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Welcome to issue 373 of the ukrecruiter newsletter.
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CONTENTS
Visit http://www.ukrecruiterjobs.co.uk for the latest recruitment industry jobs. |
My Favourites LinkedIn - for building a network. I also use the Inmails and job advert sections BBC - great for news and I particularly like the business pages (iPlayer is great too)
Mint UK - business research. You can get a free trial This week's favourites are provided by Pieter van Beesten from adfocus Why not submit your 3 favourite web sites. See the guidelines at http://www.ukrecruiter.co.uk/articles.htm |
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Article One: Practical People Management; Basic tools for extraordinary results - Recruiting for management roles by Denise Walker In this series of articles, Denise Walker shares her management experience, ideas and methods that actually work from a practitioner’s perspective rather than HR theory. Of the thousands of definitions of people management, my favourite is: “Getting results through others”. Like all human beings, managers will have their strengths and limitations and some will be more suited to certain situations and roles than others. As with any form of recruitment, we should start at the beginning: to have effective managers, we need to ensure they have the right qualities in the first place. This is obvious, isn’t it? And there is also an obvious answer as to why there are so many people in managerial jobs, when they clearly do not have the right qualities for them. People are often promoted to management roles simply because that is seen as the next step in their career. This is wrong, wrong, wrong! In my own case, when I was promoted to my first management role, the fact that I had the basic essentials necessary to do the job was shear fluke. I had not previously been measured against these qualities and I certainly had not been interviewed and selected for the job. Many of my colleagues were promoted in the same way and some struggled for the whole of their management careers. This was evident through symptoms, such as low productivity, high staff turnover and obvious stress. Looking back, this was unfair, both on the managers and their teams – and it certainly was not good for business. I am not saying that my employer was bad in any way – in fact, they were great in many ways but they were also no different from many thousands of employers, who promote people to managerial roles based partly on the fact that they are top performers and partly on length of service. From working with a variety of different managers through the years, I believe that most effective managers are: Recruiting against these types of qualities and competencies, whether recruiting internally or externally, should help you to ensure that your managers are competent to do the job. Not every good potential manager may have all of these qualities but they should definitely have some of them. Some management qualities can be developed with training and experience. For example, as a new, young manager, I was not very understanding about how family problems can affect people’s work; now I do, as I have a family of my own. Also, I never used to be keen on measuring performance but over the years, I have learnt that key performance indicators (KPIs) can be highly motivating to some individuals, as long as, in my experience, they are not used for micro-management. However, I do suggest that if people have already demonstrated that they have at least some of the key management qualities prior to being offered a management role, they are much more likely to succeed as managers. For example, someone who has been willing to take trainees under their wing or has always considered the business as a whole when making decisions, will already be demonstrating the ability and desire to develop others and that they are commercially aware. If the candidate has worked in your business, you will have seen evidence of this type of behaviour but you also need to obtain evidence of this from external candidates. This is why I am a strong advocate of competency-based interviewing (CBI); it helps to provide concrete evidence that the candidate has what it takes to do the job well. This includes essential qualities and skills, as well as those that are desirable but trainable. And the best thing about CBI is that you can be totally objective - and avoid the “horns and halo effect”. In conclusion, we obviously need to be careful about everyone we recruit; but I suggest that we should be even more careful about whom we put into management roles, because these are the very people on whom we rely to look after our businesses in our absence! Denise Walker FREC is a business professional, with 23 years’ experience of business, sales, people management and process management, gained in the Recruitment Industry. Through her management consultancy and training company, Absolutely Business, she helps business owners to maximise turnover, profits and staff effectiveness. Contact: 01189 812535 / 07900 266179 / denise@absolutelybusiness.co.uk/www.absolutelybusiness.co.uk. |
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Article Two: "I've Just Lost My Recruitment Job - Now What?" by Sital Ruparelia If this isn’t applicable to you right now, why not hold onto this article for the future – most of the advice is appropriate whatever the reason you are seeking a new role. With UK recruitment volumes falling at their fastest level for 7 years, many recruitment firms are reviewing their cost base, which often means laying off team members. Whilst recruiters make a living from helping others find work, when it comes to managing their own career and own job search it's not always straightforward. The common-sense job strategies they are so familiar with often get clouded by the emotion of being laid off. So what do you do if you get laid off in the current market? Here are 9 broad steps to follow: 1. Manage your mindset Your ability to maintain a level of mental strength and emotional fitness is the foundation of any job search after redundancy. Whilst during the first few days and weeks you will naturally feel shocked, angry and sometimes in denial, it's vitally important that you learn to develop a more positive mindset. It's this mindset which provides you with the fuel and energy to push through with the following 8 steps. 2. Make sure you leave on excellent terms In a tough market, it's your network that you will lean on for help and support. Your ex-employers, your ex-colleagues, clients and candidates will know what you're capable of more than most - and so they will always be the best people to recommend you to their contacts. So it is critical that you leave a favourable impression when you leave. Regardless of the circumstances of your departure or how you feel about the decision, handle yourself with total professionalism. Don't complain and play the victim. If it's feasible, hand over properly to your colleagues and inform your clients personally of your departure. 3. Get clear about what you want Do you want to continue recruiting in the same industry or change sectors? Do you want to stay in recruiting or is it time to make that career change that you've always wanted to do? Losing your job could be the golden opportunity to make big changes, so take some time to figure out what it is you really want to do. 4. Be clear about what you have to offer With fewer recruitment roles and more recruiters on the market, you need to have an edge to stand out. So take some time to be totally clear about your unique talents and strengths, your values and natural style. Get clear on what value you have created for your clients, candidates and employers and how that differentiates you from others in the market place. 5. Develop a compelling marketing message Once you know what you want to do and what you have to offer, get really good at articulating a clear message that draws in the right kind of opportunities whilst differentiating you from the rest of the recruitment crowd. The message needs to include a punchy CV, a covering letter and your answer to the "so what do you do?" question at social functions. 6. Get out in a big way Once you have developed this clear message, your job is to get searching through multiple search channels: rec-to-rec firms, HR recruiters, job boards, recruitment magazines, direct applications and of course your network. Networking in fact should be the primary focus. During downturns the cost of recruitment comes under scrutiny, so personal contacts and referrals will often be more effective than using agencies. In the new world of social media, you should also use platforms such as LinkedIn and Facebook to leverage your online network for suitable opportunities. 7. Be flexible Whilst it's important to be clear about what you want, it's also healthy to remain open-minded about what you'll consider. There may be all manner of roles in search, contingency, in-house, job sites, technology firms, recruitment training, consulting, career coaching and outplacement which could use your skills. Similarly there may be self-employment opportunities that could be appropriate, or international roles in the expanding markets of the Middle East and Asia. You can never tell where an initial conversation could take you, so keep an open mind and say "yes" to new opportunities. 8. Keep up to date Unless you plan on taking a sabbatical, it's important to keep up to date with trends in both the world of recruitment and news within your niche sector. This will often help you find new opportunities whilst also helping you impress when you go to interviews. 9. Create some accountability It's important to have people around you, not only for support but also to ensure that you stay focused, step outside your comfort zone and find your next role. So get some friends, ex-colleagues, a coach or mentor to hold you accountable for following through on the above steps. For some recruiters, losing their job during a downturn can seem like the end of the world. But it’s usually not. In fact, approached in the right way, you can turn what seems like a major set-back into a golden opportunity to start building the career and lifestyle you have always wanted. All you need is the right mindset, some effective job search strategies and persistence – the very same things you were using in your job before being laid off.
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Sites, week ending 13th September 2008 Louise's UK Recruiter blog Discussion Board Summary This section is sponsored by http://www.1Job.co.uk; "the leading UK job search engine" |
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Don't Miss This Meet The Dragon - James Caan Managing Talent in a Bear Market, 7th October 2008 at The London Stock Exchange Press Release: Recruitment Company of the Year x3!! |
Please forward this newsletter on to any colleagues or recruitment friends who you think might like to receive the newsletter.
Regards
Louise Triance
UK Recruiter http://www.ukrecruiter.co.uk
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