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<ul><li><p>APPOINTH R &amp; M A N AG E M E N T</p><p>THE SPRING/SUMMER 2015 EDITION</p><p>HIRING THE RIGHT PEOPLE TO MANAGE</p></li><li><p>2 Spring/Summer 2015 | HR &amp; Management</p><p>Inside this issue</p><p>3-4 How to: Conversations need to be constructive, or relationships between managers and employees will suffer. How do you set the tone?</p><p>5-7 Need to know: 10 strategies of world class HR organisations; law changes; 6 tips for winning at job interviews.</p><p>8 Supplying the best: How do you build a highly successful team? New videos by REED highlight our thought leadership.</p><p>9 Market overview: What do employers gain from graduate talent? Tom Lovell, REED Specialist Recruitment UK Managing Director, explains.</p><p>10-14 Revolving doors: The markets for temporary and graduate recruitment can often provide a barometer for the overall condition of UK jobs. </p><p>15-17 Hiring the right people to manage: Whether promoted internally or hired externally, hiring managers should be a strategic activity.</p><p>18-19 A day in the life: Rebekah Saunders is head of resourcing for Europe, Asia and Latin America at Walgreens Boots Alliance.</p><p>NEWS &amp; VIEWS FEATURES</p><p>PROFESSIONAL PRACTICE</p><p>The jobs market has shifted for all types of candidate temporary, permanent and graduate. </p><p>For employers needing the right mix of skills and experience to strengthen and grow their organisations, adopting a strategic approach to workforce planning, hiring and managing will be critical. </p><p>Progressive employers will seek to develop an understanding of where skills whether graduate or not are needed within the organisation and take planned and measured steps, with the help of a recruitment agency, to fill the vacancies most appropriately.</p><p>Time to prioritise relationships</p><p>welcome p2</p></li><li><p>3</p><p>If workplace discussions are not constructive, relationships between managers and employees are ineffective and can damage the organisation.</p><p>How to haveconstructiveconversations</p><p>Communication</p><p>'We want any criticism we give to lead to change'</p><p>Spring/Summer 2015 | HR &amp; Management</p><p>p3</p></li><li><p>4 Spring/Summer 2015 | HR &amp; Management</p><p>1: UNDERSTAND WHAT YOUR GOALS ARE </p><p> Constructive conversations are typically associated with negative appraisals. We want any criticism we give to lead to change. But positive conversations should have a specific goal too. Before sitting down with the person, consider what it is you want to get out of the conversation do you want them to improve their performance, or show them how much you appreciate their work? Often it may be a combination of both. </p><p>2: ADDRESS PERSONAL FEELINGS BEFORE THE CONVERSATION</p><p> Going into a conversation angry, disappointed or distressed is unlikely to achieve much and could make matters worse. Go for a walk, have a cup of tea, sleep on it, do what you know will help to calm you down first. If you cant delay the conversation, and still feel angry, try to prepare what you will say in advance using the most objective language possible. </p><p>3: LEAD FROM THE TOP Senior leaders need to set the tone in the conversations they have. This includes adopting a particular approach to addressing all-staff meetings, or building conversations into the daily functioning of the company encouraging face-to-face meetings rather than emails, and proposing weekly one-to-one discussions.</p><p>4: SET OUT CLEARLY, OPENLY AND OBJECTIVELY WHAT YOU NEED TO SAY</p><p> Whether you have called a meeting to ask your manager for a pay rise, or need to discuss performance management with an employee, be clear and open about why you are having the conversation. Be specific about your achievements. Show youve done your research with what your peers are earning elsewhere, for example.</p><p>5: BE EMPATHETIC</p><p>We are still human beings, and sometimes emotions take over. But, particularly if you are a manager, showing empathy for a persons situation and trying to understand the reasons for their behaviour is vital. Take the time to try and understand what pressures they are under or what they are feeling. This can make a big difference.</p><p>he calibre of conversations that take place at work has a big impact on hiring the right employees, the kind of leadership style deployed by managers and the success of the corporate culture. Unhelpful conversations can result in the wrong person being hired or the right person thinking they are the wrong fit for the organisation. How do you set the tone?</p><p>How to have constructive conversations p4</p></li><li><p>5 Spring/Summer 2015 | HR &amp; Management</p><p>Need to know</p><p>THE LEADERSHIP SKILLS A MANAGER SHOULD DISPLAY: </p><p> Inspires and motivates others</p><p> Displays strong integrity and honesty</p><p> Solves problems and analyses issues</p><p> Drives for results</p><p> Communicates powerfully and prolifically</p><p> Collaborates and promotes teamwork</p><p> Builds relationships</p><p> Displays technical or professional expertise</p><p> Displays a strategic perspective</p><p> Develops others</p><p> Takes initiative</p><p> Innovates</p><p> Champions change</p><p> Connects the group to the outside world</p><p> Establishes stretch goals</p><p> Practices self-development</p><p>Source: Jack Zenger and Joseph Folkam, Harvard Business Review</p><p>88 billion the annual contribution of soft skills to the UK economy</p><p>9,069 the average annual pay gap between professional men and women</p><p>86% the difference between retention rates for managers at world-class HR organisations and typical organisations.</p><p>6 TIPS FOR WINNING AT JOB INTERVIEWSFrom Laszlo Bock, Googles senior vice president, people operations</p><p>1Generate a list of 20 questions you are likely to be asked: Why do you want this job?, What is a tough problem youve solved?</p><p>2For each of the 20 questions, write down your answer. This process makes it stick in your brain and you can answer the question automatically.</p><p>3Have a backup plan and write three equally good answers for every question for when you have more than one interview for a job.</p><p>4Answer every question with a story, example or facts that proves you can do what you have been asked about.</p><p>5Focus on the interviewer what can you see about them in their office, what is their demeanour like? Do they like your questions or do you need to veer in another direction?</p><p>6Practice your answers out loud until you can tell each story smoothly without thinking about it.</p><p>p5</p></li><li><p>6</p><p>Need to know</p><p>1 Have a greater focus on strategic workforce planning, with an understanding of what skills need to be developed or acquired for their business to succeed.</p><p>2 Operate at 23% lower cost per employee than typical companies.</p><p>3 Function with 32% fewer staff than typical companies.4 Use analytics to provide better data on the companys </p><p>human capital and quantify the value of HR to the business.</p><p>5 Achieve higher levels of self-service and automation across a wide array of administrative and transactional activities, in part by spending 8% more on technology.</p><p>6 Operate with far fewer job grades, health and welfare administration plans and compensation plans, in order to reduce complexity.</p><p>7 Be significantly flatter, with 22% fewer managers, 23% fewer clerical staff and 26% more professionals.</p><p>8 Reconfigure internal staff and retain fewer employees in house when outsourcing.</p><p>9 Place 61% more staff per full-time equivalent internally, reducing the cost of hiring.</p><p>10 Show 82% better development of managers so they can move into leadership roles, through improved succession planning, better retention plans and enhanced organisational and leadership development.</p><p>Source: The Hackett Group, How leading HR organisations outperform their peersSpring/Summer 2015 | HR &amp; Management</p><p>10 strategies of world class HR organisations</p><p>p6</p></li><li><p>7 Spring/Summer 2015 | HR &amp; Management</p><p>Law changes Biological and adoptive parents of children due on or after 5 April 2015 can request to share parental leave. In addition, the husband, civil partner or partner of a pregnant woman is allowed the right to unpaid time off for up to two antenatal appointments.</p><p> The health and work assessment and advisory service will be introduced, offering free occupational health assistance for employers, employees and GPs. It can provide an occupational health assessment after four weeks of sickness absence.</p><p> Parents of children under 18 will now be able to request unpaid parental leave.</p><p> Employees looking to adopt children now no longer need a minimum of 26 weeks service with the employer, and adoption pay will be 90% of normal earnings for the first six weeks, in line with statutory maternity pay.</p><p> Statutory pay for maternity, paternity, adoption and shared parental leave has increased to 139.58 per week.</p><p> Statutory sick pay will increase to 88.45 per week.</p><p> Parents who have a child through surrogacy will be permitted to take ordinary paternity, adoption and shared parental leave and pay. Both parents will also be entitled to take unpaid time off to attend antenatal appointments with the woman carrying the child.</p><p> The limit for a weeks pay when calculating redundancy pay will rise to 475.</p><p> The limit for a weeks pay will increase to 475 when calculating unfair dismissal. The maximum compensation amount will rise to 78,355.</p><p>Soft skills like communication and teamwork are incredibly important to our business because of the impact they can have on our customers experience. As integral as they are to the performance and progression of our employees, I know that we can do more to recognise their importance. Jez Langhorn, chief people officer, McDonalds UK &amp; Northern Europe.</p><p>The most dangerous leadership myth is that leaders are born that there is a genetic factor to leadership. Thats nonsense; in fact, the opposite is true. Leaders are made rather than born. Warren Bennis, management writer.</p><p>Without the capacity to work with others, to communicate effectively and appropriately, to manage their emotions and channel their energy, to problem solve and perhaps most importantly to have resilience so when things go wrong they can learn from it and pick themselves up and carry on, young people struggle to secure work and be proactive members of their communities. Fiona Blacke, outgoing CEO, National Youth Agency.</p><p>SoundbitesEmployment law changes since 1st April you need to know:</p><p>Need to know</p><p>Source: Acas</p><p>p7</p></li><li><p>8 Spring/Summer 2015 | HR &amp; Management</p><p>Career tips</p><p>How do you build a highly successful team? Whats the best way to advance your career? Three procurement directors have outlined their tips and </p><p>advice in best practice videos by REED</p><p>Supplyingthe</p><p>BestT hree procurement industry leaders have taken part in the first set of videos by REED as part of the recruitment consultancys new approach to thought-leadership.</p><p>Chief purchasing officer at Britvic Soft Drinks and winner of the CIPS Procurement and Supply Chain Professional of the Year award in 2014, Fabienne Lesbros, Andrew Newnham, chief purchasing officer at ITV, and Chris Ayscough, purchasing director at SITA, have all starred in the new videos.</p><p>The three professionals discuss topics including supplier relationship management, building an effective procurement team and how organisations can go about changing their procurement strategy. They also discuss the all-important career tips for professionals hoping to climb the procurement and management career ladders.</p><p>Their insight has been captured in part animated/part interview-style short videos in which finely-tuned questions immediately get to the heart of what achieving success in the sector really takes.</p><p>With a heritage stretching back over 50 years, Reed Procurement &amp; Supply Chain is at the forefront of the UKs procurement </p><p>and supply chain recruitment market.</p><p>Five decades of experience have facilitated the development of unrivalled expertise, and with clients across the UK and industry-leading levels of integrity and professionalism, combined with pioneering uses of technology. </p><p>REED sees its enviable position as a leading consultancy as an opportunity to promote best practice for the wider good of the industry. Video, with its unparalleled value as a content medium, is the obvious channel through which to convey the best practice message, and direct communication with key players in the sector was chosen as a means of generating astute and engaging content on the subject.</p><p>To date, three videos have been produced, which will be available on, LinkedIn and Twitter, and will appear on and </p><p>p8</p><p>Fabienne Lesbros CPO, Britvic Soft Drinks</p><p>Andrew NewnhamCPO, ITV</p><p>Chris Ayscough purchasing director, SITA</p><p>http://www.reedglobal.com</p></li><li><p>9 Spring/Summer 2015 | HR &amp; Management</p><p>Market overview</p><p>Employers are taking on graduates again. This is a positive sign for the jobs market as a whole, says Tom Lovell, UK Managing Director of REED Specialist Recruitment</p><p>G raduates have not been immune to the effects of the recession. Just as the overall jobs market was dealt a knock, so too were graduates when employers reduced their intake as they sought to keep their staffing costs to a minimum. </p><p>Arguably the graduate recruitment market has picked up faster than the general jobs market. There are now much higher numbers of people recruited onto graduate programmes, and from everything I have seen that will continue. </p><p>Alongside formal graduate recruitment programmes, more organisations are hiring graduates into direct entry roles in order to fill the positions with people who may not have the experience, but offer the potential to grow quickly into the roles available.</p><p>The benefits of recruiting graduates onto a formal programme are numerous. Organisations can introduce different skill sets and inject talent into the business. Such programmes aid succession planning and help keep the organisation up to date by offering talent pipelines, whilst also providing real insight into the desires and working styles of the different generations that we now have in the workforce. </p><p>But there are challenges to address in order to get it right. Organisations need to be clear on what they are trying to achieve do they want to improve their organisational gene pool, hire their future leaders or simply recruit the best talent available for their current vacancies? Different approaches to graduate recruitment should be considered carefully, dependent on the desired outcomes.</p><p>Businesses must also be flexible about how they achieve their aims. They need to consider what is happening in terms of changing methods of communication and how they reach </p><p>out to their desired audiences in order to get their messages across. Intelligent and marketable graduates are more likely to undertake considerable amounts of desk-based research into companies. They are looking for how that company scores as an employer, and what other graduates already working there say about their experiences. There are now numerous ways that organisations employer brands, whether positive or negative, are immediately available to candidates.</p><p>In addit...</p></li></ul>