Showing posts with label People Management. Show all posts
Showing posts with label People Management. Show all posts

Thursday, 20 September 2012

Should organisations give all job applicants a response?


A recent poll run by People Management showed that 81% of voters believe that organisations should give all job applicants a response http://bit.ly/T7VA9L

Of course, this poll does not reflect at what stage the voters believe a response should be given, but for the purpose of this blog, we will assume that it is at the first stage, prior to any interviews being held.

A commonly heard complaint these days is how so few companies bother to reply to the bulk of job applications.

Is this an unrealistic expectation of applicants given the number of applications made per role these days? In some instances, from our experience, organisations can receive up to 600 applications for one role or recruitment campaign. 

How do organisations manage with responding to upwards of 100 applications and in some cases nearly 600? Companies who have not embraced some form of recruitment technology or system may find this response a very daunting task.

The consensus is that even when it's bad news, a short but courteous letter or email never goes amiss.

Of course the problem then is candidates would like more than a standard email response but personalised feedback, which of course is a perfectly valid request and for those that want to learn from their rejections is a very useful tool in the job seeking process.

Apparently this went to an extreme when a US based company sent out an extended eight page, 3000 word bullet point rejection letter. This of course is not the standard and in fact could be deemed as downright insulting, so is there a middle ground to be had?

Here at networx, we believe that all our candidates should be given feedback and strive to go that extra mile in ensuring we do this above and beyond the expected by always acknowledging receipt of each and every application as well as informing candidates of the process and provide them with a dedicated point of contact. We deliver regular feedback to keep candidates informed at every stage of the process. Not only this; we ensure all unsuccessful candidates are notified on the outcome of their application with the option to request further feedback if required through their dedicated point of contact and provide interviewed candidates with individual feedback, communicated by telephone.

It’s tough out there; upwards of 600 applicants for 1 role means a lot of rejections need to be made. Let’s not forget that feedback is a nice thing to have, and a first stage especially, it is important to remember that an organisation doesn’t have to give you any feedback and it is a luxury in today’s job market.

Another angle to consider is that it might be time to possibly review your CV and the way you complete applications forms?

Thursday, 1 December 2011

Hot HR Hot Spot - Are we striving for HR MI perfection? by Karl Whittle

I am pleased to welcome Karl Whittle as a guest writter for the Hot HR Hot Spot.

A bit about Karl:  

Karl is a HR Programme Director with broad and successful experience in the management of transformation of process, people and technology programmes in UK and international businesses. A hands-on problem solver with a high rate of achievement to resolve people and business challenges, drive transformation that delivers tangible results in diverse businesses. A proven and motivational team manager, engendering internal consensus and forging solid relationships with teams, senior stakeholders and strategic partners with a successful track record of delivering HR transformation and change programmes.

We hope you enjoy reading Karl's exciting article and blog.

Are we striving for HR MI perfection?

In today’s ever changing HR landscape are we investing sufficient time, thought and planning into how data can assist in making timely, effective and beneficial business decisions? Surely, long gone are the days where the extraction of data from our HR and Payroll systems are analysed and People decisions are made in isolation from the operational needs of a business?

However, no matter what surveys inform us about the importance of intelligently interrogating our People data and integrating this data to support business decisions it appears that we find ourselves in the “middle” ground of knowing and wanting to intelligently use our data, without providing ourselves with the “head-space” to fully understand how this data can be an ally. Should we be considering data as a valuable asset and not just a means to produce a collection of reports?

We have become proficient at reviewing and evolving our HR operating models so that we are able to adapt and change to support our business needs and demands; we are more knowledgeable and intelligent in sourcing and selecting ‘best of breed’ HR solutions to support and complement transformation programmes; but are we taking a ‘fit-for-purpose’ approach when it comes to accurately understanding data that we have in our business?

All too often I feel that we fall into a safety zone of analysing our People data in isolation, rather than reaching out and understanding what other data exists across our business. We wouldn’t bake a cake without all the ingredients, so why would we want to provide our business leaders with only part of the picture?  

Should we not be taking a step back and working with our business leaders and partners in not only understanding the People challenges, but how data across the whole of the organisation can be combined to provide a holistic picture. We need to ask ourselves; what do we need from our data, where does our data exist, and how can this valuable asset help drive more informed and quantifiable decisions? Therefore, the ‘data’ discussion needs to be at the forefront of our minds when HR helps drive positive change across a business, and not as an after thought.

The direct correlation of different data sources can provide us with a full picture that we can easily and intelligently interrogate, and then for this, to provide us with the platform to complete “what-if” (predictive) models. Let’s understand what our data is telling us and not be afraid ask the questions; if we take route A compared to route B what are the advantages, what are the disadvantages; what underlying risks do we have and what options do we have to build in contingency; what are the impacts to the top & bottom line? As we become ever more sophisticated in delivering HR services to our business we should in turn become more demanding of how to use our data assets.

We need to be in a position to answer more business and commercial orientated questions and in turn provide intelligent analysed options. HR MI should not just be about People data (attracting & retaining Talent) but how do we as HR professionals contribute at the top table and lead change.

To comment on this article join Hot HR.

Friday, 4 November 2011

Hot HR Update 31 Oct - 4 Nov

Hello and welcome to this week's Hot HR update.

This week we welcome our 1030th member to the group. A warm welcome to all new members, we hope to see you joining in discussions and utilising the group to it's full potential.

If anyone has any ideas or recommendations for the group, please do not hesitate to contact me.

Here's a round of what happened in the group this week:

Ward Hadaway Speed Read - W/C 31st  October

1. Failure to alleviate loss – an employee's refusal to transfer roles
2. Employee status – establishing the element of control
3. The importance of deciding the appropriate grounds for dismissal
To read more join Hot HR.

Discussions:

1. A simple appraisal plan
2. Public and private sector, is there a difference to a good HR professional? 
    People are people wherever you go, but the business infrastructures and  
    cultures can undoubtedly be different. Thoughts?     
3.  Not every objective is SMART
               
Please share your thoughts and experiences by joining Hot HR.

Hot HR content members:
• Harmajinder Hayre Employment Lawyer from Ward Hadaway Solicitors
• Stephen Hart owner of Edenchanges training
• Andy Whittle from Genesys Training
• David Taylor from Data Protection Consultancy
• Mark Terry from Edenred Employee Benefits
. Jenny Cooper from Key Steps Coaching for Stress Management

Please use Hot HR as a forum to ask the content members any questions you might have in their fields of expertise, no matter how big or small the question, our experts can help!

Hot HR continues to endeavour to add to the portfolio of content members who can add value to the group and to Hot HR members and to compliment each other's skills and expertise. If you have any suggestions for the group please contact me.

Hot HR Hot Spot:

This week's Hot Spot is 'Keeping it Simple' by Michael Rabone, HR Manager for The Seafood Restaurant.

We have 4 regular writers for the Hot Spot - Michael Rabone, HR Manager for The Seafood Restaurant group owned by Rick and Jill Stein, Tim Rawson HR Manager from Travel Jigsaw, Caroline Hackney from Cape and Alison Mulholland from nef.

Thank you to Michael, Tim, Caroline and Alison for their contributions.


Please support their articles and dedcation to the group and feel free to respond, ask any questions.

We are looking for additional Hot Spot writers, if you are interested please contact Alex via Hot HR.

Have a great weekend and bonfire night.
Alex

Wednesday, 2 November 2011

Hot HR Hot Spot 'Keeping it Simple' by Michael Rabone, HR Manager for The Seafood Restaurant

Keeping It Simple 

Michael Rabone, HR Manager for The Seafood Restaurant


Reading Chris Rooney's topic about a simple appraisal process got me thinking about a recent story that I read in People Management ('Can HR keep it simple?') This article included an example of a large company with a business plan that was simply defined on an a3 document, which I would be intrigued to see!

Things have undoubtedly become more complicated with the raft of legislation that shapes the way we work, however, we also recognise that the more complicated our approach gets, the more likely we are to suffer challenges with engaging our people. 

I’d be interested to understand more about experiences from fellow HR professionals where processes or policies have been overhauled with a view to simplifying the approach and the benefits (where applicable) of taking this course of action…