MINIMUM WAGE INCREASE
The government will increase the national minimum wage by 1.9% effective 1 October, the Department for Business Innovation & Skills (BIS) has announced.
The adult minimum wage (for those aged 21 and above) rises by 12p to £6.31 per hour. The rates for 18-20-year-olds and 16-17-year-olds respectively rise by 5p to £5.03 an hour, and by 4p to £3.72 an hour. An extra 3p is added to the apprentice rate, making it £2.68 an hour.
Last October saw a similar rise for adults, with apprentices also benefitting, although those aged 16-20 were left out. Any BIS decisions on the national minimum wage are informed by reports from the Low Pay Commission (LPC), which was established as an independent body as a result of the National Minimum Wage Act 1998.
Source of article www.recruiter.co.uk
The introduction of auto-enrolment of pensions in the UK will make it more expensive to hire staff, according to top 20 accountancy firm UHY Hacker Young.
UHY Hacker Young says that the advantages UK PLC gains from its relatively low employment taxes will be put in jeopardy by the new auto-enrolment pension contributions regime. The incoming scheme will hurt small start-ups and other recently formed companies in particular, the accountancy firm says. The scheme will see all employers make a mandatory minimum contribution of 3% of salary to their employees pensions from 2018.
As an example of the schemes impact, UHY Hacker Young says that a worker earning the UK equivalent of $30,000 (£18,740) currently costs a UK employer £1,553 per year in National Insurance contributions on top of their salary (8.3% of salary), the lowest level in the G8 countries. Under the new rules, from 2018, UK employers could have to pay £1,916 for the same employee, a significantly higher amount than would have to be paid in the US and Canada.
UHY Hacker Young adds that the UK is already uncompetitive when it comes to the employment costs of senior executives, with the 8th highest employment costs for executives working in 25 countries across the firms international network. Article source: www.recruiter.co.uk
Its all in the mind
We may not always be responsible for the situations we get ourselves into but we are responsible for our behaviour within those situations. We have choice.
We can decide:
• how we want to be in a future situation, and
• how we want to be in the situation as it’s happening.
The first thing you need to do to regain control is to bring the negative thoughts to your conscious attention.
You need to slow down your thinking and look at, or listen to, what you are seeing in your mind’s eye or saying to yourself.
Ask: what am I saying to myself? Or, if your thoughts are represented with a picture or video, what am I seeing?
Listen to the answer. Many people find it helpful to write down what they are thinking or describe what they are seeing.
Do write down your thoughts, as it allows you to challenge them dispassionately.
Challenge the bits of your thinking you believe are not helpful in supporting your success, ie. thinking that is faulty.
Characteristics of faulty thinking
Below are some characteristics of faulty thinking.
• Pessimistic prediction of the future. They are only interested in themselves and no one will be interested in what I have to say.
• Absolute thinking. You’ve let me down before so I can’t rely on you again
• Exaggerating. Everybody says that everything that could possibly go wrong will go wrong and I know everyone agrees with that.
• Assumptions. It’s going to be very hard for me to become more assertive.
• Mind reading. When they stare at me I know they’re thinking I don’t know what I’m talking about.
• Unbalanced view. The last time I spoke I got everything back to front, I’m sure they didn’t understand a thing.
• Negative focus. I won’t ever be able to ask for what I want.
Convert your faulty thinking into positive and realistic thoughts. Produce a script that is made up of entirely sound and balanced thoughts.
Characteristics of positive self-talk
Below are some characteristics of positive self-talk.
• Realistic view of the future. It may not be easy for me, but I have prepared well and I can trust my intuition to get me through.
• Objective. They have a right to question me and challenge how far we’ve progressed with the programme. I can be honest and give them my view.
• Noticing the positive. I know information that senior people don’t, that’s why they’ve have asked me to attend this meeting.
• Honest about the past. They have listened in the past and I can explain how the concerns of the staff are affecting the programme.
• Can-do approach. I can trust myself to say the right thing, I can be firm and direct with Giles and stay committed to what I believe.
Our darkest and deepest fears are sometimes well camouflaged and unexpressed, except as a profound, unhealthy feelings of unease and dread. Not all fears are equal. We tend to exaggerate certain fears. When not challenged they become the most potent disabler of our potential. The worst-case scenario may happen but, by bringing it to our conscious attention, we have control and can plan what we can do about it should it occur.
Challenge yourself to answer these questions as logically as you can. Could that really happen? How likely is it? What can I do?
This kind of thinking liberates us from the tyranny of the unknown. Most of the time you will realise that the likelihood of the worst-case scenario happening is minimal. Go on, try it. What’s the worst that can happen?
When you are being successful and achieving win-win outcomes you are clearly doing a lot right and, unless you run into storms along the way, you may not need realistic thinking techniques: “If it ain’t broke, don’t fix it.”
For those times, however, when you feel
• under pressure
• lacking your normal self-confidence
or you think you’re facing disaster and it is not going to work out well for you, then it’s time to reach out for some extra help.
Remember that faulty thinking is the first stage in developing unhealthy and negative feelings that drive behaviour and give you results you don’t want. Faulty thinking is often a rehearsal for failure and is self-fulfilling!
Sound thinking produces an entirely different set of feelings and emotions that enable us to be at our best. It is a rehearsal for success and is also self-fulfilling
article source: Recruiter
How to manage your ‘workplace rebel’
In your department, you head-up a number of teams of talented employees and everyone works well alongside each other, apart from Maryam and James. These are the two individuals who give you a headache every time you come into the office. James is a high performer but he always has an opinion that is contrary to your own and makes it known regularly. Maryam, on the other hand, irritates her team by constantly criticising everyone on not only what they do but in the way that they do it.
You have tried to ignore the situation but it has now got to the stage where it is necessary to intervene in order that productivity is not affected. These two, Maryam and James, are what I would call ‘workplace rebels’, who can damage their teams by electing to question every decision.
Rebellious or innovative?
Rebels like to challenge the status quo – sometimes for the sake of it and sometimes because they genuinely believe that they are right and others are wrong. In the workplace, that means that they can tend to question authority, policies, procedures and the opinions and ideas of team members.
The challenge for you, as departmental head, is to manage their dissenting views in a way that works for the team and not against it. Rebels can be a valuable asset by bringing about positive change through the identification of working practices that could be improved and, provided that is the case, then this could be a benefit for the company. The problem is that some of their views may be unnecessary or impractical.
Rebels are usually direct so if you want an honest opinion, the chances are they will give it to you. They will usually stand up and be counted for what they believe in and so can be passionately committed to the company’s vision and what they stand for. They are not necessarily frightened about challenging existing processes and introducing their own creative ideas which they believe can bring about innovative methods of working.
Of course, the easiest attitude is just to ignore the rebel but, as the manager, it is your responsibility to manage his, or her, behaviour. It is a fine balance between exploiting their potential for the eventual benefit of the organisation whilst insisting that you are paid, and are qualified, to manage the department in the best way that you think fit and in-line with company policy.
So what can you do to work alongside the rebel?
First of all, try to understand what underlies the rebel’s behaviour. Is it that they feel isolated or frustrated because they are unable to bring the benefits of their proposals to the attention of the company and feel that, as a result, the company is denied the advantage of their claimed creativity.
Is it that they feel ignored – and we all know what it is like to feel ignored! It just makes us angry.
Secondly, open up a conversation with the individual to explain in detail that the company as a whole, including your department, works to accepted practices that have been discussed and implemented by order of senior management. That does not mean that suggestions for improvement are not welcome but that existing methods of working and company policy must be adhered to in detail. Every army has to have a commander and every organisation must implement company policy as laid down.
Thirdly, try to channel their energies into a specific project that will stimulate them and give them an opportunity to prove some of their proposals within existing work parameters and the status quo. From that experience, they can learn from the results.
Finally, spend time coaching them to be indispensable members of the team. They need to understand that they need to work as a team alongside others who have different strengths from themselves and that only by working together, as team members, can a desired result be obtained for the benefit of the organisation.
Rebels can be valuable assets who can bring a wealth of innovative ideas to the table. However, just as an engine needs, oil, gas, a gearbox, wheels and brakes in order to move forward safely, so does an organisation need teams, and teams members, all working together, to be successful.
– The power of a company is its people
– Don’t discourage debate, but encourage innovation
– Organisational success is through team effort
article source: Recruiter
Do You Expect Too Much from Recruitment Agencies?
An example from job seekers was recently found in he most ‘recommended’ comment (32 people) from a piece on using a recruitment consultant on the Guardian Careers page reads “…recruitment agents are one step ahead of estate agents on the scale of nastiness… the vast majority are scumbags who would sell their granny for an extra £1 an hour”.
And a recent, popular LinkedIn discussion titled “Why (Most) Recruiters Are Bad People”, with c.400 comments, explicitly describes recruiters as lazy, self-righteous people without a conscience.
Article source: The Undercover Recruiter
Wait! Are all recruiters really bad people?
What do you think a recruiter’s family and friends would say about them? Honestly?
Let’s assume all recruiters are NOT the spawn of Satan for second and look at what other possibilities there are.
What do people expect from a recruiter?
Maybe it boils down to the current ‘system’ and the varying expectations job seekers and employers have of recruiters?
Employers expect: “an employee or at least a quality short list of candidates, delivered in a timely manner with a high level of service” – at a varying cost depending on the agency, vacancy etc.
Job Seekers expect: “a job, an interview or at least information regarding relevant job vacancies as well a high level of service” – usually for free!
Employer’s needs > Job Seeker’s needs
The employer pays a recruitment agency to source an employee and fill their vacancy.
Except in rare cases, actors for example, job seekers never pay a recruitment agency.
The recruitment agencies priority must be the employer, their client. If not, the recruitment agency wouldn’t get paid and would ultimately go out of business.
1 satisfied Employer = 10 dissatisfied Job Seekers
For every vacancy that is successfully filled by 1 person, 10 candidates (or more) may be rejected at CV, interview and even offer stage, e.g. salary negotiation issues.
Perhaps meeting their client’s (an employer’s) expectations, a recruiter must offer less than immaculate service to job seekers?
In an ideal world recruitment agents could spend time with every applicant, giving feedback and discussing how unsuccessful job seekers could improve for next time.
Recruiters are often under too much pressure to fill their client’s vacancy, both externally from competitor firms and internally from their sales targets to spend time with every unsuccessful job seeker. Remember employers pay recruitment agencies, so their needs are usually a priority.
Expectations, expectations, expectations!
In time, perhaps the ‘system’, the employer recruiter job seeker relationship might change but is this really likely in the short term?
Perhaps clearer, more realistic expectations could be agreed at the beginning of the job seeker recruiter relationship.
For example, what if it was agreed that no feedback = no job or interview offer? Or if the recruiter was upfront in saying they might only call once every 3 months but when they do, they will have a concrete job opportunity you’d be interested in?
Would a job seeker have any reason to begrudge any recruiter if clearer, more realistic expectations were set out at the beginning of their working relationship?
As a footnote, the author does acknowledge that a large number of recruiters and job seekers do agree realistic expectations at the beginning of, and during their working relationships. However, it is realised, given the amount of “bad press” that exists currently about recruitment agencies that many do not and perhaps this is a key issue that should be at least considered by those affected.
Beware of Recruitment Cowboys!
There are very low barriers to entry in the world of recruitment; there is no training or license required. Anyone with a telephone and a computer can call themselves a recruiter. This allows for a great deal of competition which is great most of the time.
The trouble starts when the recruitment bottom feeders cut corners and make concession on their ethics. This article is about knowing when you are dealing with an unprofessional recruiter, allowing you to filter these out in favor of the top recruiters you should deal with.
The definition of working with a recruiter is actively sharing information and letting them represent you to job opportunities. A recruiter with little experience or simply lack of ethics can hamper your quest for a new job, as they can misrepresent you to the best companies. In this game you only get one chance so we have to make the most of it.
The tell tale signs of a recruitment cowboy:
When the recruiter cannot give you the right information about the vacancy (such as salary, tasks, reporting lines), the company and sometimes even about the industry. There could obviously be legitimate reasons for this but in general this will be a bad sign. Bear in mind that a good recruiter would not work a vacancy without this information.
Contingency (no win, no fee) assignments only
This means they have never actually been given the formal instruction to work on behalf of a company (retained search assignment). They are instead sending some candidates out to a job with the hope that the client will want to interview. Unless the client is game, you and the recruiter can do little else than wasting time.
Only ever speaks with you when they have a role that fits
If you are not interested, they quickly move on to the next person on the list. Although this is the nature of the beast that is recruitment, a good recruitment company should stay in touch with people on their books regularly. This would typically be a call every 3-6 months for information sharing and general catch ups. This is essential for really understanding a candidate and knowing exactly what you are looking for.
Not specialized in your field
There are many generalist recruitment companies of size that try to break in to niche job markets. Although the recruitment company may be well known, the recruiter doing your market might be working on their own and tasked to ‘build their market’ which is not easy and will certainly not help you.
Focused on salary
Concentrates on you wages and other cash remuneration as opposed to what should really matter to candidates, e.g. growth, training and promotion opportunities. Again, a good recruiter would take a more holistic approach and see what will really make you happy with a new position.
Tries to talking you into taking a job, sometimes not giving you enough time for your decision making process. This will inevitably lead to candidates making the wrong decisions and changing their mind shortly thereafter.
Liberal with information
Drops names of your coworkers and managers in order to sound knowledgeable. This might impress some but in the end you know they will drop your name on the next call, which you are not likely to appreciate.
Asks YOU for money
You should never have to pay for the services of a recruiter as the client (hiring company) pays the fees. If you are asked for money by a recruiter, ask exactly what it is for and then tell them where to stick it.
If you come across recruiters like these, politely tell them you are either doing your own search or that you are exclusively working with another recruitment company. If they keep contacting you, ask to be removed from their books. By law they have to remove you and even send you a letter confirming the removal.
Please note that the vast majority of recruiters out there are very professional and work hard on your behalf. And believe me when I say they are just as weary of cowboys as you are.
Article source: The Undercover Recruiter