Recruitment News June 2016 Part 1

I’m back with the next instalment of our weekly roundup. We’ve got a great selection this week:

Is a Bigger Salary the Only Way to Retain Graduate Talent?

The Association of Graduate Recruiters (AGR) has found that just under 10% of graduates leave within a year of completing their training programme. Meaning over 90% of employers are losing graduate talent to competitors offering higher salaries.

UK businesses determined to attract the best of graduate talent are paying over 30% above the current market rates to graduates in finance and IT. The good news is that there are more factors playing a part in their move than salary, but these require robust policies that support the aspirations of graduates.

But don’t worry, has published a few successful strategies to help you retain graduate talent including: developing internship programs, provide full post training support, regular check ins and understanding their motivators. Head on over there to read the full list.

Flexible Working Will Be Main Option for Most Employers by 2020

According to a report conducted by Lancaster University’s Work Foundation, by next year flexible working is predicted to become more common than working from an office. For companies to reap the benefits of flexible working however, practices must be developed with staff and be designed to encourage working smarter rather than longer.

The report predicted that flexible workers will comprise 70% of an organisation’s workforce by 2020, according to research conducted with 500 managerial level employees. The benefits of mobile working are understood, with 44% of respondents believing it allows them to get more work done. Forty-two percent said it made them feel more trusted, and 35% said it was essential for their work-life balance.

While this research does sound positive, it has highlighted barriers to change. Over a third of managers believed mobile working would result in longer hours and becoming disconnected from their team, while 28% felt it could block them from overseeing others’ work. Concerns about pressures on HR have also come to light. Seventy-five percent said it would be a challenge for their organisation, and 84% said it would require changes to performance management.

“Employers have a key role to play if the UK is to fulfill its potential as a digital nation, ensuring that the right technology is in place and by appointing inspirational leaders to encourage a smart, flexible approach,” said Jacqueline de Rojas, area VP of Northern Europe at Citrix, which commissioned the report.


UK Employees Unaware of National Living Wage’s Impact on Job Prospects

Recruitment Buzz has reported that over 35% of UK employees are unaware of the implications the new living wage will have on SMEs. Forty-six percent of them didn’t realise it could reduce job creation in smaller organisations. The UK’s largest job site, CV Library, also published the research that suggesting that 91% of SME job creation is essential to the UK economy.

In the survey of over 1,000 UK workers, 83% of the employees aware of the changes believe that the general impact of the living wage is positive, with 43% of individuals feeling the current wage is too low. It goes on to state that 31% of employees believe the changes will be better for the economy. Almost 20% of those questioned believe that they’ll personally benefit or be able to save up more money. The majority of workers (78%) earning the current minimum wage are either unable to save money or are in debt. It’s clear to see employees are thinking most positively about the change.

3 Top Interviewing Tips from Hiring Managers

The Undercover Recruiter has published a list of great interviewing tips and advice, from real hiring managers. Among the totally unadulterated comments, are the following:

-Write a Unique, Well Prepared Cover Letter – “Cover letters really are important. Oh my god they are so important. Yes, you are repeating much of the same information as your resume, but it’s your chance to show me why it’s relevant to this opportunity. Selling yourself in this manner is a great skill. And so much easier to read than a list. And so much easier to dismiss you if you call the company or the job by the wrong name.” – Reddit
-Yes, Manners Count – “Don’t interrupt the question being asked, by trying to finish it off yourself as if you and I are on the same wavelength. It’s rude, downright annoying, and honestly it’s pretty cheesy thinking that you are finishing my sentences.” – Reddit
-Just Be Honest – “Don’t lie…just don’t do it. You will be found out. It might not happen immediately but the truth will come out and what might seem like a small lie will snowball into something out of control.”– Reddit

Religious Dress at Work: ECJ to Hear Muslim Headscarf Cases

In Bougnaoui, a Muslim IT engineer who wore an Islamic headscarf was told by her employer to remove it while visiting clients, after a client’s staff complained about her appearance. She was later dismissed after she refused to comply with the request from her employer, which already has strict rules on staff displaying personal beliefs when with clients.

The employee then brought a claim into the French domestic court which referred the issue to the ECJ. The French court asked the ECJ whether or not the wish of this customer visiting an IT engineer to not wear an Islamic headscarf could be considered a “genuine and determining occupational requirement” of the job. The results are soon to be published.

This is just one of many past controversies surrounding religious dress in the UK. Among others, the European Court of Human Rights held that UK law failed to protect a worker’s right to manifest her religion by wearing a visible cross at work. And also when the Employment Appeal Tribunal (EAT) held that with regards to the Niqab, an employer at another organisation did not unlawfully discriminate against a teaching support worker by refusing to allow to her a veil in the classroom.


The Real Gap: Fixing the Gender Pay Divide

We came across a really great PDF by Korn Ferry of the Hay Group named ‘The Real Gap: Fixing the Gender Pay Divide’, and it is packed full of information in an alternative outlook on the nonconventional ways the pay gap exists. Here are some of our selected highlights:

Why Diversity Programs Have Only Scratched the Surface

Organisations have known since the 1960s that they need to fix this issue. But in reality, these programs make 4 key mistakes:
They focus on the wrong things – for example, they use the number of women at senior job levels as the only measure of success.
They implement initiatives before anyone has worked out what the problem is.
They expect women to be just like men.
They try to fix women, not the organisation.

Levelling the Playing Field : What Women Can Do

First of all, work out where you want to be. Seek out people who are doing the job that you want and get them to talk through what’s key for the role with you. Then determine where you are now, versus where you want to be. Don’t just look at technical skills, but also how well you influence, build relationships, and deal with politics. What holds you back? Ask your line manager or colleagues for feedback. What else is there to do?

-Ask your line manager to set you up with a mentor or sponsor to introduce you to key people who can help you
-See these relationships are mutually beneficial
-Think about not only who you know, but also who you need to know

What Line Managers Can Do

Sit down with each female newcomer to discuss potential headwinds within the organisation. Then draw up a plan together to tackle barriers and review them.
Introduce her to the movers and shakers in the organisation
Promote different leadership styles in your team – don’t let just one dominate
Suggest opportunities she should go after in the organisation, whether they’re projects or promotions.

We are incredibly impressed with this report and what it has to offer. If you want to truly understand the pay gap and access the solutions, we recommend downloading it ASAP

Did you know?

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About the author…

Nicole Debson
Director & Founder

With 30 years in recruitment, a genuine interest in people and a desire to help forge careers, Nicole has built ABL on the principle of making businesses better and that little bit more international. Seeking to help candidates navigate their career path; to help clients find the ideal employee, her hands on approach is what has moulded our company. Fluent in French, with good Spanish, and a Masters in Industrial Relations & Personnel Management, you’ll find Nicole thumbing through her well-worn copy of Jack London’s White Fang, her all-time favourite book.