Welcome to issue 211 of the ukrecruiter newsletter. If you've any
suggestions for article topics or features please let us know. We've also always on the look out for new contributors (especially a CV
Database expert!)
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Article
One: Referral Schemes part two: Top Tool in the War for Talent
by Jamie Barber
Having outlined some of the benefits and pitfalls in undertaking a Referral Scheme initiative in Part One of this series, we will now look at some of the ways that such a scheme can be maximised to yield the highest returns.
Having decided to take up the initiative, it would seem relatively straightforward to initiate a Referral Scheme – simply ask your employees to refer their friends to your team of Recruitment Consultants. And at a very basic level it can be as simple as this. But by thinking a little more laterally you can add tremendous value to the results generated by your Referral Scheme and avoid a few potential hazards on the way.
1) Write the rulebook
To avoid unnecessary future complications you should set the rules right at the outset. Who can make referrals? What happens if an employee bypasses the process? Should there be a formalised appeals procedure? Should employees be able to split bounties for successful hires? How do you discourage your staff from ‘second income syndrome’ where they spend more time sourcing referrals than on their day jobs? If your Agency straddles national boundaries and you adapt bonus levels according to local income, what happens when a referral is made across the borders?
You should also make it clear whether you are paying a bonus for the referral or the placement - a subtle difference which requires further explanation. From your viewpoint, you will be keen to place the referred candidate before parting with the lion’s share of the bonus. From the referrer’s perspective, it could be argued that once the referred candidate is on your books the referrer’s job is done and a bonus should be awarded in its entirety regardless of whether the candidate is placed or not. To avoid confusion you should define clearly whether you mean to penalise the referrer if your team of Recruitment Consultants, having made every effort, have failed to place the referred candidate.
2) Widen your horizons
Is there any reason why your Referral Scheme should be open only to current company employees? Although you may want to vet any vacancies leaving the ‘boundaries’ of your Agency, you might be surprised at the response from suppliers, partners, third-party contract staff and those who have moved on from your Agency, particularly for vacancies in their areas of expertise. Additionally, you could even consider opening up the scheme to current candidates on your books, as long as you are able to reassure them that making referrals will not harm their own prospects.
Should you decide to open up your Referral Scheme in this way, however, do take the time to investigate any tax implications (to your organisation as well as the referrer) of paying bonuses to those not currently on your payroll.
In Part Three of this series we will continue to examine ways to make the most of your Referral Scheme, including ideas for cash-free bounties.
Jamie Barber is a senior
consultant for IntroNet, a UK based HR solutions provider,
specialising in customised resourcing solutions and consultancy
services. You can contact him directly at jamie.barber@intronet.com
or on 0207 255 2572, alternatively visit www.intronet.com
for more information.
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Article
Two: Ten tips to motivate and engage your staff by Inspira UK
1. Listen to your people – people who are actively listened to by management feel more involved and are more committed to the organisation. Active listening involves ‘being seen to listen’ and also feeding back on progress made. For example, if an employee complains about an internal promotion policy, provide him or her with a clear and simple explanation about why the policy exists and how they can directly benefit from it.
2. Communicate, communicate, communicate – you can never communicate enough. However, managers often get it wrong. Be clear about the message, who the audience is and what team members need to know or do as a result of the required action (or not).
3. Praise hard work – acknowledging the effort that people put into their work is essential. When going the extra mile is noticed and praised in front of other team members, quality standards are invariably raised. The person feels confident, valued and other team members may be encouraged to ‘raise their own game’.
4. Treat your people fairly – respect them and they will respect you and your organisation in return. Discuss personal matters in a private area, respect confidences and offer explanations for decisions made.
5. Don’t over promise and under deliver – the easiest way to motivate people is to set goals and reward achievement. A manager within a retail organisation recently set up a point system for achievement of goals and offered a dinner for two as a reward for the person who achieved the most points. This was never followed through and, as a result, team morale nose-dived.
6. Delegate effectively – when delegating a task, ensure that the person has clear goals, understands their role, is supported by sufficient resources and agree when to review progress. Don’t constantly check their progress or make them do the task again without explaining clearly why you are doing so.
7. Create the right environment – this is often overlooked. The right ambience can lead to better working relations and increased creativity. Think about whether you would like to work in their environment and if the answer is no, do something about it. It doesn’t have to cost the earth: pot plants, the (re)-arrangement of desks, a sit-down area for breaks and lunch are all simple ways to improve any working environment.
8. Support your people – adopting a ‘buddying’ system or electing internal mentors can work wonders. This is especially relevant for new employees who are often trying to find their feet and need an unbiased, friendly person to talk to without feeling stupid.
9. Provide development opportunities – your team’s skills are your business: develop their skillsets and your business will develop. Ensure that the learning and development you provide is relevant to business objectives and that people have opportunities to improve their skill base.
10. Have some fun! – team lunches, birthday cards, Christmas events, away days, team-building events are all great ways to motivate people to demonstrate how much they directly add value to your business.
For more information on the full range of Inspira UK’s HR services, please visit the website at
www.inspira-uk.com or contact Cathy Mortimer on 0870 747 9820.
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UK Recruiter Discussion Forum
- Are you using it?
Don't forget to visit http://www.ukrecruiter.co.uk/forum. Current topics on the site
include "Hmm, clawbacks", "Resourcer KPIs" and
"Team Work".
It is free to use the discussion board and you don't have to
register to view messages. Visit the site; ask questions and
share your knowledge
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Statistics
Hitwise top 10 Recruitment
Sites, week ending 23rd April 2005
The most visited UK recruitment sites last week, starting with the
most popular, were Jobcentreplus.gov.uk, Jobsite.co.uk,
Totaljobs.co.uk, Reed.co.uk, Fish4.co.uk/jobs, Monster.co.uk, TESjobs.co.uk,
National Health Serivce Careers, eteach.com and jobs.guardian.co.uk. For more information about Hitwise, visit http://www.hitwise.co.uk
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Regards
Louise Triance
UK Recruiter http://www.ukrecruiter.co.uk - 01635 254881 (UK)
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