Appoint HR & Management Spring Summer 2015

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  2. 2. 2 Spring/Summer2015 | HR&Management Inside this issue 3-4How to: Conversations need to be constructive, or relationships between managers and employees will suffer. How do you set the tone? 5-7Need to know: 10 strategies of world class HR organisations; law changes; 6 tips for winning at job interviews. 8Supplying the best: How do you build a highly successful team? New videos by REED highlight our thought leadership. 9Market overview: What do employers gain from graduate talent? Tom Lovell, REED Specialist Recruitment UK Managing Director, explains. 10-14Revolving doors: The markets for temporary and graduate recruitment can often provide a barometer for the overall condition of UK jobs. 15-17 Hiring the right people to manage: Whether promoted internally or hired externally, hiring managers should be a strategic activity. 18-19A day in the life: Rebekah Saunders is head of resourcing for Europe, Asia and Latin America at Walgreens Boots Alliance. NEWSVIEWS FEATURES PROFESSIONAL PRACTICE The jobs market has shifted for all types of candidate temporary, permanent and graduate. 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. 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. Time to prioritise relationships welcome p2
  3. 3. 3 If workplace discussions are not constructive, relationships between managers and employees are ineffective and can damage the organisation. How to have constructive conversations Communication 'We want any criticism we give to lead to change' Spring/Summer2015 | HRManagement p3
  4. 4. 4 Spring/Summer2015 | HRManagement 1: UNDERSTAND WHAT YOUR GOALS ARE 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. 2: ADDRESS PERSONAL FEELINGS BEFORE THE CONVERSATION 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. 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. 4: SET OUT CLEARLY, OPENLY AND OBJECTIVELY WHAT YOU NEED TO SAY 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. 5: BE EMPATHETIC 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. 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? How to have constructive conversations p4
  5. 5. 5 Spring/Summer2015 | HRManagement Need to know THE LEADERSHIP SKILLS A MANAGER SHOULD DISPLAY: Inspires and motivates others Displays strong integrity and honesty Solves problems and analyses issues Drives for results Communicates powerfully and prolifically Collaborates and promotes teamwork Builds relationships Displays technical or professional expertise Displays a strategic perspective Develops others Takes initiative Innovates Champions change Connects the group to the outside world Establishes stretch goals Practices self- development Source: Jack Zenger and Joseph Folkam, Harvard Business Review 88 billion the annual contribution of soft skills to the UK economy 9,069 the average annual pay gap between professional men and women 86% the difference between retention rates for managers at world-class HR organisations and typical organisations. 6 TIPS FOR WINNING AT JOB INTERVIEWS From Laszlo Bock, Googles senior vice president, people operations 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? 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. 3Have a backup plan and write three equally good answers for every question for when you have more than one interview for a job. 4Answer every question with a story, example or facts that proves you can do what you have been asked about. 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? 6Practice your answers out loud until you can tell each story smoothly without thinking about it. p5
  6. 6. 6 Need to know 1Have a greater focus on strategic workforce planning, with an understanding of what skills need to be developed or acquired for their business to succeed. 2Operate at 23% lower cost per employee than typical companies. 3Function with 32% fewer staff than typical companies. 4Use analytics to provide better data on the companys human capital and quantify the value of HR to the business. 5Achieve higher levels of self-service and automation across a wide array of administrative and transactional activities, in part by spending 8% more on technology. 6Operate with far fewer job grades, health and welfare administration plans and compensation plans, in order to reduce complexity. 7Be significantly flatter, with 22% fewer managers, 23% fewer clerical staff and 26% more professionals. 8Reconfigure internal staff and retain fewer employees in house when outsourcing. 9Place 61% more staff per full-time equivalent internally, reducing the cost of hiring. 10Show 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. Source: The Hackett Group, How leading HR organisations outperform their peersSpring/Summer2015 | HRManagement 10 strategies of world class HR organisations p6
  7. 7. 7 Spring/Summer2015 | HRManagement 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. 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. Parents of children under 18 will now be able to request unpaid parental leave. 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. Statutory pay for maternity, paternity, adoption and shared parental leave has increased to 139.58 per week. Statutory sick pay will increase to 88.45 per week. 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. The limit for a weeks pay when calculating redundancy pay will rise to 475. The limit for a weeks pay will increase to 475 when calculating unfair dismissal. The maximum compensation amount will rise to 78,355. 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 UKNorthern Europe. 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. 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. Soundbites Employment law changes since 1st April you need to know: Need to know Source: Acas p7 NEW REGULATIONS ON SHARED PARENTAL LEAVE Click here to read the full article
  8. 8. 8 Spring/Summer2015 | HRManagement Career tips How do you build a highly successful team? Whats the best way to advance your career? Three procurement directors have outlined their tips and advice in best practice videos by REED Supplying the Best T 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. ChiefpurchasingofficeratBritvic SoftDrinksandwinneroftheCIPS ProcurementandSupplyChain ProfessionaloftheYearawardin2014, FabienneLesbros,AndrewNewnham, chiefpurchasingofficeratITV,andChris Ayscough,purchasingdirectoratSITA, haveallstarredinthenewvideos. Thethreeprofessionalsdiscuss topicsincludingsupplierrelationship management,buildinganeffective procurementteamandhow organisationscangoaboutchanging theirprocurementstrategy.Theyalso discusstheall-importantcareertips forprofessionalshopingtoclimbthe procurementandmanagementcareer ladders. Theirinsighthasbeencapturedinpart animated/partinterview-styleshortvideos inwhichfinely-tunedquestionsimmediately gettotheheartofwhatachievingsuccess inthesectorreallytakes. Withaheritagestretchingbackover50 years,ReedProcurementSupplyChain isattheforefrontoftheUKsprocurement andsupplychainrecruitmentmarket. Fivedecadesofexperiencehave facilitatedthedevelopmentofunrivalled expertise,andwithclientsacrosstheUK andindustry-leadinglevelsofintegrity andprofessionalism,combinedwith pioneeringusesoftechnology. REEDseesitsenviablepositionasa leadingconsultancyasanopportunity topromotebestpracticeforthewider goodoftheindustry.Video,withits unparalleledvalueasacontentmedium, istheobviouschannelthroughwhichto conveythebestpracticemessage,and directcommunicationwithkeyplayers inthesectorwaschosenasameansof generatingastuteandengagingcontent onthesubject. Todate,threevideoshavebeenproduced,, LinkedInandTwitter,andwillappear p8 Fabienne Lesbros CPO, Britvic Soft Drinks Andrew Newnham CPO, ITV Chris Ayscough purchasing director, SITA
  9. 9. 9 Spring/Summer2015 | HRManagement Market overview 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 G raduateshavenotbeenimmunetotheeffects oftherecession.Justastheoveralljobsmarket wasdealtaknock,sotooweregraduateswhen employersreducedtheirintakeastheysought tokeeptheirstaffingcoststoaminimum. Arguablythegraduaterecruitmentmarkethaspickedup fasterthanthegeneraljobsmarket.Therearenowmuchhigher numbersofpeoplerecruitedontograduateprogrammes,and fromeverythingIhaveseenthatwillcontinue. Alongsideformalgraduaterecruitmentprogrammes,more organisationsarehiringgraduatesintodirectentryrolesinorder tofillthepositionswithpeoplewhomaynothavetheexperience, butofferthepotentialtogrowquicklyintotherolesavailable. Thebenefitsofrecruitinggraduatesontoaformalprogramme arenumerous.Organisationscanintroducedifferentskillsets andinjecttalentintothebusiness.Suchprogrammesaid successionplanningandhelpkeeptheorganisationuptodate byofferingtalentpipelines,whilstalsoprovidingrealinsightinto thedesiresandworkingstylesofthedifferentgenerationsthat wenowhaveintheworkforce. Buttherearechallengestoaddressinordertogetitright. Organisationsneedtobeclearonwhattheyaretryingto achievedotheywanttoimprovetheirorganisationalgenepool, hiretheirfutureleadersorsimplyrecruitthebesttalentavailable fortheircurrentvacancies?Differentapproachestograduate recruitmentshouldbeconsideredcarefully,dependentonthe desiredoutcomes. Businessesmustalsobeflexibleabouthowtheyachieve theiraims.Theyneedtoconsiderwhatishappeninginterms ofchangingmethodsofcommunicationandhowtheyreach outtotheirdesiredaudiencesinordertogettheirmessages across.Intelligentandmarketablegraduatesaremorelikelyto undertakeconsiderableamountsofdesk-basedresearchinto companies.Theyarelookingforhowthatcompanyscoresas anemployer,andwhatothergraduatesalreadyworkingthere sayabouttheirexperiences.Therearenownumerouswaysthat organisationsemployerbrands,whetherpositiveornegative, areimmediatelyavailabletocandidates. Inaddition,employersneedtoensurethatcareerdevelopment opportunitiesexistforall,andnotjustanelitefew,suchthatthey avoidcreatingatwo-tierworkforce.Investmentingraduate developmentattheexpenseoftherestoftheworkforcecan bedivisive.Thismustbeaboutgettingthebestoutofeveryone, makingsureeveryoneissuitablyengaged,incentivisedand managed. Gettingtherecruitmentrightinthefirstplacehiringthose whoaretherightfitfortheorganisationisvital.Acultural mismatchcanbeacostlymistake.Ensuringlinemanagersare uptospeedonthebenefitsofgraduaterecruitmentwillbean importantwaytosellanyprogrammeacrosstheorganisation. Goodrecruiterstoocanprovidenotjustawiderrecruitmentpool butexpertiseinselectionandassessmenttoensureyousecure thebesttal...