully dismissed. If you are in such a pursuit situation or are receiving unwarranted attention, and probably feeling lonely and isolated PLEASE report it. As the manager from the above situation, there is not a period where I don’t say: “dam – could have stopped the idiot earlier” and feel wholly guilty.
What happens if you have a genuine romance, where both partners are happy and content? In these “sue the so-and-so’s first” modern climate, and as a manager now aware of an office romance, you need to take some action. Firstly, if possible, separate the working environments and teams – even if all is happy, think about the effect on co-workers in the same team. Secondly, write to both partners to formally confirm the situation, asking them to confirm that they are both willing and freely participating; and advising them that they should inform you immediately should the situation change. Thirdly, monitor the situation – ask about how things are going at the 1to1’s, and summary minute that all is well. Some American corporations are introducing “Love Contracts,” where employee’s in an office romance sign a non-disclosure release form, meaning they can’t sue the company for certain issues at work. I am not sure in UK and Europe this is yet necessary, as long as managers monitor the situation and minute the fact all is OK and both partners are in the relationship of their own free will.
Sunday, 8 June 2008
Cover letter do's and don'ts
Mohammed asks: What are the most important 3 things that you need to cover in a cover letter? which ones you should absolutely avoid?
Answer:
If I were to break a cover letter down into 3 things, here's what I came up with:
1. name/contact methods
2. what you are looking for and why, briefly!
3. how you can help solve the hiring managers problem and the qualifications to show that, briefly!
Don't to cover:
1. why you left other job
2. personal life issues -relations,housing, income, health
3. religious, political, race, gender, sexual, financial, lifestyle beliefs
BUT, the biggest mistake people make on cover letters: Sending one as a formality! Think about it this way- you're writing a LETTER to a PERSON explaining to them why you're interested in a job, and why they should be interested in you. If you think about it this way, you're letter will automatically be more interesting. You also have to know what your letter will be used for. Most busy hiring managers won't even look at your letter until after they've at least skimmed your CV/Resume (they don't have time). If they look at your resume and are still interested in you, they might read your letter for more information, or to answer questions they have about you, like "Why does he want this job?" A basic cover letter style should address:
Paragraph 1: State why you're writing the letter. (position you're applying for, and an overview of the contents of the rest of your letter)
Paragraph 2: Describe why you're qualified. (Give an overview of the highlights from your resume, and explain how these have prepared you for the job you're applying for.)
Paragraph 3: Provide supplemental information. (Make it interesting. Examples of topics- why you want the job, why you chose this career, your philosophy relating to that profession, how you would go about doing a certain aspect of the job, etc.)
Paragraph 4: Sum it all up. (Conclude, express your interest in an interview, thank them for their time and consideration.)
Answer:
If I were to break a cover letter down into 3 things, here's what I came up with:
1. name/contact methods
2. what you are looking for and why, briefly!
3. how you can help solve the hiring managers problem and the qualifications to show that, briefly!
Don't to cover:
1. why you left other job
2. personal life issues -relations,housing, income, health
3. religious, political, race, gender, sexual, financial, lifestyle beliefs
BUT, the biggest mistake people make on cover letters: Sending one as a formality! Think about it this way- you're writing a LETTER to a PERSON explaining to them why you're interested in a job, and why they should be interested in you. If you think about it this way, you're letter will automatically be more interesting. You also have to know what your letter will be used for. Most busy hiring managers won't even look at your letter until after they've at least skimmed your CV/Resume (they don't have time). If they look at your resume and are still interested in you, they might read your letter for more information, or to answer questions they have about you, like "Why does he want this job?" A basic cover letter style should address:
Paragraph 1: State why you're writing the letter. (position you're applying for, and an overview of the contents of the rest of your letter)
Paragraph 2: Describe why you're qualified. (Give an overview of the highlights from your resume, and explain how these have prepared you for the job you're applying for.)
Paragraph 3: Provide supplemental information. (Make it interesting. Examples of topics- why you want the job, why you chose this career, your philosophy relating to that profession, how you would go about doing a certain aspect of the job, etc.)
Paragraph 4: Sum it all up. (Conclude, express your interest in an interview, thank them for their time and consideration.)
Tuesday, 3 June 2008
I don’t want to recuit – I want to sack someone!
Please note - this is an article for guidance only within the UK, and should you actually require to dismiss someone, please always consult a suitable HR law qualified solicitor. The UK Law Society can provide you with a list of locally qualified law practices.
There are four main reasons why a company may need to recruit someone:
For promotion
For business expansion
Because the previous job holder left for another company
Because the current incumbent is not performing, and the company needs to sack them
As a recruiter, it is often the case that on taking a brief, it is found that if the company is recruiting in case 4, that the previous incumbent is either still in place and refusing to go, or you meet their lawyers in the entrance hall.
Why is this? Often because companies are unaware of the law, or even common decency when dealing with under performing employees. So, what are the grounds on which someone can be sacked?
Gross misconduct or repeated minor misconducts, or an employee failing to effectively carry out their job over a period of time are legitimate reasons for dismissal.
Minor Misconduct
A minor misconduct is where an employee breaks rules or performs poorly, but where the consequences for the business are limited. This would include:
Being late
Not performing to adequate/satisfactory standards - this could include failing Health & Safety standards
Where a company provides access to but specifically does not allow personal use, then using a company vehicle, telephones or internet facilities for personal use are considered issues of minor misconduct. However, be aware of changing social climates and more prevalent internet use among the young, and that uses in case of emergency are not grounds for minor misconduct.
Sickness is not a minor misconduct, and not considered adequate grounds for dismissal. A company would be expected to have a care procedure for sickness, and undertake a full review process considering other rolls first. It is within the employers rights to request an independent medical examination in cases of persistent sickness, and if found that the illness is permanent and that reassignment is not possible within the restrictions advised in the report, normally the employee is retired.
A minor misconduct is not normally adequate grounds for dismissal, but if the behaviour is repeated, even after warnings, then it becomes a gross misconduct issue.
Gross Misconduct
Gross misconduct is where an employee breaks the rules, and the consequences for the business are damaging. This would include:
Abusive Behaviour or violence
Theft or fraud
Alcohol or drug abuse
Discrimination or harassment
Deliberately damaging company equipment/property
Seriously breaking health and safety regulations
Serious Negligence
Serious insubordination
Misuse of an organisations property or name
Serious breach of confidence
By law, all employees must be given initial job training and awareness, and a period of time to perform to the stated standards. Hence, minor negligence caused by a lack of knowledge or experience should be addressed with training or guidance in the correct area, and is not grounds for Gross Misconduct.
Alcohol and drug abuse
In certain jobs, the use of alcohol and drugs are banned both during performance of the job, as well as occasionally a period before starting work. Most of these cases are where the use of such substances would create a high chance of mass fatalities, and hence are cases of Gross Misconduct.
However, more normally employers are faced with facing the consequences of dealing with persistence use, or loss of a license which means the employee can not undertake their duties.
If an employee is banned as a driver for a period, then it is either a case of minor or gross misconduct. Short bans for periods of up to six months for staff whose work involves driving but is not the main focus of their work, should be addressed initially as a case of minor misconduct and a review for temporary reassignment during the period of the ban. Employees whose main focus of work is driving, a ban of over three months could be considered a case of Gross misconduct, and after a review of reassignment, can be dismissed for gross misconduct.
A loss of a licence should not be used to remove employees for any reason other than their job ability during the ban. Be careful of dismissing an employee that could fulfil other functions while banned, it could lead to an unfair dismissal claim.
However, in a majority of cases of drug and alcohol abuse, particularly where in all others areas the employee is performing well, an agreed reassignment and referral to a rehabilitation or specialist treatment are most likely to help the employee manage their problem and return to work. This will in most cases work out cheaper than hiring and training a new employee, and often has the most positive effect on overall employee morale.
Redundancy
I will briefly cover redundancy, although recruiting post a redundancy would as you will see would be illegal, and I would refuse to take the recruitment brief.
There are many reasons why you may need to make someone redundant, a need to save money, overcapacity, branch/office/factory closure, or a lack of need for the job. In each case, there is a requirement to lose a particular number of staff.
Redundancy means that the job no longer exists. If a direct replacement is hired for the employee then it is NOT a reasonable case of redundancy. However, if an employee is made redundant as part of a need to reduce the workforce, and an existing employee moves into that job, that is still redundancy; as long as no vacancy or opening exists for the redundant job.
As redundancy causes a lot of damage to employee moral, always offer voluntary redundancy or early retirement options first. Yes, often this means that older, more experienced and hence more expensive employees will be the first to take the option, but the financial cost versus the effects on the remaining employees will be far, far less than compulsory redundancy. If offering voluntary redundancy, then it should be open to all employees - again, the morale cost versus the financial cost of losing some stars will be far less.
Legality
Before making any decisions on dismissal, it is of vital importance to make sure that your grounds for dismissal are legal. There are many situations that are covered in the law as being illegal grounds for dismissal. Such as:
Race
Gender
Disability
Pregnancy
Union membership / Non-membership
If an employee is dismissed on any of these grounds, they have a right to claim for unfair dismissal.
For example: It is not wrong to dismiss a disabled person as long as the grounds for dismissal are unrelated to the disability. To dismiss a disabled person for serious negligence is reasonable, but to dismiss a disabled person for slow productivity (caused by their disability) is not allowed, no matter when the disability became evident / occurred. The situation is more complex if a disability occurs that makes the employee unable to carry out their existing job at all. In this case, you should look to provide alternative work.
A suggested procedure
When you first become dissatisfied with the performance of an employee, then initially bring this up with them in a regular 1to1 meeting. Find out if there are other reasons for their under performance, adding appropriate notes in the 1to1 minutes - remember, it is always cheaper to retain an employee than dismiss them.
If the issue of under performance continues, then I recommend that you consult a legal professional, specialising in HR law. The law society can provide you with a list of local legal firms which provide such a service. After this point, always follow their instructions.
The normal procedure from this point would be to now advise the employee so in writing. (Step one of the standard procedure.) Meet with the employee to discuss the problem and to explore constructively how things might be improved. (Step two of the standard procedure.) You should explore whether the matter can be resolved informally, for example, through training for the employee or extra supervision of their work. Inform the employee of how you expect them to improve, over what time period and when their progress will be reviewed.
If an informal solution is not possibly, take formal action, which should follow these stages: first written warning, final written warning. Inform your employee that they have the right to appeal against your decision. (Step three of the standard procedure.) Written warnings must set out the nature of the problem, the improvement or change you require and the consequences for the employee of failing to comply. At each stage, you should meet again with the employee to give them a chance to present their case. A written warning should be disregarded after a specified period without further action (for example, six months for a final warning). If the employee requests an appeal, arrange a meeting to hear the appeal. Tell the employee your decision. (Step four of the standard procedure.) You may need to repeat the procedure outlined in this paragraph as necessary.
If the problem persists, you may now decide to dismiss the employee or possibly offer them an alternative job. Make sure you give the correct notice. You must again follow the standard four-step procedure, so give your reasons for dismissal/transfer/demotion in writing, meet with the employee and give them the opportunity to appeal.
Please note - this is an article for guidance only within the UK, and should you actually require to dismiss someone, please always consult a suitable HR law qualified solicitor. The UK Law Society can provide you with a list of locally qualified law practices.
There are four main reasons why a company may need to recruit someone:
As a recruiter, it is often the case that on taking a brief, it is found that if the company is recruiting in case 4, that the previous incumbent is either still in place and refusing to go, or you meet their lawyers in the entrance hall.
Why is this? Often because companies are unaware of the law, or even common decency when dealing with under performing employees. So, what are the grounds on which someone can be sacked?
Gross misconduct or repeated minor misconducts, or an employee failing to effectively carry out their job over a period of time are legitimate reasons for dismissal.
Minor Misconduct
A minor misconduct is where an employee breaks rules or performs poorly, but where the consequences for the business are limited. This would include:
Where a company provides access to but specifically does not allow personal use, then using a company vehicle, telephones or internet facilities for personal use are considered issues of minor misconduct. However, be aware of changing social climates and more prevalent internet use among the young, and that uses in case of emergency are not grounds for minor misconduct.
Sickness is not a minor misconduct, and not considered adequate grounds for dismissal. A company would be expected to have a care procedure for sickness, and undertake a full review process considering other rolls first. It is within the employers rights to request an independent medical examination in cases of persistent sickness, and if found that the illness is permanent and that reassignment is not possible within the restrictions advised in the report, normally the employee is retired.
A minor misconduct is not normally adequate grounds for dismissal, but if the behaviour is repeated, even after warnings, then it becomes a gross misconduct issue.
Gross Misconduct
Gross misconduct is where an employee breaks the rules, and the consequences for the business are damaging. This would include:
By law, all employees must be given initial job training and awareness, and a period of time to perform to the stated standards. Hence, minor negligence caused by a lack of knowledge or experience should be addressed with training or guidance in the correct area, and is not grounds for Gross Misconduct.
Alcohol and drug abuse
In certain jobs, the use of alcohol and drugs are banned both during performance of the job, as well as occasionally a period before starting work. Most of these cases are where the use of such substances would create a high chance of mass fatalities, and hence are cases of Gross Misconduct.
However, more normally employers are faced with facing the consequences of dealing with persistence use, or loss of a license which means the employee can not undertake their duties.
If an employee is banned as a driver for a period, then it is either a case of minor or gross misconduct. Short bans for periods of up to six months for staff whose work involves driving but is not the main focus of their work, should be addressed initially as a case of minor misconduct and a review for temporary reassignment during the period of the ban. Employees whose main focus of work is driving, a ban of over three months could be considered a case of Gross misconduct, and after a review of reassignment, can be dismissed for gross misconduct.
A loss of a licence should not be used to remove employees for any reason other than their job ability during the ban. Be careful of dismissing an employee that could fulfil other functions while banned, it could lead to an unfair dismissal claim.
However, in a majority of cases of drug and alcohol abuse, particularly where in all others areas the employee is performing well, an agreed reassignment and referral to a rehabilitation or specialist treatment are most likely to help the employee manage their problem and return to work. This will in most cases work out cheaper than hiring and training a new employee, and often has the most positive effect on overall employee morale.
Redundancy
I will briefly cover redundancy, although recruiting post a redundancy would as you will see would be illegal, and I would refuse to take the recruitment brief.
There are many reasons why you may need to make someone redundant, a need to save money, overcapacity, branch/office/factory closure, or a lack of need for the job. In each case, there is a requirement to lose a particular number of staff.
Redundancy means that the job no longer exists. If a direct replacement is hired for the employee then it is NOT a reasonable case of redundancy. However, if an employee is made redundant as part of a need to reduce the workforce, and an existing employee moves into that job, that is still redundancy; as long as no vacancy or opening exists for the redundant job.
As redundancy causes a lot of damage to employee moral, always offer voluntary redundancy or early retirement options first. Yes, often this means that older, more experienced and hence more expensive employees will be the first to take the option, but the financial cost versus the effects on the remaining employees will be far, far less than compulsory redundancy. If offering voluntary redundancy, then it should be open to all employees - again, the morale cost versus the financial cost of losing some stars will be far less.
Legality
Before making any decisions on dismissal, it is of vital importance to make sure that your grounds for dismissal are legal. There are many situations that are covered in the law as being illegal grounds for dismissal. Such as:
If an employee is dismissed on any of these grounds, they have a right to claim for unfair dismissal.
For example: It is not wrong to dismiss a disabled person as long as the grounds for dismissal are unrelated to the disability. To dismiss a disabled person for serious negligence is reasonable, but to dismiss a disabled person for slow productivity (caused by their disability) is not allowed, no matter when the disability became evident / occurred. The situation is more complex if a disability occurs that makes the employee unable to carry out their existing job at all. In this case, you should look to provide alternative work.
A suggested procedure
When you first become dissatisfied with the performance of an employee, then initially bring this up with them in a regular 1to1 meeting. Find out if there are other reasons for their under performance, adding appropriate notes in the 1to1 minutes - remember, it is always cheaper to retain an employee than dismiss them.
If the issue of under performance continues, then I recommend that you consult a legal professional, specialising in HR law. The law society can provide you with a list of local legal firms which provide such a service. After this point, always follow their instructions.
The normal procedure from this point would be to now advise the employee so in writing. (Step one of the standard procedure.) Meet with the employee to discuss the problem and to explore constructively how things might be improved. (Step two of the standard procedure.) You should explore whether the matter can be resolved informally, for example, through training for the employee or extra supervision of their work. Inform the employee of how you expect them to improve, over what time period and when their progress will be reviewed.
If an informal solution is not possibly, take formal action, which should follow these stages: first written warning, final written warning. Inform your employee that they have the right to appeal against your decision. (Step three of the standard procedure.) Written warnings must set out the nature of the problem, the improvement or change you require and the consequences for the employee of failing to comply. At each stage, you should meet again with the employee to give them a chance to present their case. A written warning should be disregarded after a specified period without further action (for example, six months for a final warning). If the employee requests an appeal, arrange a meeting to hear the appeal. Tell the employee your decision. (Step four of the standard procedure.) You may need to repeat the procedure outlined in this paragraph as necessary.
If the problem persists, you may now decide to dismiss the employee or possibly offer them an alternative job. Make sure you give the correct notice. You must again follow the standard four-step procedure, so give your reasons for dismissal/transfer/demotion in writing, meet with the employee and give them the opportunity to appeal.
Please note - this is an article for guidance only within the UK, and should you actually require to dismiss someone, please always consult a suitable HR law qualified solicitor. The UK Law Society can provide you with a list of locally qualified law practices.
Monday, 2 June 2008
Candidate - no follow up, what do I do?
Russ asks: Having been for an interview three weeks ago, and heard nothing, I am getting a bit worried. Do I assume I have not been hired, or is there anything I can do?
In answer:
It's not unusual Russ, but it is rare for companies not to follow up - and its often a legal need. Most often, if you hear within the first few days, you haven't got the job - but not hearing can be equally as distressing. At the end of the interview, you were probably reminded that should you have any follow up question, that you should contact someone from HR. In corporates, there is a good reason for that, as legally they want to protect the corporation. If you feel in any doubt, then do pick up the phone and ask. But, if you really want the job, or have had no answer from the HR people - pick up the phone and speak to the hiring manager, who you met during the interview. This is a risky strategy (except for sales posts), but one which - if you accept the likely hood that you didn't get the job - can work to you advantage. Don't write a letter, call the main switchboard and ask to speak to the hiring manager by name. When they answer, explain who you are and when you were interviewed, and that you have asked HR for an update and have heard nothing. As you had other interviews at the same time and wanted to know what your options were, you thought you would give them a call. Now, pin back your ears, go silent, prepare to be wholly sympathetic to their plight - and just listen! Be fully prepared for the "sorry, but..." and also be prepared for a few additional questions. Good Luck!
In answer:
It's not unusual Russ, but it is rare for companies not to follow up - and its often a legal need. Most often, if you hear within the first few days, you haven't got the job - but not hearing can be equally as distressing. At the end of the interview, you were probably reminded that should you have any follow up question, that you should contact someone from HR. In corporates, there is a good reason for that, as legally they want to protect the corporation. If you feel in any doubt, then do pick up the phone and ask. But, if you really want the job, or have had no answer from the HR people - pick up the phone and speak to the hiring manager, who you met during the interview. This is a risky strategy (except for sales posts), but one which - if you accept the likely hood that you didn't get the job - can work to you advantage. Don't write a letter, call the main switchboard and ask to speak to the hiring manager by name. When they answer, explain who you are and when you were interviewed, and that you have asked HR for an update and have heard nothing. As you had other interviews at the same time and wanted to know what your options were, you thought you would give them a call. Now, pin back your ears, go silent, prepare to be wholly sympathetic to their plight - and just listen! Be fully prepared for the "sorry, but..." and also be prepared for a few additional questions. Good Luck!
Sunday, 1 June 2008
Employers questions - vetting candidates
Charles asks: When you are facing a pile of resumes and limited time there is always a temptation to move too fast through the pile. What do you do to ensure that a golden nugget does not slip through your hands? If there is one or two things that someone could do to improve the chances of their resume being read, what would they be? On the other hand, what one or two things will ensure that a resume is not read?
In answer: One word - relevance! Too many applicant responses suggests a badly written advert. If applicants don't hit the (three/five) key criteria in the advert in the first half page, put them in one of three piles: possible, interesting, thank you. If there is something there but they still haven't answered the relevance question in the first page, its a "thank you." But my answer shouldn't be a surprise - a well written resume/CV should address the needs of the advert in the same half page length.
Send the thank you pile a thank you letter - if they don't match the stated criteria, then they are not suitable candidates. Follow up the possible column with a telephone call, and add the interesting column if there are not enough good candidates coming through the process - it is possible if the advert was poorly written, that a large pile of CV's/resumes mean few good and suitable applicants.
In answer: One word - relevance! Too many applicant responses suggests a badly written advert. If applicants don't hit the (three/five) key criteria in the advert in the first half page, put them in one of three piles: possible, interesting, thank you. If there is something there but they still haven't answered the relevance question in the first page, its a "thank you." But my answer shouldn't be a surprise - a well written resume/CV should address the needs of the advert in the same half page length.
Send the thank you pile a thank you letter - if they don't match the stated criteria, then they are not suitable candidates. Follow up the possible column with a telephone call, and add the interesting column if there are not enough good candidates coming through the process - it is possible if the advert was poorly written, that a large pile of CV's/resumes mean few good and suitable applicants.
Interview tips - with a presentation....
Jason asks: Following a successful application/CV, I am now looking forward to an interview tomorrow afternoon for a fundraising job. The structure of the interview from their letter is as follows:
*2.55pm Arrive at reception for interview.
*3.00pm Interview begins
*3.45pm Interview ends
The first thing I have to do in the interview is a presentation about raising the profile of the charity and raising more funds. I have ten minutes for this, no more.
Has anyone else experienced this sort of interview? What happens after the first ten minutes? As the job is for a fundraising role I guess we'll talk about fundraising some more, but then I just did that?
In answer:
The standard agenda and timing for this type of interview is......
10mins for presentation
10mins for Q&A on presentation
25mins residual "standard" interview
This interview format more quickly separates for the employer, applicants who have both the required mix of skills/experience AND will fit into the organisation the easiest. This is an interview format that makes it easy to pick out the candidates the employer can say YES to, because it is full of candidate elephant traps. If the applicant is off track from what the employer is looking for from the start of the presentation, the applicant is unlikely to get back on track in the rest of the interview.
A 10min presentation is a maximum of six slides in large print (is that A4, flip-chart or powerpoint? take two extra copies which ever format). Do at least some financial analysis and market analysis, and pick out a quote or two from their own annual report - all on one slide; a SWOT is a common tool for analysing the where to; then an action plan split short/medium term - so that's three slides!
The next 10min section will then flow from that - think the 5W's of history: who, what, where, when, why - and in this case, how? Think questions like: HOW did you research this; WHY did you analyse it that way; WHAT are the alternatives/why did you dismiss them; and WHEN do you think the revenues would flow?
The formal interview will probe your skills against the job description, which will have highlighted the core skills the candidate is expected to have - so the questions will be based around your experience in those areas: "Give me an example of where your have.... (insert core skill)"
One thing you need to do is have at least five questions prepared for them which further probe the role - two will probably be resolved during the interview, and you want at least two for the end of the interview. Standard questions from the candidate which are not one of those five are: what are the next steps; when should I expect to hear from you; when would you expect the chosen candidate to start?
If you have any more questions, drop me a line - Good Luck!
*2.55pm Arrive at reception for interview.
*3.00pm Interview begins
*3.45pm Interview ends
The first thing I have to do in the interview is a presentation about raising the profile of the charity and raising more funds. I have ten minutes for this, no more.
Has anyone else experienced this sort of interview? What happens after the first ten minutes? As the job is for a fundraising role I guess we'll talk about fundraising some more, but then I just did that?
In answer:
The standard agenda and timing for this type of interview is......
This interview format more quickly separates for the employer, applicants who have both the required mix of skills/experience AND will fit into the organisation the easiest. This is an interview format that makes it easy to pick out the candidates the employer can say YES to, because it is full of candidate elephant traps. If the applicant is off track from what the employer is looking for from the start of the presentation, the applicant is unlikely to get back on track in the rest of the interview.
A 10min presentation is a maximum of six slides in large print (is that A4, flip-chart or powerpoint? take two extra copies which ever format). Do at least some financial analysis and market analysis, and pick out a quote or two from their own annual report - all on one slide; a SWOT is a common tool for analysing the where to; then an action plan split short/medium term - so that's three slides!
The next 10min section will then flow from that - think the 5W's of history: who, what, where, when, why - and in this case, how? Think questions like: HOW did you research this; WHY did you analyse it that way; WHAT are the alternatives/why did you dismiss them; and WHEN do you think the revenues would flow?
The formal interview will probe your skills against the job description, which will have highlighted the core skills the candidate is expected to have - so the questions will be based around your experience in those areas: "Give me an example of where your have.... (insert core skill)"
One thing you need to do is have at least five questions prepared for them which further probe the role - two will probably be resolved during the interview, and you want at least two for the end of the interview. Standard questions from the candidate which are not one of those five are: what are the next steps; when should I expect to hear from you; when would you expect the chosen candidate to start?
If you have any more questions, drop me a line - Good Luck!
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