Tag Archives: recruitment

Brexit and Talent

Brexit and Talent Revisited

The challenges of Brexit and Talent are long term issues

In August 2016 I wrote a post on Brexit and talent focusing on a potential talent drain. It recently gained some renewed traction, so I felt it merited revisiting.

I specifically mentioned top end and skilled talent, those with strong transferable skill who were volunatarily seeking to leave the U.K. It was eerily prophetic, not because I am particularly gifted in the ways of massive economic change. But like many, this is the field I work in and have my ears to the ground and know my sector well. If anyone had asked – we would have told them. When we were asked our voices were dismissed as being the words of what had become by that time, the much derided label of “experts.”

The skill shortgage has been widely discussed. The life cycle of the recruitment and talent pipeline is not fast. It takes time to educate, train and build up workplace experience in STEM skills, languages and specialised trades. The gap, although temporary, will be around for many years and will impact growth. 

Read: Post brexit language crisis

8 challenges for Brexit and Talent 

Here is an update on the challenges for Brexit I identified 13 months ago .

  1. Uncertainty: The  Commodities Analyst with a Spanish based London bank I spoke to, has already re-located to Frankfurt. He did this before his bank, a global organisation, announced its post Brexit strategy to open up offices outside the UK.
  2. Xenophobia:  The French strategy manager with a global logistics company has resigned. His children continued to be bullied in school. Hiring managers who are pro-Brexit are actively turning down EU nationals as candidates – even the very best talent.  This maybe against company policy. International companies with HQs on other continents with business units in the U.K. have no real idea about local hiring practises unless they micro-manage the process. Which they don’t. Sadly discrimination is rife with a rise in adverts requesting applications for UK passport holders only. EU nationals are simply cut for the flimsiest reasons. Unconscious bias and prejudice play a part.
  3. Fear of housing market collapse:  or a slow down. A number I spoke to have now sold their properties and moved to rented accommodation in case they need to leave quickly. Others are still nervous especially about potential interest rate hikes. There are also reports about EU nationals struggling to secure mortgages and rent properties.
  4. Concern about new requirements:  those that are staying are worried that penalties will be imposed further down the line and they will have to jump through stringent and perhaps costly compliance, registration and visa hoops in a few years. However, most EU countries demand the same. What is exceptional for the U.K. is that they are one of a small number of countries that don’t issue compulsory ID cards.
  5. More openings now:  those that were looking for jobs internationally have already moved on, or have deepened their searches. EU nationals who are candidates in existing processes are withdrawing in high numbers. There has been a 25% hike of EU nationals leaving the UK post Brexit. Not all of this is in the unskilled demographic. The manufacturing sector has seen a 16% increase of resignations from skilled workers.
  6. Concern about reduced conditions: This still exists as doubts about zero hour contracts and short term contracts abound. For junior positions there is an increase in the number of short term contracts as employers try to keep their options open.
  7. Citizenship: is an ongoing challenge and concerns about the right to stay have increased as even long standing residents are being denied citizenship and long term residency with some even being deported.
  8. Falling pound: For EU nationals with Euro obligations the falling pound has impacted them hard. The U.K is less financially attractive than it was before.

Read: Post brexit recruitment from the pointy end

Please see the original post:

Brexit uncertainty starts talent drain (August 2016)

talent drain

The business world is trying to make sense of the implications of Brexit in a world now characterized by uncertainty. It was clear that this shock result, from which we are still reeling, was so unexpected that almost no one had a post Brexit plan. Against many unknown factors, businesses are trying to create strategies for changes which will significnatly impact the workplace. Practises related to E.U. rather than U.K. legislation, will be examined as new agreements are set up. Some experts are saying this could take up to 5 years.  One of the major elements will be the rights of E.U. workers in the U.K. and U.K. workers in the E.U. But what had not been anticipated is an immediate talent drain as skilled workers seek early voluntary repatriation or relocation to other parts of the E.U.

Yep. That’s right – some people actually want to leave now! Can you believe that?

Overall picture

The highly emotional and divisive referendum campaign and brexit shockthe subsequent leadership debacle, dealt a savage and damaging blow to Brand Britain on the global market. We now live in a new age of uncertainty. The CIPD reports that in general, 44% of working adults say they feel pessimistic about the future as a result of the UK’s vote to leave the EU, while one in five say they feel their job is less secure. Unfortunately, in the wake of this, we have witnessed an astonishing and aggressive xenophobic backlash against non-UK nationals studying, living and working in the U.K. Many European nationals are now reporting “feeling unwelcome” in a country which they have made their home, some for many years.

The U.K. government has made some half-hearted attempts to allay the fears of E.U. residents in the U.K. With a lack of definitive statements, many are unconvinced. Head hunters and recruiters are reporting increased numbers of spontaneous CVs and applications from individuals looking to leave the U.K, – now, or as soon as possible. This is also my experience.

The Talent Drain

What seems surprising is that no one factored in a potential talent drain before the referendum.  It should have been evident that if politicians run divisive campaigns based on hate, specifically targeting non-U.K. residents, the U.K. will be perceived as (and even become) a less attractive place to seek employment for workers who have choice. By this I mean those with strong transferable or difficult to find and attract skills.

The UK Commission for Employment and Skills’ (UKCES) Employer Skills Survey 2015 of 91,000 employers has already reported a chronic skill shortage even before the referendum.  The people who are reconsidering their positions are people who can go anywhere. In the mean time the talent drain has started.  Other E.U. nationals who might have had their eye on a U.K posting particularly London, are now re-thinking their career strategies.

Read to the end here.

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Is the the automated interview the future?

More and more organizations use video as an integrated part of their recruitment process. But a new step is the automated interview also called the on-demand interview. This is a structured interview where candidates answer a series of predetermined questions which are recorded to camera. There are a number of platforms that deal with this and the process can vary.

Benefits of an automated interview

Marketed as a way to overcome unconscious bias, primarily they serve to cut manpower costs of labour intensive recruitment processes. An automated interview process offers the possibility to reduce the admin costs associated with preliminary interviews. This can be around scheduling and all the time-consuming to-ing and fro-ing with diaries, time zone differences, no shows and candidates who are not on target or unsuitable in another way.  Focused questions specific to the opening allow interviewers to assess candidates at their own convenience and call only the most suitable for a face-to-face interview.

For candidates they also give flexibility, reducing the time needed off from a current job or trying to find a quiet space in today’s open plan offices.

Read: 15 ways to finesse an online interview

The automatic automated interview  

Yep, that’s right… it wasn’t a mistake.  In this model all candidates receive an email access link to the video interview which can come as soon as they have submitted their CV.  Candidates can decide when they want record their responses. That gives them flexibility to complete their recording to meet the deadline  Questions may be posted as captions on the video link, or come by text and audio questions.

Recorded Answers 

The interview starts the second the open link is clicked. Sometimes there is a welcome and housekeeping message or an organisation mission statement. Candidates should complete a tech check and then are usually asked questions specific the opening. They might have 3 questions to answer in 15 minutes. They need to pace themselves and check the available answering time as well as  the number of  re-recordings (if any) they are allowed.

Once the recording is submitted the interviewer will revert to let the candidate know if they have been successful.

Live streaming generation 

Maya is a senior executive in a Brussels based international organisation and just completed her first automated interview. She had applied all the basic tips relevant to any other video interview and was well prepared.  However, she felt some discomfort without human interaction.

“With interview questions posted as captions on the screen, it felt strange delivering a monologue. I felt the process would work better for younger generations who are used to posting and recording themselves and might feel more comfortable in that situation. It’s very different from a video interview taking place in real-time. it was also strange talking live to myself on the screen”

The feedback I’ve had has been mixed. Both interviewers and candidates comment negatively on the impersonal elements with interviewerss coming our more strongly than candidates on the cost effectiveness of the process. Candidates who are confident and comfortable performing to camera tend to do better and nervous candidates tend to underperform. With limited time for answers, preparation is key with an abiltiy to be succinct more important than ever. All believed that an automated interview by video was a huge improvement on its counterpart the auotmated telephone screening.

Read: Brevity the secret to a good interview

Recruiting skill

Regular face-to face interviews are considered to be one of the least effective ways of hiring talent and lead to signficiant errors. So care is needed to make sure the questions are designed and appropriate for each role. There were some doubts around their effectiveness on managing unconscious bias. Many felt that it was simply being deferred and judgements were being made especially on appearance and voice.

One HR Manager suggested:

Despite the automation of the process it is still possible for bias to kick in around gender, appearance, accent, voice, ethnicity etc. so it doesn’t go away completely. The “performer” quite, often an indivudalist alpha male personality will tend to do better. So that’s not a change for the better.

There was a consensus that an automated interview is useful for preliminary triage especially for lower levels positions where there is a high number of applicants. It is also useful for technical roles or to assess a specific skill. it would also be helpful if a performer personality is needed for a role.

Read: Do structured interviews overcome unconsicous bias?

So where are we going with thi?  Will they ever eliminate the human element no matter how flawed? Would you hire a candidate you had never met or accept a role without meeting the hiring manager?

To take it to the next phase. Would you work for a bot?  What are your thoughts?

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Diversity and Inclusion Recruitment – Beyond the Hype

Diversity and Inclusion recruitment processes and workforces are the buzz words right now. If the level of white noise was a benchmark, we should be there and all sorted. But we’re not. So  what’s going on behind the hype?

Why aren’t diversity and inclusion recruitment initiatives working?

I see regular, but superficial posts about the way to get it right. But despite the social media fanfare and the business case for D & I being incontrovertible, the needle isn’t moving at the rate it should. In some cases it’s regressing. These are the stats from McKinsey,  but if you go with Deloitte, Mercer, the World Bank or W.E.F. the indications are all similar.diversity and inclusion recruitment

Now companies like Microsoft and Google who seemingly go to great lengths to do everything right are struggling to shift the status quo. They are making D & I KPIs for senior management and part of their personal objectives. Essentially the message is that people can’t be relied on to do the “right” thing, they must have incentives and be rewarded for achieving specific objectives when it comes to diversity and inclusion recruitment.

Tackling bias 

To tackle this, many organisations have thrown big budgets and people at unconscious bias training and awareness coaching, but without creating a safe culture where biases can be called out.  Not unsurprisingly there is push back against generic programmes as employees resent the idea that they need to be “fixed.” Unconscious bias can only ever be managed in any of us. Candidates are placed because they conform to pre-conceived ideas around “cultural” fit (affinity or confirmation bias) and conversely rejected because they may not. The concept of hire for attitude rather than aptitude beyond entry-level, is something mainly seen in Twitter memes and quoted by LinkedIn influencers.

Read: Affinity bias and the recruitment process

Defining diversity

Organisations need to have a clear vision of how they define a diverse workforce, what it means for them and then clarity on the strategy they need to achieve those goals. Then there needs to be an impactful  message related to the company mission statement and employee benefits that would attract that diverse workforce. These conditions need to be openly stated as this demographic self-deselect. This can be flexi-time, welcome bonuses, job sharing, disabled facilities, carer support, retirement support, mentoring programmes and education and study support. So whether diversity comes from hiring on the basis of gender, ethnicity, age, physical ability or even mental health issues, there has to be clarity on which demographics are being targeted.

Promote an employer brand based on diversity

diversity and inclusion recruitment

Diversity and Inclusion recruitment drives can’t succeed in a vacuum.  A positive employer branding message has to focus on the benefits of working in an organisation that supports diversity. Building relationships at grass-roots level to create a feeder talent pipeline,  whether via alternative schools, community centres, colleges, NGOs, charities or women’s organisations etc;, or offering returnships to early retirees or parents. This involves having role models to act as brand and diversity ambassadors going directly into those communities to do a full-on PR job.

Spread the word

Once created this message needs to be strategically communicated where the target demographics are likely to be found.  85% of jobs are secured via networking so you can see why hiring results in “mini-mes” being selected. Many recruiters pursue low hanging, visible fruit. It means a fast, problem-free placement and easier fee. Identifying potential candidates easily tracked on LinkedIn is the quick fix option which will not support diversity. Many young recruiters don’t have the skills to do anything more imaginative and will need training on what is needed to encourage successful diversity and inclusion recruitment drives

Positions should be advertised in a wide variety of places and platforms. It is well-known that women cannot be found on STEM courses, so it’s a waste of time looking there. Yet most companies continue to do exactly that and then complain loudly they can’t find the talent. They should try looking at liberal arts courses and conducting numeracy testing at the interview stage.

Neutral selection processes

At this point the selection process should be as neutral as possible.

  1. Empathetic application forms – some companies still list learning differences as disabilities.
  2. Neutral profiles – making sure that the text usually written in an alpha male tone will not cause candidates to self-deselect.
  3. Blind CVs  – these are useless on their own without 3,4 and 5.
  4. Structured interviews with open feedback and a culture of calling out and naming bias
  5. Short lists of 3 for the target demographic. A token minority will end up getting cut.
  6. Interview panels with a diverse composition.

Read: Do structured interviews overcome unconscious bias? 

Organisations with a real interest in diversifying their workforce will make more concerted efforts to test new ways to identify and attract a new type of potential candidate. Unless that happens then diversity and inclusion needle will continue to stick.

For support on innovative recruitment processes contact here 

5 tips to communicate well with a hiring manager

Every head hunter wants to identify, attract and place the best candidates.  But how smoothly the whole process goes can depend on the personal relationship a head hunter or recruiter has with the hiring manager. It is it one that is too frequently overlooked. All parties have to work together to attract and hire the top talent for any specific role. This requires excellent communication between everyone involved to create the best possible synergy to deliver first class service. As early as possible, headhunters must set out to communicate well with a hiring manager,  whether this is the line manager or the HR representative who runs the show internally.

Read: Meaningless interviews with HR. Really? 

communicate well with a hiring manager

Here are 5 tips to communicate well with a hiring manager

#1 Communicate regularly

It doesn’t have to be face to face meetings, but regular Skype or conference calls are best. The greater insight the recruiter has to any developments within an organisation the better the service she will be able to provide. It’s vital that each party understands the challenges that the other is experiencing and regular updates are part of the conversation.

#2 Communicate openly

If contact between a hiring manager and recruiter is perfunctory, with minimal communication centred around the routine bureaucratic issuing of  hiring specs, reports or funnel stats, then the chances of things going adrift are higher. It’s important to have a thorough understanding of the company, the culture, the team, as well as the role. Listen generously but asking those critical questions until you are confident that you have a good insight is necessary. Sometimes it’s important to be persistent. It’s also useful to get an idea of the sub-text and the personalities involved. Companies have any number of unspoken work-around practises to deal with tricky situations. This might be a difficult boss, a specific policy, or market challenges.

Making sure that communication is open and constructive is the best way to avoid candidates sinking into the recruitment black hole.

Read: The CV black hole. One hiring manager says give me a break.

CV black hole

#3 Communicate realistic expectations

It is important to differentiate between what the hiring team thinks they want and the skills that are  really necessary for the role. Very often objectives get blurred. Vanity qualifications can slip in if a manager gets kudos for leading a team of MBAs  or rocket scientists. If the hiring manager is replacing himself, then very often they will look for a “mini-me”. It’s important to factor in a balance of skills and experience for the whole team. Do you need to make nudges around unconsicous bias or other protocols? Or at least make the proposal. You maybe over ruled, but you have made the best case. In a relationship of trust your opinion will carry weight.

It’s the role of the recruiter to update the hiring manager with any market trends. You may know of skill gaps in the region, but you are also armed with solutions such as the cost of bringing in someone from another geographic region. Would it be cheaper to pay relocation expenses than wait to identify the elusive “purple squirrel?” Could they offer some training, flex or a returnship? Sometimes the obvious solution is not always the best.

Read: A plea. Keep job profiles real

#4 Communicate continually

The recruitment process doesn’t stop on the first day of work but is extended well after the onboarding process is complete. Establishing how new hires are settling down and even better getting testimonials from them helps cement the employer brand as a place to work. As social proofing sites become increasingly important, candidates do check out how employers stack up on the market. If there are issues they will come to light. You should keep an eye on how your client is perceived on the market.

If you have provided a stellar service to their company ask them for endorsements, testimonials or recommendations to display on your web site or LinkedIn profile. This helps build up your brand and reputation.

Read: 6 sand traps that cause onboarding fails

relationship with a hiring manager

Feedback is vital for all involved

#5 Communicate feedback

If a hiring manager commits to embarking down a certain path, it is the role of the recruiter to let her know the potential outcomes. Will there be delays or additional costs associated with a specific decision? Equally it’s important that you know why candidates are being cut or there are delays in the process. Is it something you can remedy at your end or will it need careful candidate management? You will also need to establish the same relationship with candidates and be adept at dealing with any input they have to make about their candidate experience.

It’s also important to give candidate feedback. If the number of “not interested” candidates is high it’s important to establish why that is. It could be location, job title or another element of the profile.  This information is important to protecting an employer brand.

If all these communication hacks are in place the chances of you finding top talent in excellent time are going to be much higher! Your relationship with a hiring manager is going to be first class.

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6 sand traps that cause onboarding fails

“Start as you mean to go on” is one of those timeless great quotes and one that resonates over and over again. Working with executives in transition, I have pulled together a list of 6 major sand traps causing onboarding fails. They are the main stumbling blocks which new hires or newly promoted or transferred individuals regularly fall into. These situations are not irredeemable, but a poor start doesn’t support a successful transition and can plague the person for months or even years. Effective ramp-up time is significantly reduced when these sand taps are avoided.

Often times it’s about the company’s failure to follow through which leads to onboarding fails. But some times it can be about you.

Read: Why onboarding is vital 

6 personal sand traps that cause onboarding fails

  1. Lack of humility

Arrogance is consistently identified as the number one self-sabotaging transitioning traps that  a high number of new hires fall into when joining a new organizations. Many onboarding fails are rooted in arrogance. You don’t have all the answers and if you think you do, it means you have neglected the listening and collaborative part of the process, which is vital to onboarding success. Listening and observing is critical in the early days.

  1. Failure to understand the new culture

Your new organisation is not your old one. Referencing “this is what we did in x” with the implication it was better, will not win you friends and help you build those strategic alliances.

onboarding success

Bull in a china shop

Not paying attention to what is different about your new environment will lead to poor understanding, which impacts business decisions and relationship building.

If you come into a new organisation like a bull in a china shop and try to fix everything that you think is broken, that attitude will only serve to alienate those around you.

The phrase “my old company” should leave your vocabulary. This is one of the major onboarding fails.

  1. Lack of authenticity

It’s very unusual for a new hire not to feel overwhelmed. Most organizations bombard the new recruit with information on people, processes, systems and protocols. But if there is any feeling that you are not who you say you are, then that is the sand trap that is the most difficult dig yourself out of,  because it is based on trust. It is likely to dog you throughout. A certain amount of “fake it until you make it”  will work, but if there is a real lack of confidence, ask for a mentor or look for a coach.

  1. Lack of openness

Very often executives who want to make a great first impression throw themselves into their work, shut themselves off from outside input. This means they are cut off from shared insights and opportunities that will contribute to their success. Being open to conversations, ideas and communication is essential in the early days.

  1. Failure to make decisions

This is the onboarding fail counter point to the arrogant new hire who rides rough shod over everyone. It is the new recruit who fails to launch. They might be so concerned with making a mistake, of getting Executive-Presence-Rulessomething wrong, or feeling a need to collaborate and consult the whole world, they prevaricate and fail to take any decisions at all. This damages confidence and trust. That’s why it’s a good idea to go for the low-level, low-risk early fixes. How do you know what they are? By listening to the people around you.

  1. Not looking after yourself

Many new hires immerse themselves in their new roles so deeply that they forget to take care of themselves.  Striving to make that great first impression, they adopt work practises that exclude exercise and poor eating habits.  Perhaps they start becoming available 24/7. This sets a precedent which is difficult to back-track on and sets a poor example for reports. It can lead to the creation of a damaging and resentful work culture.

woman and clockIt also means that other relationships are being neglected. A common sand trap for an onboarding fail is not seeing that family members are also going through their own transition, especially if the process involves relocation. This can mean a change of school for kids and new schedules for partners too. Don’t make the mistake of leaving them out of the equation.

If you take work home it means that you are “absent while present” which has a negative impact on your whole life.  Stress in one area of life almost always impacts another.  At this point you should make sure you have re-evaluated your personal and professional goals.

Also Read:  10 steps to Onboarding success

If you need any support making the first 90 days a success for your new hires – contact me!

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10 Steps to Onboarding Success

New hires perform best when they feel integrated into a company and are relaxed, stimulated and having fun.  Onboarding success occurs when new arrivals are in a supportive but structured background. All research indicates that employees who are successfully onboarded are likely to be more highly engaged and stay with an organization for longer periods. Effective onboarding saves companies as much as 3 x the annual employee salary as well as hiring costs.

Read “Why onboarding is vital”

The first 90 days are critical to your success in a new role. Here are some exercise to complete to help you or your employees succeed.

1. Attentive listening

The number one tip from any HR professional or coach for the first 90 days is to listen and observe and ask the right questions.

2. Create solid relationships

Building new relationships is also key to success in a new organization. While there are various relationships that are important to build, the priority focus should be on:

  • Bosses
  • PeersAttentive listening
  • Direct Reports
  • Colleagues

These relationships are critical to anchoring the foundations for success especially for anyone joining a new organisation in a leadership role.  It is particularly important to establish the preferred communication style of the people around you in today’s working environment of complex and multiple communication channels. Do they like F2F, text, intranet, IM, phone, weekly report?

3.Learn about the existing culture 

You might have been hired as a disruptor but before you can make any changes you have to understand the existing culture. Showing respect for existing systems will be important to getting everyone on side. Talk to people to see what they think works and what they would tweak and what they would throw away all together. Lose the words “in my old company….” from your vocabulary. Use the traffic light exercise to structure your questions. traffic lights

4. Be open and approachable

It’s important to be open and accessible from the outset. In the early days introductions communicate how excited you are to be joining the company and suggest meeting people for coffee. If you inherit a team you will want to meet them individually as well as together as a group. Prepare your introduction in advance so you keep it short and to the point.

5. Manage expectations

From the beginning it’s important to set and receive clear ideas, both for your team and your boss. See the previous questions so you know what questions to ask.

  • What is your day-to-day role?
  • What are your objectives short, medium and long-term.
  • How will they measure success? Who will do that and when?signpost

This is especially important if it is linked to your compensation.

7. Be relaxed and yourself

Starting a new job is always stressful and you can be nervous. It’s always best to be your best confident self. If you don’t feel that and can’t fake it ‘til you make it (within reason) invest in a coach. There is a difference between feeling the fear and doing it anyway and coming over as false and inauthentic. Creating an atmosphere of trust is important and being true to yourself will play a key role.

8. Create alliances

Creating strategic alliances is key to any onboarding process. Finding your way around the sub text of any new organisational culture is important. Very often there are back door ways of doing things that as a newbie you won’t know. So whether it’s how to get a jump on office supplies,  IT issues solved quickly, or key decisions made, then forming alliances with others will be useful. This can be from knowing who the janitor is to accepting help and support from Businessman-introducing-t-007reports and colleagues.

Additionally cultivate a mentor either officially or unofficially, someone who can show you the ropes. Maybe invest in a coach which can be privately supported or by your company. This will depend on your seniority. Some new hires have strong support networks in their sector or general friendship groups or networks. Others rely on family members.

8. Go for small early wins

In the movies new hires come up with dramatic solutions early on.  My experience suggests that this rarely happens in the real world. When you are in onboarding mode the listening element is vital. If you can address some minor but highly visible niggles to give you some early wins, that would be a good place to start.  At this stage building trust is more important than dramatic show boating which may carry risk.

9. Build or strengthen your team

Building your team or strengthening it will be important. Here are some questions you can ask your reports to cement those relationships.

  • What does success look like to them?
  • What do they expect from a manager?
  • What do they expect from team members?
  • What do they want their colleagues to think about them? Name 3 qualities or characteristics.
  • What are their key 5 strengths with a story to illustrate and an object that show cases each team leaderone?
  • Who is their Chief Doubting Officer – the little voice in their head that holds them back? Who does he or she look like? When is he or she present?
  • What do they need to work on for their personal development?
  • What value do people get from working with them?
  • What are the top 5 experiences they feel when working with together?
  • What makes them special?
  • How do they prefer to handle conflict?

10. Create a mission statement

Many new hires they need to arrive at a company with a vision already in mind or compelled to make a big announcement quickly following their arrival. Generally new hires who indicate their first role will be to listen make the greatest progress. You can’t always promise to implement what the people around you want, but you can guarantee to give thoughtful consideration to their input. At that point you can make a collaborative mission statement in line with departmental objectives against which you will all be measured.

To produce a mission statement that truly motivates and excites all stakeholders take time to get full buy-in.

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talent drain

Post Brexit uncertainty starts talent drain

The business world is trying to make sense of the implications of Brexit in a world now characterized by uncertainty. It was clear that this shock result, from which we are still reeling, was so unexpected that almost no one had a post Brexit plan. Against many unknown factors, businesses are trying to create strategies for changes which will significnatly impact the workplace. Practises related to E.U. rather than U.K. legislation, will be examined as new agreements are set up. Some experts are saying this could take up to 5 years.  One of the major elements will be the rights of E.U. workers in the U.K. and U.K. workers in the E.U. But what had not been anticipated is an immediate talent drain as skilled workers seek early voluntary repatriation or relocation to other parts of the E.U.

Yep. That’s right – some people actually want to leave now! Can you believe that?

Overall picture

The highly emotional and divisive referendum campaign and brexit shockthe subsequent leadership debacle, dealt a savage and damaging blow to Brand Britain on the global market. We now live in a new age of uncertainty. The CIPD reports that in general, 44% of working adults say they feel pessimistic about the future as a result of the UK’s vote to leave the EU, while one in five say they feel their job is less secure. Unfortunately, in the wake of this, we have witnessed an astonishing and aggressive xenophobic backlash against non-UK nationals studying, living and working in the U.K. Many European nationals are now reporting “feeling unwelcome” in a country which they have made their home, some for many years.

The U.K. government has made some half-hearted attempts to allay the fears of E.U. residents in the U.K. With a lack of definitive statements, many are unconvinced. Head hunters and recruiters are reporting increased numbers of spontaneous CVs and applications from individuals looking to leave the U.K, – now, or as soon as possible. This is also my experience.

The Talent Drain

What seems surprising is that no one factored in a potential talent drain before the referendum.  It should have been evident that if politicians run divisive campaigns based on hate, specifically targeting non-U.K. residents, the U.K. will be perceived as (and even become) a less attractive place to seek employment for workers who have choice. By this I mean those with strong transferable or difficult to find and attract skills.

The UK Commission for Employment and Skills’ (UKCES) Employer Skills Survey 2015 of 91,000 employers has already reported a chronic skill shortage even before the referendum.  The people who are reconsidering their positions are people who can go anywhere. In the mean time the talent drain has started.  Other E.U. nationals who might have had their eye on a U.K posting particularly London, are now re-thinking their career strategies.

What is behind this talent drain?  

These are just the comments I’ve had to indicate a potential talent drain.

  • Uncertainty: a Commodities Analyst with a Spanish based London bank suggested that “the U.K. is showing a post Brexit slow down. Uncertainty and a lack of confidence are damaging for everyone in the short-term. For my career, it would be better to move to another European financial services centre. I speak German and French so could move to Paris or Frankfurt. Dublin would also be a possibility. It’s anticipated that some Banks will move their whole operations so I may wait a while and see what happens , but I have sent my CV out. The current atmosphere is depressing and gloomy.”
  • Xenophobia:  a French strategy manager with a global logistics company said “there is definite backlash against foreigners now, which was whipped up hysterically before the vote and is being fuelled even now by a partisan press. I can handle it fine, but the kids are being targeted in school for their French accents and that’s not O.K. It’s not just against low paid Poles.”  A German account manager also reported abusive comments and being told to “go home.”   This is apparently rife. 
  • Fear of housing market collapse: others who have bought property in the U.K. particularly the South East at premium prices are concerned about a possible fall in house prices leaving them in a negative equity situation, especially as the pound has fallen to the lowest it’s been in years. They see an early departure as vital.
  • Concern about new requirements:  many would rather leave now voluntarily, than be made to go in two  or five years’ time. This would be dependent on the type of trade deals that are  negotiated and there are concerns.
  • More openings now:  there is a feeling that there would be more international openings in other E.U. centres now, rather than later. There might also be less competition for those jobs.
  • Concern about reduced conditions: a Marketing Director from Stockholm indicated concerns about employment conditions deteriorating “The only way the U.K can offer advantages to international organisations is to offer greater tax breaks (already happening) and greater flexibility with employment conditions. This will work in favour of the employer. I anticipate a loss of employment protection similar to the type of systems in place in the U.S. which would be negotiated with a T.T.I.P. deal. We could see a shift to very exploitive employment practises I fear.”           
  • Citizenship: with the question of  the right to work under investigation, perhaps requiring British citizenship, the uncertainty around this issue is a concern for some. They would want to maintain dual citizenship so they could work in the U.K. and Europe.

What did they expect?

A Belgian research scientist told me “There is no doubt that a hostile environment has been created by the politicians and press during the referendum campaign against multiculturalism. Beneath the British veneer of outward civility, it’s obvious now there is a seething layer of resentment towards foreigners which has become clear to non-Brits in the last month.  Although I am not a direct target-(yet) the U.K. is just not an easy place to be at the moment for overseas workers or students.” 

Over the next months we will find out how things play out. Currently everyone seems to be carefully treading water. A more cynical H.R. analyst suggested that those E.U. nationals with strong skills will eventually be able to command premium salaries in the U.K.. “Most politicians have no idea of the true level of skill set shortage in the U.K. Brexit was not expected and almost no one had a plan.  Individuals should just bide their time. By 2020 if anyone leaves the U.K., they will probably be able to return at even higher salaries. And for anyone currently paid in Euros or dollars – they are already ahead.”

Interesting thought. What do you think?

Interviews with H.R. are the gatekeeping process

Meaningless interviews with H.R. Really?

Why do so many underestimate interviews with H.R?

I’ve heard some comments recently from candidates or job search clients related to interviews with H.R. I’ve selected two, because the others carried the same message, they were just phrased differently.

  • Comment #1 – From a job seeking client:  “I’ve only attended a series of meaningless interviews with H.R.”
  • Comment #2 – From a candidate I was interviewing who was woefully unprepared: “Don’t worry, I will be better prepared for the decision-maker”   

Sadly for him, I was the decision maker. His process ended right there.

Gatekeepers

It is true that the calibre of some H.R. individuals, may not be high all the time. But regardless, they are the gate keepers to the process.  Candidates, this is your wake-up call. Interviews with H.R. are not meaningless, even if they seem that way. They are the first decision makers. If H.R. cut you, it rarely happens that the line or hiring managers go back and ask to see the thousands of CVs and telephone screening notes of unprocessed candidates. Many pundits encourage candidates to bypass H.R. totally and locate the hiring manager. That can work, but usually offers are made via H.R. so they can still nix your application. It is only very rarely you can leapfrog interviews with H.R.

And sometimes you don’t know you are encountering H.R., as one candidate found to his cost with #HRTechWorld colleague Matt Buckland

Attitude and aptitude

How you interact with H.R.,recruiters and anyone else in the process is measured, monitored and judged. You are then compared to other candidates or the benchmark  for the position for that company. An overview centred around cultural fit and expectations will be made. Your attitude matters as much as your hard skills. If you are rude and entitled then it’s factored in. I interviewed a senior manager for an executive role in a very conservative organisation.  Let’s be clear. It was not a junior coding role in a tech start-up.  He was not professionally attired.   I simply made a note of the facts and the company President commented on it as a sign of a certain attitude. He was processed further, but that same attitude surfaced in other ways further down the line. It was a red flag.

If the hiring manager trusts the H.R. Manager or the recruiter, he will rely on their judgement. She doesn’t have time to micro-manage the search process.  I can understand process fatigue setting in because candidates can go for many interviews. But somehow job seekers have to prepare and be courteous and remember everyone involved counts, especially those interactions and interviews with H.R.

That’s why the gentleman had so many “meaningless interviews with H.R.”  It’s the candidate who has to give those interviews meaning and make the right first impression. Because like the saying goes, there are rarely second chances.

Give those interviews with H.R. meaning:

  • be courteous and respond appropriately and in a timely way.
  • connect with the person on LinkedIn
  • prepare and research information about the company
  • prepare questions
  • thank them for their time
  • refer other candidates if you are not interested

If you have established a good rapport with the H.R. contact, you are more likely to be considered for another role if you are not successful and given performance feedback. That will help you reduce those meaningless interviews with H.R.

Do you want to improve your interview performance and job search strategy – contact me 

White noise nonsense on job search and recruitment

Do you have nonsense fatigue?

I’m starting to see some backlash on the volume of white noise on LinkedIn and other platforms. One writer Cory Galbraith sent out a post which resonated. He has even taken a break from his own writing.

He suggests that people write for a number of reasons – to sell a product, enhance a reputation or ego, and some even to be genuinely helpful. What bothers me, is the level of information which is either inaccurate, wrong or an opinion shared as a truth.

I’m sure it is the same for all sectors, but nowhere is it as prevalent as job search and recruitment. The search term “How to create a successful resume” produces 72.2 million resources in 0.61 of a Google second. 

We all have opinions on the way people do these things and many are more than willing to share them, regardless of their knowledge level or qualifications. Even if they haven’t applied for a job in 20 years or worked in recruitment, sometimes ever!

Myth Creation

The advent of social media has created a whole new culture of people who can send out what are essentially opinions, rather than fact, to large audiences interested in job search and recruitment. Very often this commentary is couched in click bait headlines which confuse the life out of readers. Coming from so-called “influencers” these nuggets carry additional weight for a very susceptible audience.

I published a post on LinkedIn Pulse  on this topic 4 mystifying professional profile myths on this topic. Jesse Lyn Stoner of the Seapoint Center, suggested that one way to deal with trying to make people accountable was to write a post about it! So here it is!

Factually incorrect 

A post from a really sweet contact, who is not in the career coaching or recruitment business, gave  “top” tips for creating an effective CV. 4 of them were probably completely wrong and others were pretty dubious. I have seen posts suggesting cutting certain words out of resumés. In the real world seeing the word “etc.” really makes no difference at all.  There are times when etc. will be appropriate and others where perhaps fuller detail will be required. It will certainly not impact the recruitment process.

I saw another post suggesting that the word “actually” be scrubbed from our professional vocabularies in emails, as it is rude and implies a correction. Here is a definition of actually:

actually ˈaktjʊəli,-tʃʊ-/ adverb adverb: actually
1.
as the truth or facts of a situation.
“we must pay attention to what young people are actually doing”
2.
used to emphasize that something someone has said or done is surprising.
“he actually expected me to be pleased about it!”
synonyms: literally, to all intents and purposes, in effect

I’m not sure when “actually” morphed into something impolite, but there is  now a whole slew of readers who think it’s not a good word to use in a professional context.

Calling it out

Is it worth calling it all out?  I have nonsense fatigue and can no longer be bothered.  Others are more vigilant in making others accountable. A tweet came through my stream recently from @NeilMorrison  suggesting to a well-known influencer that some copy was potentially misleading about the hiring process, possibly to meet a deadline. I actually had the same thoughts when I had read the post earlier.  His words were  “what a load of rubbish on the hiring process”

Perspective not truth

This quote from Marcus Aurelius sent out  from @Avid Careerist, Donna Svei, confirmed my ideas. She was focusing on conflict, but I think it applies to many situations.

marcus aurelius

How to convey that anything we write is an opinion and a perspective, not a fact, is not difficult  in itself, although writers are always exhorted to write with conviction and audience attracting headlines. With the growing volume of columnists and pundits churning out content, as well as people who know nothing about the sector adding their two cents worth, the volume of white noise is now mind-blowingly confusing.  

My opinion is that separating this white noise of nonsense on job search and recruitment, from valid and helpful commentary is getting increasingly difficult for the average reader.

How do you think we should deal with it? Do you have nonsense fatigue?

Career managers understand the art and science of recruitment

Job search, like it’s counterpart, recruitment, is both an art and a science.  It needs to be a successful combination of the strategic leveraging of technology (the science,) with advanced influencing skills, via personal branding and networking (the art.)  Like the planets, when these elements are in perfect alignment, then hey-ho mission accomplished for both sides.

The universe can’t help you

But neither end of the spectrum can work on a one-off opportunistic basis. If recruiters invest time and energy learning their craft and developing both deep and wide networks, it makes sense that a job seeker would need to do the same.  But in so doing, it means that job seekers have to actually stop being one-off job seekers and shift to becoming longer term career managers. Most job seekers seem to trust the universe to kick in. If a job seeker is sending out 100s of CVs with no response, the answer is that they will certainly be doing almost everything wrong.

Today’s career managers, like recruiters, have to be sophisticated influencers, with more than decent levels of  digital and social savvy. This is why many job seekers struggle and some fail. It’s also why career managers rarely need to become job seekers and when they do it’s generally easier for them.

The art

The art of career management is rooted in soft skills, in those intangibles that are the cement to the hard skill bricks. It’s about relationship building and branding both on and off-line.

Career managers are on the ball. He/she will have and understanding of at least their medium term goals and their strengths and personal development needs. Plus, they will have a complete and even strong online presence, an updated CV ready to go on their smart phone and be an active and skilled on-going networker, both on-line and actually.  Yes, this will mean going to events and interacting with network connections. They will have their 30 second commercial and 15 word intro practised to perfection, suitable for use in a wide range of different situations.

Career managers will not be panicked into spamming total strangers in desperation telling them they are now on the market. They will already have a good reputation and high visibility in their network and a few well placed calls or mails will suffice.

The science

Recruitment assignments are usually set up and structured on the basis of hard skills and key words. I have personally never worked on a search where the preliminary triage is based on soft skills. They tend to come in later down the line. After a sweep through an immediate and known network, candidates are identified via tech-based online searches, including LinkedIn and other professional and social platforms, using complex Boolean search strings. Key words would include education, professional, and sector skills and terms, plus location. In addition we look for the scope of a job, so metrics are important, budget and team size are helpful, plus the scale of any big wins.

If job seekers fit a very specific profile then the chances of appearing in searches for their industry, sector and location are high. If they have a hybrid background, or are career changers, then it’s going to be more challenging. This is when the science really kicks in and job seekers will need to position themselves for a specific type of opening, using transferable skills.

Career managers will have been situating themselves strategically over time and in advance, with network connections in their targeted field. They may even have worked with a coach.

Wheat and chaff

With millions of job search tips on the internet it is easy for job seekers to get confused. Some of it is misleading and other stuff is truthfully just complete nonsense, written using click bait headlines. If a job seeker has the right skill set, trust me, a career will not tank because of certain vocabulary choices on a CV or LinkedIn profile, provided they are spelt correctly. CVs don’t get people jobs, but they do get interviews.

If job seekers are competing against career managers, candidates who have better resumes or a stronger online presence, then the likelihood of the hiring manager having an unconscious preference (in addition to any pre-existing unconscious biases) are stronger. This means the interview performance has to be spot on, which is a pressure a job seeker could avoid.  Career managers understand this, and have it in hand. Why make a difficult life, even more difficult?

To shift from being a job seeker to a career manager, means taking a longer term view and combining the art and science of career management to meet individual goals.

The less that is left to chance the better.