Make bad hiring a thing of the past

Roger Gilpin of Lee Hecht Harrison (LHH) in Northern Ireland offers advice on how to combat ‘bad hiring’.

Anyone who owns or manages a business will recognise that making a poor decision in relation to new recruits can be an extremely costly mistake.

Recent studies undertaken by Recruitment Buzz revealed that within the UK, 41% of companies estimated that bad hiring decisions had cost them more than £16,000, with one in four companies claiming that this figure was over £30,000.

With competition for jobs fiercer than ever, more and more organisations are looking at the measures they can implement to prevent a ‘bad hire’ situation. These include:

1.    Look for evidence. Candidates know what an employer wants to hear, and almost everyone these days is ‘dependable and hardworking’ so you need to be specific. During the interview, ask for examples of situations where they have demonstrated the skills you have asked for that they claim to possess. This will help to save you time and money by avoiding re-training or recruiting further down the line.

2.    What is your job specification? Once you have written a job specification with detailed skills and experience that you require, stick to it. Someone may be talented, but if they are not right for the role you are advertising then they are unsuitable. 

3.    Interview twice. Or more than twice if necessary. First impressions may be important, but having a second interview can be extremely revealing. The best candidates will build on knowledge they picked up from the first interview. If they have nothing new to add, then take it as a warning sign. A phone interview is often a good way to screen candidates before meeting them in person.  

4.    Speak to references. This is absolutely crucial to ensuring you have made the right decision. If the candidate’s previous company refuses to give a reference, then you have a right to feel suspicious.

5.    How badly do they want it? Be sure your candidate wants this job and not just a job. If they genuinely want to work for you, they will have done their research and know everything about your organisation. Ask questions about your own company and why this role specifically appeals to them.

For more information on how you can avail of our outplacement services, please contact us on: 0845 456 2269

Dealing with impending redundancy

Roger Gilpin of Lee Hecht Harrison (LHH) in Northern Ireland offers advice on how to prepare and deal with impending redundancy.

The recent announcement of the impending closure of JTI Gallaher’s plant in Ballymena will result in almost 900 jobs lost in Northern Ireland. Disclosed in early October, redundancies won’t start being made until May 2016, continuing until the inevitable closure in 2018.

Employees will have a long stretch of time before they are officially ‘out of work’, the time space is crucial in assisting them decide what is next and importantly best for them.

Here are some tips to for those seeking employment or facing redundancy::

1.    Make yourself employable. You may have been in a job for a while and some of your skill sets may need updated or refreshed. Take a part time class in something that will improve these and make you are more employable than your colleagues. Doing so shows you’re willing to go the extra mile and open to learning new things.

2.    Network, network, network. This is a crucial time period to make connections, meet as many people in your chosen industry as possible, as these contacts could be crucial to you in the near future. If you’re not already on LinkedIn, get on it and use the next few months making sure you’re connecting and talking to the right people.

3.    Update your CV. Be proactive, this always takes longer than you think it will, so don’t leave it until you are out of a job and it has to be done. Keep it succinct, no more than two sides and really sell yourself, remembering to tailor it to the sort of jobs you will be applying for.

4.    Stay positive. This is not necessarily going to be a bad thing. Perhaps this is a chance to move into a different career path that you have been thinking about for a while. Although you will be preparing for the future, it’s important to stay positive in your current job, having a good attitude through a difficult time in work leaves a  good lasting impression on your employer, someone who you may need down the line.   

For more information on how you can avail of our outplacement services, please contact us on: 0845 456 2269

Mastering a cover letter

Roger Gilpin of Lee Hecht Harrison (LHH) in Northern Ireland offers advice on how to sell yourself through your cover letter.

If you have recently been made redundant, a stellar covering letter is a fantastic opportunity to stand out from the crowd with potential employers. Particularly if your previous company experienced mass redundancies; many of your ex colleagues could be applying for the same role.

Whilst a CV is your opportunity to inform employers of your skills and achievements, the covering letter is your only opportunity, before a face to face interview, to really sell yourself and demonstrate your skills, writing style and work ethic from the get-go.

The cover letter could be the difference between you getting an interview, and potentially the job, or simply being eliminated at the first hurdle.

Take these tips on board to write your way to your next job:

1.  Research: Who are you addressing? Research by Forum3 revealed up to 60% of job applications are addressed to the wrong person! I am sure you will agree this does not present a great first impression. Do your research. Make sure your covering letter is addressed to the correct person and that the information in the letter is tailored specifically to not only the role for which you are applying, but also the company. Take this opportunity to demonstrate your understanding of the organisation and prove your enthusiasm.

2.    Content: When selling yourself, try to be concise and to the point. I doubt ‘rambling on and on’ was listed as a desirable candidate quality. Four paragraphs is enough to cover when you can start, why you are interested in a role within this particular company, a summary of your strengths and skills in relation to the job criteria and evidence you will be an asset to the company.

3.    Presentation: A cover letter needs to look professional as it is a direct reflection of you and the potential quality of your work. Ensure size, font and spacing is consistent throughout. If you are sending your cover letter via email, include it in the body of the email so this is the first thing an employer will see.

4.    Check, check and check again: There’s nothing worse for an employer than receiving a cover letter or CV littered with spelling or grammatical errors. Mistakes suggest you don’t pay attention to detail or don’t care enough to do a good job. Neither of which are looked upon favourably by potential employers.

For more information on how you can avail of our outplacement services, please contact

us on: 0845 456 2269

How to Help Your Graduates Make the ‘Classroom to Boardroom’ Transition

Gillian Skelton, General Manager of Lee Hecht Harrison (LHH) in Northern Ireland, offers advice on how graduates can make their transition into the workplace. 

Following last week’s A level results, latest reports have shown that once again students in Northern Ireland have significantly outperformed their UK counterparts, with 1 in 3 pupils earning an A* or A grades in their exams. 

Encouragingly, the number of students who have been able to secure a place in their first choice of university course has also increased by 2% compared to figures last year.

This brings to light the clear pool of academic talent readily available to employers in Northern Ireland, who are looking to recruit a number of new graduates into their workforce. According to statistics released by the Association of Graduate Recruiters (AGR), the UK will experience an impressive 17% growth in the number of graduate schemes in 2014.

However, many organisations often overlook the overwhelming pressures facing graduates who are arguably making one of the biggest career transitions in their lives, from full-time education to full-time employment.

It is the responsibility of the employer to put measures in place that will ensure the graduates receive the correct career support and guidance in workplace, not only for continued professional development but also to add maximum value to the business.

1. Be transparent. It is important to clearly define what is expected of the new recruit and the role they will play within the wider team. Establishing transparency will help to encourage open communication within the workforce, allowing the graduate to develop but also to ask for help when required.
   
   
2. Set out achievable objectives. Something as simple as developing a strategy and key objectives can go a long way in terms of encouraging a graduate to maintain focus and work towards an end goal, whilst avoiding confusion in times of heavy workloads within a multi-level organisation.
   
   
3. Invest time. Give graduates a morale boost by dedicating an appropriate amount of one-on-one time to help guide them through any concerns they may have and also to review their performance. At first, try to set aside one meeting each week to discuss the candidates progress then ease to 30 - 90 day interludes.
   
   
4. Provide a company handbook. A company handbook is a particularly useful resource for graduates, and indeed any employee new to the business, who can refer back to it in their own time to familiarise themselves with various company culture, practice and policies, such as sick leave or dress code.
   
   
5. Integrate them fully. Make sure the rest of the organisation is notified of the upcoming graduate intake ahead of the start date. Encourage them to formally introduce themselves and explain what their role is within the business at an early stage. This will help to provide a welcoming atmosphere and hopefully be the first steps of a positive working relationship.

At LHH we can provide our clients with access to online Career Development Portals and Assessment Toolkits to help you manage workforce engagement and productivity. These resources can be accessed from anywhere, at any time and is a cost-effective way to support large or small employee populations with career development.

For more information please contact us on: 0845 456 2269

How to Combat Costly Sick Day Absences

Gillian Skelton, General Manager of Lee Hecht Harrison (LHH) in Northern Ireland offers advice on how positive employee engagement can prevent unnecessary workplace absences.

A recent PwC survey, which involved more than 2,000 working adults, has revealed that the UK economy has lost as much as £9bn due to workers pulling illegitimate sick days.

An incredible 71% of workers in Northern Ireland (twice the UK average), blamed a hangover for pulling a sickie, while 34% claimed that job dissatisfaction was also an influencing factor. A further 26% of employees admitted to time off work because they had a job interview elsewhere.

Research suggests that keeping employees engaged and mentally stimulated is a vital component in preventing unnecessary losses to the business through costly sick absence.

Here are three simple steps to get you started:

1.   Set out realistic Key Performance Indicators for your employees: KPIs are an excellent way of engaging employees by giving them a set of organisational goals to hone in on. By designing a set of KPIs that directly play into the mission and ethos of the company, the employee will naturally develop into a stronger brand ambassador and increase their loyalty to the organisation, especially with a reward system in place such as added company benefits and/ or increase in salary.

Employers however, must bear in mind that KPIs need to be realistic in order for the worker to feel like they are realistic and achievable. Discuss with the member of staff what they would like to achieve within a certain time frame, usually six or twelve months, and set out goals accordingly.

2.    Keep the lines of communication open: Two-way communication between the employer and the employee is crucial in developing a shared understanding between both parties.

Lack of communication can cause confusion and distrust between management and staff, which can lead to discrepancies in workflow and feelings of resentment. Make conscious attempts to involve employees in organisational discussions and developments. Follow up meetings with written minutes and circulate around the team. Also encourage workers to ask questions if there is something they don’t understand and give clear and concise directions if needs be.

3.    Give employees room to grow: While the primary function of a business is to execute company objectives and generate profitability, it’s important to invest in the happiness of your workforce as well. Employees should be made aware of opportunities for professional training and promotion in order to encourage productivity and job satisfaction.

By creating a respectful, relaxed and welcoming working environment, workers will feel happy and supported in their job and be less tempted to look elsewhere for opportunities.

At LHH we have a number of Career Development Portals and Assessment Toolkits online to help you manage workforce engagement and productivity. These can be accessed from anywhere, at any time and is a cost-effective way to support large or small employee populations with career development.

For more information on how you can avail of our outplacement services, please contact us on: 0845 456 2269