More HR managers and recruiters use social media in recruitment...

Surveys chart job-seekers’ use of social media

Two recent surveys chart the utilisation of social media by today’s job-seekers.  One, from the Kelly Global Workforce Index, looks at the global scene, while the other, from graduate careers site WikiJob, focuses on the domestic graduate market.

“These results are evidence of the way in which graduates may have an advantage as the employment landscape changes,” says WikiJob co-founder Ed Mellett.  “HR managers and recruiters generally agree that using social media can be an extremely fruitful job-seeking method.  More and more employers are utilising social media to find out more about applicants before the interview process.
“Networking online will give graduates access to an otherwise hidden job market, and the results from our user poll indicate it is likely that a large proportion of graduates are already actively pursuing these opportunities.  Maintaining a professional presence on LinkedIn, Twitter and Facebook will give graduate job-seekers a major advantage.”

According to the Kelly survey, the most popular channel for finding work is job-boards, used by 26% of the 97,000 people surveyed in 30 countries worldwide to find their most recent job.  The use of job-boards is most pronounced in the APAC region, where they’re used by one in three (33%); elsewhere, it’s closer to one in four (EMEA 25%; Americas 24%).  However direct approaches from employers account for significantly more positions in EMEA than elsewhere, while the use of recruitment firms is highest in APAC.
Again, roughly one in four people (24%) look for jobs on social networking sites (although only 1% succeeded in securing their most recent job via this route).  The proportions remain remarkably consistent across generations (baby-boomers 24%, Gen X 24%, Gen Y 23%) and geographies (EMEA 25%, Americas23%, APAC 22%).  The UK-specific figure is, however, slightly below average at 20%.
For those who do search for jobs on social networking sites, the favourites are Facebook and LinkedIn, preferred by 33% and 32% respectively.  However there’s a clear generation split here, with 39% of baby-boomers liking LinkedIn (compared to 23% of Gen Y), but 40% of Gen Y preferring Facebook (compared to 22% of baby-boomers).
There are some significant regional variations, too: LinkedIn is the overwhelming choice for job-seekers in the Americas, preferred by 40%, with Facebook on 28%, while the position is reversed in EMEA with 35% choosing Facebook as against 30% for LinkedIn.
Looking at other social media, only 3% use Twitter for job-seeking, while more than twice as many people in APAC use blogs to find work than anywhere else.
The poll by WikiJob revealed that 63% of respondents were on LinkedIn, suggesting that graduates – who tend to be more familiar with social media – are more willing to use it as a job-seeking tool.  Graduates, it’s suggested, may be more aware of the potential of social media, both as a form of self-advertisement and as a way of networking with employers.
“These results are evidence of the way in which graduates may have an advantage as the employment landscape changes,” says WikiJob co-founder Ed Mellett.  “HR managers and recruiters generally agree that using social media can be an extremely fruitful job-seeking method.  More and more employers are utilising social media to find out more about applicants before the interview process.
“Networking online will give graduates access to an otherwise hidden job market, and the results from our user poll indicate it is likely that a large proportion of graduates are already actively pursuing these opportunities.  Maintaining a professional presence on LinkedIn, Twitter and Facebook will give graduate job-seekers a major advantage.”
Thanks to Ri5 for the intell.

Private sector are stereotypical and old fashioned in views?

The private sector’s view that public sector workers are not equipped to work in the commercial sector are “stereotypical and old-fashioned” and not based on reality, according to the head of Hays Careers Transition Service.
Mark Staniland, a divisional director of Hays, told Recruiter: “Private sector employers’ initial response is that public sector workers are not equipped or able to make the move to the private sector, but our experience is they are able to make that transfer.
“The professionals that we meet from the public sector are extremely capable and able people, and the majority are capable of making that transfer.”
Staniland’s comments are at variance with the results of a survey of 500 UK companies published in February.
The survey by the Financial Times and Barclays Corporate revealed that 52% of private sector companies in the UK said they were are not interested in hiring people, who have lost their jobs in the public sector
Staniland said that 72% of ex-public sector employees that had been through Hays’ Career Transition Service in the last six months had found employment, either with the help of Hays consultants or off their own bat.

8 things to consider about being self employed...

8 things to think about if you’re considering self-employment

Is self employment for you?  Perhaps you’ve lost your job or you’re facing redundancy and think self-employment is the answer.  Or maybe you just woke up on a grey, cold Monday morning and thought “why don’t I give it all up and work for myself?”
If you are considering self-employment, you’re not alone.  Around 300,000 people are likely to take the plunge and turn self-employed in the UK this year, according to the Federation of Small Businesses.
Sadly, figures also show that three out of five of those businesses are likely to fail within the first three years.   So how can you be sure that self-employment is for you and that if you take the plunge, you will be one of the people whose business succeeds?
Obviously there are the usual considerations that appear on any self-employment checklist – factors such as writing a business plan, choosing an accountant, deciding whether you should be a limited company or a sole trader etc.
But I’m talking about some of the more fundamental psychological considerations that make the difference between success and failure.  When I made my own transition to self-employment three years ago I was lucky enough to benefit from a unique research project carried out by a psychologist called Cathy Brown in conjunction with Birkbeck College, University London.  Cathy looked at those who had already successfully made the transition to self-employment and identified that there are 8 key factors that are important to focus on in order to make that transition easier and more successful:

1. Is there enough of a push to move you from your current situation? People who move successfully into self employment have a degree of restlessness with their current situation.  In other words, you’re likely to be frustrated with how things are right now, enough to motivate you to want to change and set up your business.
2. Do you have a passion, not only for the work you do but for turning it into a business? If you’re passionate about what you do you’ll find it easier to ride the waves of change and keep going when starting out.  You’ll also find that others will be attracted to your passion and will be more likely to help you make your business a success.
3. Do you have a clear vision for what you want to achieve both commercially and personally? In answering this question you need to think through the commercial aspects of your business proposition i.e. what the business is going to offer, to which customer groups and to which geographical markets.  But you also need to think about what success look like for you as an individual.  Is it about earning a certain amount of revenue, having independence and autonomy, working certain hours or days of the week, all of the above or something completely different?
4. How well do you know yourself and how to manage your energy levels and emotions? You need to know yourself well enough to know what you can do to stay motivated and energised.  For example, do you like working on your own or do you prefer to have lots of people around.  If you’re an extraverted gregarious type you may find days of working alone at home sap your energy and motivation so you may need to develop strategies (such as meeting a friend for lunch) to keep your energy and motivation high so that you are set up for success.
5. Do you believe in yourself?  Are you confident in your own abilities? To move successfully into self-employment you need to believe in yourself, your capability and your ability to make things happen.  In essence, you need to know you can make it a success whatever happens.
6. How much personal drive do you have to keep going even when things get tough? Research shows that people who move successfully into self-employment are focused on continually improving what they do and learning how things could be better; resilient when the going gets tough and personally driven to keep going at all times
7. What about your financial buoyancy?  Do you have plans in place to guarantee some form of a positive cash flow or income stream during your transition? This could be achieved through a range of means e.g. savings, redundancy payment, financial support from a partner, part-time job etc.  A general rule of thumb is that people feel that they need a financial lump sum that covered six months of living expenses.
8. How good is your support network? To make a success of self-employment you need a well-established network of contacts that can provide different types of support at different times.  People typically need three types of support – (1) Practical support such as child-care, help with household chores etc (2) Technical support in areas outside of your expertise such as IT, finance or some other discipline that is an absolute necessity but a complete mystery to you and (3) Emotional support from people close to you who can help you through the tough times.

Recruitment agencies see decline in temp business to public sector.. good thing?

Two speed jobs market emerging?

A split is forming in the labour market as employment "radically" slows in the public sector and continues to grow in the private sector, according to the recruitment and employment confederation (REC) as reported by recruitment agencies.
The REC's claim is based on its "Report on jobs", produced in partnership with professional services firm KPMG, which found that demand for some permanent public sector roles, such as nursing, medical and social care, had reduced, while demand grew for permanent private sector roles, such as those in engineering and construction.
However, the data did not directly compare demand for the public and private sectors and some areas that saw growth, such as IT and clerical roles, were likely to be made up of workers from both sectors. In future, the report will gather data on the difference in demand for jobs between public and private companies.
Overall, demand for permanent staff grew at a "strong and accelerated" rate, but the growth of temporary appointments eased to the lowest rate so far in 2011.
Kevin Green, chief executive of the REC, commented: "Public sector employment is radically slowing while there is growth in the private sector, confirming that we are now in a two-speed jobs market.
"A number of permanent hires made in IT, construction and engineering suggest that employer confidence on the whole is improving but temporary employment is slowing. This month's figures for temporary jobs are the worst we've seen for four months and are likely to be caused by employer caution over the impending Agency Workers Regulations."

Bernard Brown, partner and head of business services at KPMG, said: "The fundamental issue facing the UK's 'twin-track' job market is whether the private sector can create enough jobs to offset the expected job losses in the public sector.

"If the Government encourages greater private sector engagement in the provision of public services, this would not only support creation of private sector jobs in the UK, but provide a platform for those business service providers to export their skills, as governments around the world grapple with how to reduce their deficits and transform public services."

The report looked at 400 responses from UK recruitment and employment consultancies, but of course that is based on the business going through them.. not all jobs...

.

Anniversary Offer - get one free................

Not quite a 'bogoff' but certainly great! If you prepay for a block of four coaching sessions in May you will get a fifth for free!
It's twelve months since I started this and so to celebrate I am offering new clients  five sessions for the price of four. You can take them anytime  in the next year but must sign up by the end of the month. Experience has shown that many people really benefit from the block of four and so it makes sense to offer a deal to entice more of you to commit.. come on you know you want to.................. contact me now on 01342 826735!

What can I help with?
My strap line is 'supporting your path, wherever you want to go'... it is your journey and you need to determine the path.. so don't come looking for me to tell you what you should do... but using coaching tools, or questionnaires or psychometrics we can identify goals and direction..
You may know what you want but not be sure how to get there, again using coaching techniques we can identify your barriers, your limitations and your doubts and develop strategies to overcome them. we can identify the ways you can achieve your goal. I can hold you to account and help you do the things you say you want to do but don't get around to. getting started can be the hardest part.
You may feel you don't quite get it right, in some areas I can mentor you to achieve your goals, applying for jobs, writing a CV, applying for judicial appointment, taking up training, LEADING A RICHER, FULLER LIFE. I have witnesses people making huge changes and achieving great success.. you can too.
many people come to coaching because it is a non-judgemental, confidential space, you won't be boring me, you won't be 'going on', you won't be embarrassing yourself.... it's a space and a structure, support and challenge.
These things are within your grasp.. call me NOW! and get a B4G0F!

Use Linked-In to enhance your job search

Your Linkedin profile is your shop window to recruiters and potential employers, and the first place which potential recruiters will look when they are considering contacting you. Here are our top six tips to make sure your Linkedin profile is found by the RIGHT people:
1. Consider your job seeking objectives
Like any social networking medium you need to firstly decide why and how you will use LinkedIn for your job search. Before you can use LinkedIn, you need to have decided on what role you are looking for. It is no good branding your LinkedIn profile for a role within a professional practice if you decide you want to go in-house.
2. No typos, spelling or grammatical errors please
You don’t need to tell us that on-line first impressions count just as much as face-to-face first impressions. It’s also even easier to make assumptions about someone or some group when working with them on-line rather than face-to-face. Make sure that your profile as well as being error-free is succinct and articulate. Ideally, spend as much time working on your LinkedIn profile as you would your CV.
3. Who do you want to be seen as?
Every time you appear on LinkedIn your headline or personal tag line goes with you. Make sure you brand your headline as what you want to be seen as by the on-line community, and especially potential recruiters. It is better to brand yourself for the job you want rather than the job you have. The reason? Recruiters will often search for a specific job title when looking for potential candidates.
4. Write your elevator pitch
The summary box in your profile needs to be your personal elevator pitch but targeted at the people you want to see it – i.e. recruiters. Your elevator pitch needs to be why you are different and the value you can bring to an organisation. Make sure you include some of the keywords which recruiters are likely to be searching for.
Use the second paragraph – specialties, to list your specialties as this is a good opportunity to add in keywords as recruiters search on this section.
5. Public Profile and URLs

Fight for the right to have your personal name in your LinkedIn profile URL, i.e. “http://linkedin.com/in/yourfullname.” As well as your LinkedIn URL you need to think about other websites that you want your profile to display. Do take the time to put the actual title of the link in rather than leaving them as ‘My company’ or ‘My website’. For example, instead of ‘My Company’ – I have written ‘The Efficiency Coach’. Do include links to any profiles you have on social media sites where you maintain a professional presence.
6. Connect up your social networking presence
It is very inefficient to manually update all of your social networking presences. Luckily, Linkedin can be used to connect up all of your social networking presences. The application Blog Typepad can pull in a RSS or atom feed from your blog(s) and twitter feed. If you write a wordpress blog, there is an wordpress application which lets you display your blog on your LinkedIn profile. (Although Blog Typepad will do the same thing for you)

Heavy weight comp and bens suggestions....could it work in public sector?

Remunerating for profitability

To ensure that wages and salaries are a profit-centre, not a cost-centre, for your business, it helps to tie them into profitability. Here are some ways you can do this:

Factor in value when setting wage and salary levels

It is important to factor in the value of both the work and the individual's contribution when setting wage and salary levels. Begin by assessing the value of a particular job. Here, you must look at the work, not the person doing it, and ask how much value it adds to your business. Based on this assessment, you can set a wage or salary range for the job. Of course, you will also need to keep an eye on the labour market and be sure to set and maintain remuneration levels that are competitive.
The next step is to decide where on the wage or salary range to position a particular individual, and when it is appropriate to offer additional incentives. Here, you are looking at the individual, not the job, and evaluating what value his or her performance adds to the business. You need to assess traditional criteria such as attendance, motivation, initiative, reliability, and safety, but the most important thing is to evaluate the individual's contribution to the profitability of the business and reward it accordingly.

Devise incentive schemes for both individuals and teams

If you introduce incentive schemes, make sure you design them to improve the performance of both individual employees and the business as a whole, not one at the expense of the other. Incentive schemes that focus exclusively on improving individual performance can sometimes undermine teamwork and thereby overall productivity. On the other hand, schemes that focus on improving firm-wide performance provide little incentive for above-average performers to go the extra mile. Not only does this deprive your business of their best efforts, it also increases the risk of your star employees feeling they are underperforming and therefore looking elsewhere for something more challenging.
To get round this, consider offering an annual salary bonus to key employees who meet specific short-term goals, but with half the bonus awarded if the individual achieves his or her individual goals, and the other half if the firm as a whole meets its general goals. Businesses that have tried this approach report considerable improvements in productivity.

Thanks once again to Plummer Parsons

I am a really beautiful plant! no not lost it yet!

 This is the clementi-lavatera Mary Hope... a new logo is born?