- CIPD Report to Youth Unemployment

We live in extraordinary times. Youth unemployment is still at a record high, with many young people struggling to find their first job. At the same time, employers often find it difficult to get the skills they need and these mismatch needs to be addressed.

A new CIPD Report highlights ways in which we can bridge the divide between young people and employers. On the one
hand employers need to adapt their recruitment practices to engage more successfully with young people, while on the other hand young people need to increase their employ-ability skills and understanding about what is expected from them during the recruitment process.

The Report “Employers are from Mars, Young People are from Venus” addresses the young people/job mismatch:

• Young people are disadvantaged in today’s labour market, with employers preferring to recruit more experienced workers
• Line managers have been identified as a particular barrier in taking on young people
• Many employers do not recruit young people because they worry about the level of investment they need to provide
• There are substantial differences across sectors and sizes when it comes to how many young people organisations recruit and what roles they offer
• There is an untapped potential for job opportunities for young people, especially in the high-growth, high-skilled occupations
• Both employers and young people have unrealistic expectations about what they can offer each other

Drawing on the experience of other employers and young people, the report makes key recommendations specifically aimed at employers:

• Make a business case for recruiting young people to line managers and colleagues
• Adapt your own expectations of young people so that you are realistic about how work-ready they will be when they first arrive
• Think about the roles and access routes for young people into your organisation
• Take action to attract from a wider pool of young people. Broaden your outreach by promoting opportunities via a range of methods, such as social media, attending recruitment fairs, engaging with schools and advertising via Jobcentre Plus, as well as traditional methods such as local newspapers and website.
• Ensure your selection processes are youth-friendly and transparent.
• There are a number of basic things you can do to ensure you get the best caliber of young people applying for opportunities:

1. Provide the closing date and contact details for the advertised position.
2.  Be open about the recruitment process, what the stages are and the expectations during those stages.
3. Develop simple, easy-to use application forms.
4. Be clear about the selection criteria and review it for each new job – is experience or a degree really essential?

• As well as employers, policy-makers also have a role to play in improving the prospects of young people:

1. There is a need for greater support for young people during the transition phase between education and employment.
2. Careers advice and guidance and work preparation should be a part of the national curriculum and schools need to be assessed to incentivise them to put more efforts into this.

The advice is not to rely on teachers but get external experts, including employers, into schools to talk about these issues. They can pay attention to those areas where greater advice is needed; addressing the patchiness all other advice, including Career advice and guidance into the curriculum educational part. Information exchange needs to take place for those students leaving school, in particular emphasis should be on apprenticeships and other alternatives to university. More support should be given to encourage employer student contact and sharing possible work experience opportunities.

Young people require an interviewer who “gets them” and is able to draw on their skills, line managers however need guidance on how to do this. It important to remember that young people have little or no first-hand experience of the workplace organisations will need to allow for this. At the same time, if young people are pursuing unrealistic ambitions as teenagers (only one in ten are interested in careers in culture, media and sports and will likely be successful), risks are high as they may pursue educational journeys which can ultimately lead them to a struggle to find relevant work.

There are currently some excellent interventions by UK employers and other organisations aimed to support, both, employers and young people in bridging this gap. Some of these organisations are:

• Steps Ahead Mentoring – Is a mentoring project that matches HR professionals with young jobseekers aged 18 to 24. The project offers young people, most of whom have never worked before, up to six one-to-one mentoring sessions to help them improve their employability, boost their confidence and find work.
• Generation Talent – Generation Talent is a joint initiative between BITC and the Department for Work and Pensions which has been developed to help jobseekers by providing practical help for companies. 

There is a lot of good practice out there, yet a lot more needs to be done to address this mismatch and to improve the matching of young people and job opportunities. There is a clear business case for employers to make their practices more youth-friendly, as those that have done so – have improved their ability to attract talent and get the right skills (companies such as Siemens and Boots). Finally, the research demonstrates that young people need more support and guidance on how to access job opportunities and how to enter the workforces, that there is a clear divide between young people and employers at the recruitment stage. It also shows that while they promote their vacancies to the unemployed.

Apparently over the coming months the CIPD will build on this research and aims to tackle some of these issues, most likely by producing tailored guidance for both, employers and young people. The CIPD also plans on getting more members involved in the up-skilling young people. They will work with the UK National Apprenticeships Service (NAS) to help achieve improvements between the apprenticeships opportunities offered by employers and young people’s applications.

(my query is really that if the CIPD is looking at this from an international aspect – it is a much larger problem – and what is happening in the rest of the world…)

All of this so that employers and young people can lead a symbiotic existence together in the work world!

(c) 2013 Human Resources Global Ltd.

Written by Nicole Le Maire, Founder of Human Resources Global Ltd. a HR Consultancy targeting individuals and SME’s within the emerging market regions. Nicole focuses on supporting clients in non-traditional HR ways and she can be contacted via Nicole@humanresourcesglobal.com or via twitter @NicoleLeMaire

The key to retaining young employees is not offering them cash bonuses, but ensuring they have effective mentors. In a study by Pricewaterhouse Coopers, millennials cited training, development and mentorship higher than cash bonuses in terms of benefits. Helping promising, young employees with effective career management is not only important, it is necessary in order to retain them.

The reasoning behind their choices can be explained by the way Generation Y employees judge organizations. Generation Y employees often measure successful organizations by their social media presence, innovative technology and organizational structure rather than the compensation an employee might be offered. Therefore, more traditional methods of motivation such as cash bonuses or salary raises do not have as much of an effect on young employees as they did in the past. Young employees value change and excitement in their professional life, and as many as one in four new employees will switch careers within the first twelve months of their professional life.

Ah, The Workplace…

Where would we be without our home away from home, our beloved repository of so many of life’s little essentials?

The favorite coffee mug, the geriatric computer, the lifetime supply of Ibuprofen and Tums …. and the coworker to whom we can credit our yearning for a fully stocked personal pharmacy.

Antagonistic or Annoying Coworkers

We’ve all had them, and we’ve all had the headaches that can go along with them. While there’s nothing wrong with letting Advil do the heavy lifting when confronted with a truly cantankerous colleague, if you want to brighten your professional environment, you’ve got to constructively confront any uncomfortable professional relationships. Consider the following tips and you may find you’ve made it through your first workday without raiding your pharmaceutical supply cabinet.

• Tear Off the Label: Chances are your pesky coworker isn’t just a gossip, or a slacker, or a backstabber, etc., ad infinitum. He or she is actually a human being who sometimes behaves in a way you don’t agree with. The distinction is critical. Whatever your definition of a truly “bad person” is, it’s bound to be someone who elicits an extremely strong negative reaction. Bad behaviors, on the other hand, are easier to understand and therefore don’t bother us as much. Identify those behaviors, and you’re not only on your way to addressing them, but to lowering your own blood pressure, as well.
• Take Notes: Pay careful attention to every interaction you have with your coworker, and don’t concentrate solely on the other person’s behavior. If it helps your focus, take notes immediately after you interact. Notes serve two purposes: they help rule out the possibility that you’re (inadvertently or otherwise) baiting a bear, and they offer insight into what that bear is really after.
• Get Wise: You probably don’t want to hear this, but unless you’re up against a bully (in which case you should seek expert opinion), the bad behavior you find most bothersome in a colleague is evidence of your own areas for improvement. Forget the old saw about getting frustrated with behavior that reminds us of our own, although there’s some truth to that, too. The most irritating actions are those we don’t know how to deal with. Detach your ego, along with your preconceptions of “good” behavior, from the scenario, and you’re in an ideal position to learn.
• For Crying Out Loud, Listen: I know, you’re already a good listener, right? Well guess what? All the other people in your office are, too—or, at least, they think they are. Here’s the deal: good listeners make eye contact, nod and smile at appropriate conversational junctures, paraphrase or “reflect” back what they’ve heard to insure clarity, and ask polite questions that further the conversation. A great deal of bad behavior in the workplace is a literal or figurative attempt to be heard. Don’t interrupt.
• Make Friends: Nope, not with your nemesis, unless the above advice has facilitated a sudden change of heart. Buddy up with someone else in your professional sphere instead, even if that person doesn’t share your immediate surroundings. Companionship is the key to comfort in all areas of our lives, and your cubicle crony doesn’t have to be the closest friend you’ve made since junior high. Bonus points: A professional pal will also keep you busy—and out of your antagonist’s reach—during those rare unoccupied moments of your 9-to-5.
• Just Relax: Life may be short, but the work day is looooooong, especially when you spend much of it irritated by things you can’t control.

Like other people.

If a bothersome behavior doesn’t impede your ability to do your job in a timely and relatively calm fashion, try ignoring it. If it’s so bad you can’t work without hitting your emergency medical stash, try drumming up as sincere of a smile as you can manage and saying something along the lines of, “I would love to chat/gossip/pick-up-that-extra-work-for-you-for-the-umpteenth-time, but this project is killing me.” Then, take a deep, meditative breath, and try not to let it back out as a scream.

 This guest post was provided by Erin Palmer. Erin writes about HR degree programs for the University Alliance. She also covers topics related to human resources certification.

 (c) 2013 Human Resources Global Ltd.

Nicole Le Maire is an international Human Resources expert who offers tailor-made packages to meet organisational and individual international goals. Email her at nicole@humanresourcesglobal.com

In today’s challenging economy, an increasing amount of businesses are turning to interim managers in order to provide an injection of fresh skills and expertise and retain a competitive advantage. Their talent and experience can prove invaluable to an organisation, with many providing turnaround strategies that can revolutionise a company. But how do you know if your business needs an interim? In this guest post for Human Resources Global, leading interim management agency Alium Partners outlines some of the considerations you should make before hiring an interim.

What is an interim?

An interim manager is different from a temporary employee in that they are hired to cover skills gaps, implement major change programmes or to embed business improvements. Interims are professionals who have decided to move into a full time interim management career. They have worked at senior management level covering all disciplines and are generally engaged by clients on short term contracts of between 3 months to a year. This is why it’s crucial for your business to understand the need for an interim manager. What do you need and how can an interim help you achieve that?

When to hire an interim

An interim manager can help with many different facets of a business such as plugging an immediate skills gap in an organisation which could be across finance, IT, HR and a number of disciplines in both the private and public sectors. For example, what would happen if one of your senior stakeholders suddenly left their position? This has the potential to create a potentially damaging vacuum at the highest levels of the company, a vacuum that can be avoided utilising the skills of an experienced interim.

There are also times when a business may have a particular project, such as legislative change or personnel restructure, that current employees do not have the necessary skills to implement. In this instance, the temporary addition of specialist skills that an interim can provide could be the perfect solution.

Another useful example is when a business is looking to enter a new market where an interim manager can provide expert knowledge of a particular sector – especially beneficial for fast-growth businesses that need to react quickly to changes in their market so that they can take advantage of the latest opportunities.

Business considerations

Although hiring an interim is a flexible and affordable option, it is always important to consider whether you have the existing talent already within your business. The last thing you need is to have an interim doing the same job as someone else within the company!

A key advantage of an interim is that you can hire for as long as you need, keeping costs measured and risk managed. However, you should always consider whether you need budgetary sign off as day rates do vary and the investment must be secured. There are two other main business considerations: the first is around the option and cost of hiring someone permanently instead of interim, if you have a particularly long term project that you need help with. This may prove more cost-effective than an interim in the long run and many interim agencies can support you here. It is also vital that the board and other senior stakeholders have authorised the appointment of an interim and understand why it’s required. If this isn’t clear up front then it will inevitably cause issues further down the line and will minimise the impact of the interims work. 

By understanding what an interim is, when to hire one and the considerations of your business, you’re well on the way to making best use of the skills, expertise and experience that an interim can bring.

Guest Post by by Nigel Peters, MD of Alium Partners, a global provider of interim management solutions.

(c) 2012 Human Resources Global Ltd. – Wishes you a Merry Christmas and a Beautiful 2013!

Strategic HR Solutions? Email Nicole Le Maire nicole@humanresourcesglobal.com

Though an hour of learning may not seem like all that much, the time, effort, and costs associated with both instructor-led trainings (ILT) and eLearning systems are substantial. Here’s a breakdown of what goes into the creation of a one-hour training platform, and a brief analysis of the perks and disadvantages of the two methods of instruction.

Time:

Instructor led trainings (ILT) generally take about 43 hours to produce from start to finish. In contrast, basic eLearning, which includes content pages and assessments, takes approximately 79 hours, interactive eLearning takes 184 hours and advanced eLearning can take up to 500 hours of labor. While the advanced eLearning applications often include content as elaborate as games and simulations, there is still a surprisingly high amount of labor involved in its creation.

Cost:

As you might expect, that which takes more time, costs more money. Instructor-led training typically clocks in under $6,000 for the time spent building the curriculum. Basic eLearning can effectively cost almost double that amount. Interactive eLearning runs, on average, $18,583, and the advanced, labor-intensive eLearning systems can be as much at $50K to create.

Compare and Contrast:

When compared with even the most basic eLearning system, ILT seems to offer a better value, however the process is far less replicable. While eLearning is made up of approximately 13 hours of programming, 11 hours of instructional design, and 8 hours of graphic production, it also includes time spent on extra features like video production, pilot testing, and other last minute tweaks that ensure a product that is easily duplicated in the future.

While the programing, development and front end analysis that goes into creating an eLearning system far outweighs the monetary and time costs of ILT, the overall product has its advantages. eLearning programs require a great deal of time and effort up front but can be used multiple times and quality never suffers. The eLearning system is often considered more reliable and scalable than instructor-led trainings, where variables among teachers are more common.

That’s not to say there is no value in student/teacher interpersonal relationships and direct contact with tutors. Trainings that encourage real-time interaction often facilitate the learning process in students and raise levels of enthusiasm. It’s really up to the individual to decide what type of learning system will maximize their absorption of the material.

Guest post by Kate Hassel, she works with LeanForward, a Virginia based elearning solutions company.

(c) 2012 Human Resources Global Ltd.

Strategic HR Solutions? Email Nicole Le Maire nicole@humanresourcesglobal.com

The direct impact of the Internet Revolution on Human Resources is difficult to quantify, but the most notable changes can be traced back to how HR explicitly functions in organizations and businesses. Prior to the introduction of the Internet to HR systems, it was extremely difficult to monitor and track information vital to the livelihood of a business. The effectiveness of Human Resources has vastly improved throughout the business world as a result of the Internet.

Applicant Tracking

The greatest impact of the Internet on Human Resources has been in the area of recruitment.  There has been a significant shift from HR representing an administrative function to becoming a strategic business partner. Before the Internet, HR recruiters relied on print publications to list jobs and acquire prospects for open positions. Networking was another method used by HR recruiters, but they did not have the facilities to post a job in multiple locations and have exposure to millions of applicants at any given time. In contrast to traditional methods, improved technology has made it possible for prospective employees to be sourced at almost “real time.” Recruiters can now collect resumes from Email attachments, upload resumes in bulk, use powerful searches within a given candidate profile, and gather applications from multiple sources in one location.

Increased Communication

The establishment of Internet services has also heavily impacted the quality and quantity of communication within an organization. Employees can communicate with one another across time zones and geographical locations. Organizations can communicate valuable information and monitor staff, regardless of time or place.

Training

With the addition of Internet, companies can now create training devices to improve various skills of individuals. This process of training is more efficient and, with the added ability to access information from remote locations, the need for on-site trainers working directly with new hires is eliminated.

Creatively Engage in Teambuilding

The culture of a business environment directly correlates to the success and sustainability of an organization. The Internet has opened doors to a variety of social media including Facebook, Twitter, and YouTube. With these tools, HR departments increasingly utilize social media to engage in teambuilding activities. One such example is the use of Facebook to commend an employee for exceptional work. These activities improve moral and create cohesion among various departments.

Improved Data Storage and Retrieval

Daily operations require a considerable amount of paperwork to be processed and kept on file for an extensive period of time. Electronic imaging enables companies to store and retrieve documents using an electronic format. The capabilities of technology make it possible for HR professionals to retrieve and print documents on an as needed basis. Significant amounts of time and money are saved because employees do not have to filter through endless piles of paperwork to locate an intended document.

Virtually all areas of Human Resources are directly impacted by the Internet. Businesses and organizations have become more efficient and effective in daily activities. The full impact of the value of the Internet has yet to be fully and clearly measured, but the changes are undoubtedly noticeable.

Guest Post by Gerad Hoyt, who works as a Digital Marketer with Excede Internet.

(c) 2012 Human Resources Global Ltd.

Require Pay as You Go Support ~ Strategic HR Solutions? Email Nicole Le Maire nicole@humanresourcesglobal.com

I never tire of seeing people react when I tell them what I do for a living.  Uttering the words ‘private investigator’ never fails to illicit a response of disbelief, followed by a torrent of questions aimed at discovering how closely my life mirrors the gritty film noir cinema of old.

Occasionally I’ll hint at having a hipflask full of scotch in my breast pocket, or joke that I’m working undercover at that very moment for a rich heiress.  “I might even be trailing you,” I’ll add.

In reality things couldn’t be more different.  Of course, all private investigators still rely on messy matrimonial investigations but an increasing amount of work comes from corporations who are realising that the work of a private investigator can save huge sums in a variety of scenarios.

In the past, we’ve been asked to carry out all sorts of investigations on behalf of corporate clients, from tacking down errant debtors, to due diligence and even sniffing out covert surveillance equipment planted by competitors in the hope of discovering valuable trade secrets.

By far the fastest growing sector is work from businesses carrying out investigations on their own employees.

Whilst at first this may sound like a moral grey area, it’s worth considering that the Home Office estimates the annual cost of fraud to be UK economy to be £73 billion in this year alone.  An estimated 60 percent of that figure is estimated to have been pilfered with the help of someone inside in the organisation.

Fraud cases can take a wide range of skills to uncover.  White collar crime often involves careful auditing and the tenacity to follow a complex and often meandering paper chase, but usually there’s no substitute for the kind of good old fashioned footwork that wouldn’t be out of place in a Dashiell Hammett caper.

When a fruit wholesaler got in touch to report the ongoing theft of trays of pineapples from a warehouse, my initial reaction was to wonder whether such a petty crime would warrant a full-scale investigation.  The CEO reported that between one and three boxes of pineapples, valued at £15-20 were disappearing from the warehouse each day, estimationg the average monthly losses to be well in excess of £500.

In addition to the financial loss, the ongoing thefts had left him with severe doubts about the loyalty and trustworthiness of his own staff.

The case was solved with a single evening of surveillance during which I photographed a member of staff loading cases of pineapples into his car, which were then dropped off at a local Thai restaurant.  The photographs formed the cornerstone of evidence at a disciplinary hearing which resulted in the fruit thief being fired from the company. Quite how he’d stumbled on this bizarre get-rich-slowly scheme remains a mystery.

It was surveillance too, which caught out the mechanic who was pursuing a personal injury claim against his employee, following an accident which he insisted had left him unable to work.  Whilst this wasn’t solved as speedily as the case of the missing pineapples, it took less than a week to prove that the man was not only working elsewhere, but playing amateur rugby at weekends too!  Needless to say, he dropped the case and our client avoided needlessly paying out a settlement that could have potentially crippled the business permanently.

These are of course some of the more quirky episodes which seem mildly amusing when written down, but the figures involved are no laughing matter.  Employee fraud is on the rise at an alarming rate here in the UK. The UK’s fraud prevention service CIFAS said that last year saw a 14.5 percent increase in staff fraud compared to 2010.  Thanks to the present bleak economic outlook, it doesn’t take a private detective to work out that that figure will continue to rise.

Guest Post by Peter Taylor, a Senior Investigator at privatedetective.co.uk, a private investigator in Manchester, UK, specialising in International corporate investigations.

(c) 2012 Human Resources Global Ltd.

Require Pay as You Go Support ~ Strategic HR Solutions? Email Nicole Le Maire  nicole@humanresourcesglobal.com

Featured on & Courtesy of Women Unlimited

“In the spotlight this week we have Nicole Le Maire.  ‘Thinking Global, Acting Local’ is how Nicole describes her offering.  Human Resources Global combines first-class expertise with a comprehensive range of HR services designed to assist individuals and organizations, including developing, retaining, releasing or recruiting staff.”

What drove you to start your own business?  What was the turning point?

The catalyst for my turning point was a sabbatical. I started thinking of a tailored global HR business and I embarked on that adventure two years later.  Now, one year on, the aim has changed a bit due to demand.  I am more focussed on supporting individuals and SME’s with new HR initiatives, than larger organisations. I did question both the market situation and my aims at one point, but I realised I still had a strong vision and the focus to work for myself.

Who do you admire or look to for inspiration as a business owner?

I admire business owners that have a plan but no idea whether it will be successful or not. It’s amazing how they still go on that journey. These are people who really help other people; they will be the ones that change the world!

What are your goals for your business?

As my business is my heart, I want to realise my purpose and develop emerging HR professionals across the world. And of course, have fun whilst I’m doing it!

What would you do differently next time around?

Search for a mentor! Invest more time and energy in getting the right network, get access to people who can really help and embark on an ‘easier’ start up adventure.

What difficulties and challenges have you had to overcome and how did you keep going?

There have been many but it’s mainly about attitude. It’s all about staying positive, keeping a sense of humour and being stubborn. You have to believe opportunities will find their way to you, as you journey on your path.

What legacy would you like your business to leave to the world and your family/friends?

To help others develop their own sense of value and achievement.  To remind them of this -

Finish each day and be done with it. You have done what you could; some blunders and absurdities have crept in; forget them as soon as you can. Tomorrow is a new day; you shall begin it serenely and with too high a spirit to be encumbered with your old nonsense (Ralph Waldo Emerson)

What support did you seek out and what difference has that made to your business?

To be honest, support has not been offered to me freely. Sometimes when I have turned to ask for advice or support, I have been asked to pay for it, or people were reluctant to help, or even tried to take advantage or find a way of using my ideas themselves. It was a pretty tough lesson learned. I am far more streetwise now!

However, there have been a handful of really wonderful people across the world who have helped me and for that I am very grateful. They have supported me throughout.  I believe the support teams behind you really help ‘define’ your business.

How far ahead do you plan and what keeps you on track and motivated?

I plan on a weekly and yearly basis. I love to look back at the schedule and see the great things I’ve accomplished.  Again it’s my positive attitude that keeps me going.

What has been one big success that you have achieved in your business?

I have developed my business in helping (junior to mid- level) HR professionals that have started a new role.  I support them throughout the first 6 months – a pay as you go programme, where I consult and work with them to develop their careers remotely. I have also been asked to speak at various conferences across the world, which is a huge honour.

What piece of advice has had the most impact on your business?

Go for it, Nicole! Do it your way!

What are your top 3 tips for someone who would like to start a business now?

1. Find external people who can support you throughout your business start-up.

2. Try to get involved in new opportunities (such as this story sharing) and participate in as many new things as you can.

3. Keep your focus, do what you love, if it is slow or doesn’t work, try to reposition the business.

What are 3 books, websites or resources that you would recommend to other business owners?

1. The Secret!

2. Turning Points; 25 Inspiring Stories of Women Who Turned Their Lives Around

3. www.soroptomistinternational.com

- – - – -

Interview was featured on women-unlimited.com front page – 10/11/2012.

Women Unlimited was founded by Julie Hall,  her main purpose is to help women support themselves and their families through creating a sustainable business. Thank you~ Women Unlimited & Julie Hall for your support!

(c) 2012 Human Resources Global Ltd.

Human Resources Global Ltd. is an international consultancy which offers tailor-made packages to meet organisational and individual goals.  Email Nicole Le Maire at nicole@humanresourcesglobal.com

Read These 5 Great Tips!

The idea of returning to school has become the reality for more and more individuals. The need for post secondary education in order to have a successful career has become the standard, and combined with a harsh economic environment (reduced hours, getting laid off, having to change jobs often,…) it has made individuals lacking such education seek out opportunities by returning to school. A large number, have chosen to pursue a career in human resources, which is one of the fastest growing areas of business today. If you are one of the many individuals looking to take this path, the following tips may help you.

Choosing a Program

Any student entering college should review the program of study they are interested in and see if it provides the information necessary to fulfill one’s personal goals. Just because a program is designated human resources does not necessarily make it appropriate for your needs. Consulting a counselor can prove to be beneficial, allowing for adjustments in curriculum, or identifying programs that better reflect individual needs.

Staying Ahead

Students should be proactive when it comes to education. In the case of individuals seeking schooling in human resources, this is made easier as the goal of one’s education is already defined. As a result, students are able to research and read ahead regarding the skills and abilities necessary to properly function as a HR employee. Particularly, they may focus on the evolving demands of the field, how a modern manager works, and what is necessary to get past the interview stage.

Time Management

As adults entering the education system, many individuals will have jobs and other responsibilities alongside their newly acquired academic career. As a result conflicts in scheduling and time management are bound to arise. An astute student will try to anticipate such conflicts well in advance and try to find solutions to resolves such issues before they become overwhelming. For example, in the instance that one is unable to attend an exam, notifying the instructor well in advance may allow for altering the exam schedule in order to avoid conflict. Proper time management is also an essential skill for any individual working in human resources.

Avoid Embarrassment

Adult individuals may tend to feel embarrassed when placed in an environment that is dominated by teenagers and individuals in their early twenties. For some, the feeling may be so overwhelming that they cease pursuit of their goals. The decision to return to school is difficult, but it is reflective of the needs of the individual who has made that decision, and that one need not be embarrassed for seeking education to better their life at any age. As a potential human resources manager, individuals will have to learn to work in situations and conduct tasks that are often difficult or counter to one’s personality, and overcoming such adversity, be it embarrassment or some other issue, is essential to success in the field.

Seek Assistance

Some individuals may find that the material studied is not immediately understandable to them. If this is the case, you should seek assistance, as ignoring problems will create missing blocks in your education, and can create problems in the future. Students may fall behind, resulting in bad grades or may quit prematurely due to their inability at the time. There is no shame in seeking tutoring or other assistance, especially if the material being studied is foreign to one’s own experience or knowledge.

Guest Post by Kami Lebaredian who writes for MatchCollege.com, a college and degree information site that assists students and career professionals to find the right school. Check out their list of top schools offering a human resources degree today!

(c) 2012 Human Resources Global Ltd.

Try out the new Pay As You Go ~ Strategic HR Services offer. Enquire Now!  Email Nicole at nicole@humanresourcesglobal.com

So today is Halloween – a day when the ghosts, ghouls, witches and vampires come out to play.

If you’re in charge of interviewing candidates for a role in your organisation though, it’s Halloween everyday.

Why? Because you scare your interviewees witless!

Think about it. Can you remember the last time you went to a job interview? It’s a scary process – from waiting in the reception room, to doing the “tests”, to the interview itself and then the hours of waiting by the phone to hear if you were successful or not.

With that in mind the online recruitment software provider – Octopus HR – thought today would be a great day to share a few tips for how NOT to scare your interview candidates. No tricks, just lots of treats. Enjoy!

TIP #1 – THE APPROACH

The first step in not scaring the bejesus out of any interview candidate is to approach them in a tactful, respectful manner. A call to their cell phone out of the blue – when they could be at work, with their family, in the cinema even – is not the way to go. Snail mail letters take time, so the best way to approach someone and ask them to an interview, we suggest, is through e-mail.

Send them the details – include a read receipt – and leave at least a week or two with a date for them to accept.

Softly is the best approach here.

TIP #2 – THE PRE-INTERVIEW

Whenever you go to an interview you are told, time and again, to arrive 10 minutes early. But it is in these 10 minutes that the nerves really start to kick in.

You can make it so much easier on your interview candidates by doing two things.

1) Do not allow them to meet other prospective candidates who have already interviewed. Awkward meeting room chats do nothing for their self esteem. Make sure they have left before you interview the next

2) Make the pre-interview waiting area as comfortable as possible. Offer them tea or coffee. Biscuits. Have magazines for them to flick through.

Whatever you do, make sure your waiting area isn’t a morgue.

TIP #3 – THE INTERVIEW INTRODUCTION

One of the scariest parts of the interview process is the very start.

Most candidates feel overwhelmed with the introductions. “Hello I am…” “My name is….” “I am responsible for…”

Being sat down in front of the bigwigs is akin to wanting the earth to open up and swallow you whole.

If you put yourself in their shoes – they have researched you – they have been over your profiles – hell, they may have even been following your business for years. To be put in a room with them is bound to be scary, so make the introductions informal, friendly, and remember to smile.

TIP #4 – THE INTERVIEW QUESTIONS

And now the interview itself.

Some employers get a kick out of asking awkward, horrible questions.

“What’s your biggest weakness?”

“Where do you see yourself in five years?”

“What’s your expected salary?”

No no no no no!!!

Avoid these toe-curling, cringeworthy, scary questions. Instead ask them ones which get to the heart of their personality. Ask them what book they last read, who their favourite bands are, when they last helped someone…

If you don’t want to scare your candidates then stop with the stock rubbish and be creative.

#5 THE POST-INTERVIEW WAIT

Our final tip in “How not to scare your interview candidate” is the post-interview wait.

Once the interview is over, they will be relieved that it’s over. They may disappear from your offices but you can bet your bottom dollar they’ll be waiting by the phone.

Don’t be one of “those” employers who make them wait a week or two. They want to know as soon as possible. If you can, make a decision that day. Let them know by phone if they are unsuccessful don’t be a coward and send a letter!

So there you have it – a few top tips this Halloween about how not to freak out your interview candidates. Good luck!

** Guest Post by Liam Tarry,  who works as a Digital Editor for further.co.uk .  As a former financial journalist he loves writing career and business articles. **

(c) 2012 Human Resources Global Ltd. ~ We Witch You A Happy Halloween!

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Email Nicole at nicole@humanresourcesglobal.com