“Challenge Consulting have added considerable value to Energetics for our long term needs”
When applying for a new job via a recruitment consultancy, you will typically be invited in for an initial meeting to discuss the opportunity. You may view such meetings as an inconvenience and a procedural step towards securing your next role however we would strongly advise you not to view the meeting with complacency. The recruitment consultancy has been hired to put forward their best candidates for the job. If you fail to impress at initial interview this could very well affect your chances of securing a role, especially where the consultant represents a number of organisations in their industry of interest.
Read on for our advice on interviewing with recruitment consultants including what to expect from an interview, how to prepare for it and how to make the most of the relationship so that you are on track for securing a new role.
Time keeping
If you have an appointment lined up with a consultant, turn up 10-15 mins beforehand. If you are running late call ahead to explain. If you are early, find a coffee shop and take some time to relax before showing up for interview. You may think arriving 30-60 mins early for an interview shows you are eager however it can come across somewhat desperate and indicates poor judgement.
Dress appropriately
Treat the interview the same way you would an interview with a potential employer. Dress appropriately for the role you are applying for. Better to dress smart than underdress.
Treat everyone respectfully
It may sound harsh but you are being judged the minute you enter a recruiter’s office. Consultants will often enquire how a candidate has presented himself or herself to the receptionist or how they interacted with other candidates in the waiting area or prior to a group interview.
The recruitment consultant will want to know how you carry yourself in public and how strong your people skills are. So be polite, charming and smile!
Familiarise yourself with your CV
Your interview with a recruitment consultant is your opportunity to sell yourself and your experience. Know your CV inside out so that you can highlight your key skills by drawing on your relevant experience. Be open about any gaps in your CV or reasons for leaving previous roles.
Prepare yourself for interview style questions
The recruitment consultant will use your meeting to assess how you perform in a formal interview. Be prepared to answer some competency style questions i.e. Tell me about a time you had to deal with a complex problem or Give an example of a time you dealt with a difficult customer. Be confident and engaging in your answers. Also, don’t forget to take the opportunity to ask the recruiter any questions you may have. The meeting should be a two-way discussion!
Be aware of the roles you applied for previously
It’s advisable to be aware of the organisations you have applied to previously. This can be challenging when you have applied for a number of positions however, by making the consultant aware of the roles you have already applied for, they will gain a greater understanding of the roles you are interested in. In addition, they will avoid duplicating your application to an organisation that has already received your CV.
Take on board feedback & advice
Be open minded to feedback on your CV, appearance and interview technique. Recruitment consultants are there to help put you in the best possible position for securing a new role so it’s best to take onboard any feedback they give you. Good recruitment consultants will have a wealth of knowledge about the employment market, industry developments and their clients – all useful information to consider in your job search.
Keep in touch
Be pro-active and keep in contact with your recruitment consultant following your interview. It’s important to maintain a relationship with your consultant so that you are at the forefront of their mind when new positions become available. Don’t be afraid to follow up by email or telephone every week to check if new roles are available. If you were expecting to hear feedback regarding a particular role, follow up to check if there have been any developments.
We hope you found these hints and tips useful. Keep them in mind the next time you have a meeting lined up with a recruitment consultant.
No one likes receiving negative feedback! It can be a difficult pill to swallow even when posed in a constructive manner and when justified. We all receive negative feedback now and again be that in the form of an annual performance review, at the end of project or following a particular piece of work or incident.
While our natural tendency is often to focus our attention on all things negative and gloss over any positive and encouraging feedback, it is important to give ourselves a pat on the back for a job well done when we receive compliments from our peers and leaders.
Likewise, we must acknowledge any negative feedback we receive and use it to help us perform better in the future. While it may be easier said than done, the way we deal with negative criticism can set us apart from our peers. Instead of dwelling on negative comments and letting them impact our attitude and performance, we should take ownership of any constructive criticism we receive and use it as an opportunity to grow professionally and personally.
Make the best of constructive criticism the next time you receive it by following our advice below.
Acknowledge it
In the first instance, you should acknowledge the individual or individuals who provided you with the feedback. It takes courage to provide negative feedback and in addition it can be time consuming to deliver. Show you appreciate their efforts!
Listen & Understand
Is the feedback accurate?
When deciding what weight to give to negative feedback it’s best to first consider if the comments are accurate. Are the comments based on fact or opinion? Perhaps they stem from some factual misunderstanding that is easily explained. Or perhaps they are the opinion of one lone voice in amongst a sea of positive feedback.
What are the motivations for providing it?
In most cases constructive criticism is delivered with the best of intentions but now and again you may receive feedback that you feel has a malicious intent or an ulterior motive. In these cases, it is still advisable to hear the person out however you can choose the weight you attribute to it.
Don’t just hear – listen!
It is easy to make a token gesture of hearing out a piece of negative feedback however to really learn from it we must truly listen to what is being said. Try not to get defensive! When we get defensive we tend to get distracted by arguing our case rather than focusing on the truth of what is being said. Perhaps the best way to deal with this is to listen and ask for time to consider your response.
Take some time
Constructive feedback delivered in a meeting or in a one on one session may come as a surprise if we aren’t expecting it. In such instances it is probably best to hear the feedback and ask for some time to think it over. This way you can avoid any heated arguments if you disagree with the comments. You can also take some time to evaluate what was said and process how you will deal with it rather than responding in the heat of the moment.
Plan your response
Once you have digested the feedback it’s up to you to decide the best course of action. If the criticism is something that could adversely impact your promotion and career potential if unaddressed, then it’s best you take the comments seriously and plan the steps you will take to deal with it. Perhaps this will mean additional training, taking a new approach to a task or handling a relationship with a colleague differently.
It may be worth asking for some examples of the behavior referred to in the feedback? You could also ask the sender for suggestions on how to deal with the points raised.
Learn from it
Having acknowledged the negative feedback and put a plan in place to address any weaknesses, you have really done all that can be expected. Your best course of action therefore is not to dwell on the feedback any longer but view it as means of self-development putting you back on the path to progression.
Are you considering a move abroad? Perhaps you’ve always dreamt of working in Hong Kong or New York but have yet to make the big move. Ponder no longer! Here are six reasons why gaining international experience is a great idea for you and your career.
1. Upskilling – The knowledge and experience you gain whilst working abroad can be a huge boost to your career. Aside from the obvious exposures to new cultures and languages, you may get the chance to work on interesting projects or with high profile clients – opportunities that could set you apart from your peers at home.
2. Fast Track to a Senior Position – Depending on your industry, role and where you intend to relocate, you may be lucky enough to move in to a more senior role fairly quickly. Perhaps you are highly skilled in an area that is developing in another jurisdiction or experiencing a skills shortage? In that instance, you could be bringing a wealth of valuable knowledge and experience to the table and have the chance to compete for roles that could be far off in your home country.
3. Soft Skills – By embracing opportunities overseas you are revealing your passion and adaptability. Employers want staff who are motivated, ambitious and flexible to adapt to changing circumstances. Moving to a new job and a new country emphasises your determination and resilience in dealing with challenges.
4. Networking on an International Platform – Accepting a role in another country will inevitably open up your network and allow you connect with colleagues all over the world. These connections may prove fruitful in keeping you updated with developments and job opportunities in your chosen field.
5. Personal Growth – Moving abroad especially on your own is no easy feat however it’s a challenge that can bring with it immense personal growth and enrichment. The opportunity to move outside of your comfort zone, experience a new culture and language and meet new people is likely to have an enduring impact on your life.
6. Point of Discussion – Moving to another country and getting that overseas experience will be a point of discussion for the rest of your career. Having interesting experiences and stories to tell about your time abroad will set your CV apart from other candidates on the pile.
Have you reached a point in your career where you are questioning if you have chosen the right path? Are you ready for a career change but are going around in circles and at a loss as to where to start?
Recognise your fears
Fear is one of the key factors that prevents us from moving forward. Fear can have a paralysing effect on us, preventing us from making difficult decisions like changing career for fear of making a huge mistake. Perhaps you are worried about a drop-in income, a loss of status, concerns that you are throwing away all your hard work to date. In truth, if you didn’t have these fears it would be concerning. Fear is our body’s response to perceived threat and the reality is that there are very real issues to be considered before jumping in to a new career. However, fear in and of itself is not a reason to stand still and maintain the status quo. Don’t let your fear be the only thing standing in your way of a new and exciting career.
Stop researching and start doing
If you are considering a career change, the likelihood is that you have already spent endless hours online researching the idea – looking at job advertisements, qualifications and reading topical articles and blogs. If you have, the likelihood is that you are more confused and worried than when you started. Whilst all this googling can persuade us that we are taking active steps to change career, the reality is that when all is said and done we are in exactly the same position as when we started. In order to bring about change, you need to take some action. That means less time googling and more time spent pushing outside your comfort zone. For ideas on how to do this read on!
Use your network
It’s likely that you have developed an extensive network of contacts over the years through friends, family and social media networks such as LinkedIn. Take advantage of these connections. Connecting with an expert or mentor in your area of interest can be extremely useful as it will give you the opportunity to discuss your career aspirations with someone who has insight and experience and in turn benefit from their advice and coaching. They may even be able to arrange some job opportunities for you. You may also find it beneficial to discuss your goals with a recruitment agent or a professional employment coach for another perspective. Use your network to help find the appropriate person.
Don’t be a bystander – take some active steps
The best way to learn about a new career is to do so first hand. Take a leap and take some active steps to put you on the right course for a career change. You may find out that what you had in mind isn’t the right path for you but at least you will have learned something, excluded another option and reevaluated what you are looking for.
Some ideas you might consider are as follows:
• Attend a networking event with professionals in your area of interest
• Arrange a secondment or shadowing opportunity in your current employment if there is another department or team of interest to you
• Take up a voluntary position with an organisation of interest
• Consider additional qualifications you might need to prepare you for a new role
• Reach out to your network (see above)
Consider the timing
The thought of making a drastic change to your career path overnight can be daunting and overwhelming but taking action doesn’t mean you need to jump in with both feet straight away. You may have a lot of concerns about making this leap and be experiencing stresses and strains in your personal life. In this case, the best approach for you may be to wait until you are in a more secure position personally before you make any big moves. There is nothing wrong with taking a gradual approach to your career change as it needs to fit in with where you are in your life at present. The best course of action may be to dip your toe in to new possibilities by taking some of the steps highlighted above.
A recent report by Deloitte Australia, has highlighted that jobs requiring soft skills are projected to grow 2.5 times faster than occupations where the need for soft skills are less in demand. It would appear that it’s no longer enough to impress employers with your extensive qualifications and technical experience; employers are increasingly expecting candidates to bring a strong set of soft skills to the table.
What do we mean by “Soft Skills”?
According to the Oxford English Dictionary “Soft Skills” are “personal attributes that enable someone to interact effectively and harmoniously with other people.” These attributes or qualities typically include social and communication skills and emotional intelligence. Employers often find that candidates with strong technical skills and capabilities do not hold equally strong soft skills. The good news is that it’s entirely possible to develop new soft skills and strengthen those that we have already have through our experiences both inside and outside the workplace. Whilst hard skills may get you through an employer’s door, it’s your soft skills that will ultimately help land you the job!
To help you we have highlighted some of the most highly sought after soft skills that employers come back to again and again.
Communication Skills
We can’t emphasise strongly enough the importance of communicating confidently, professionally and articulately. Recruitment agents and potential employers will make an instant judgement on the strength of your communication skills. Don’t lose the job before you’ve started by mumbling, appearing disinterested or using poor language. Employers need candidates who can communicate with colleagues and clients and be strong representatives of their organisations. They want candidates who can communicate ideas and plans and drive their business forward.
Adaptability
Having the ability to be flexible and adapt to changing requirements and circumstances is an essential soft skill in any employee who wants to succeed especially within a fast-paced workplace. Employers are looking for employees who are resilient in the face of change and competing demands.
Self-Starters
The best employees don’t need to be spoon fed everything. Whilst employers are happy to provide training and development opportunities they are also looking for potential employees who have initiative and a drive to seek out answers, opportunities and add value. They want candidates who have a strong work ethic with motivation to give their best at all times.
Stakeholder Management
The ability to manage your time and workload under pressure is a fundamental soft skill. Equally as important and perhaps more demanding however, is the ability to effectively manage stakeholders. By understanding requirements, setting boundaries and negotiating or pushing back when necessary, you will be able to effectively manage expectations and deadlines. This is very much a soft skill that develops with knowledge and experience however employers will most certainly be looking to see your potential on this front!
Emotional Intelligence
The ability to read situations and people and react appropriately is a highly rated skill by employers. Whether that be cheering up or calming down colleagues, choosing the correct moments to speak or be silent or being able to deescalate a confrontation – these moments require you to manage your emotions and often the emotions of others. Having strong self-awareness and self-management and applying these to your interactions with others will allow you to successfully navigate the workplace.
Moving in to your first leadership role can be a daunting experience. Taking on additional responsibilities of overseeing the workload and management of a team can be a lot to take on. To best prepare you for the challenges ahead, we have pulled together some advice to consider in advance of your new role to allow you to make a positive impact from the outset and ultimately prepare you for success!
Set your own Agenda – You may be moving in to a new role with big shoes to fill. Perhaps your predecessor was very popular and successful in the role and you worry you won’t match up. Alternatively, maybe your predecessor struggled in the role and wasn’t a good fit. Either way, don’t stress about living up to or surpassing the reputation of your predecessor – be yourself! You are there to make your own mark and add your own personal value to the organisation. Whilst you understandably want to differentiate yourself from your predecessor this doesn’t happen overnight and trying to do so from the outset may rub your colleagues up the wrong way.
Set some Goals – Use your first few weeks wisely. Take the opportunity to set or clarify goals with your team so that you and everyone else knows what they are working towards. Transparency will allow your team to get a sense of what your priorities and values are and won’t lead to speculation and apprehension about any changes you may implement.
Build a Rapport with your Team – From the outset it’s important to engage with your team members and strike up a rapport with them. This doesn’t mean you need to be everyone’s best friend but there is no denying that a team will work hard for a leader that they like and respect. Getting to know your team by introducing yourself personally to each one and having one to one meetings if possible to establish their motivations and preferences of management style will be a good start. Do your best to remember everyone’s name – these small gestures can really help your team members feel valued!
Keep the Communication Flowing – Strong communication is key to driving your agenda forward and ensuring that your team members buy in to that agenda also. Keeping your team updated on objectives and deadlines as well as sharing progress and informing them of any potential changes will encourage your team members to trust you and your strategy. It is equally important to listen to your team. Take the opportunity in the early days to establish yourself as an approachable and collaborative leader who is open to hearing your team’s views, opinions, issues of concern and recommendations. Giving your team a voice and being open minded to what you hear will contribute to an engaged and motivated team which can only reap rewards.
We hope you found this advice valuable and take it on board as you approach your first leadership role. Start your new role as you mean to go on and you will undoubtedly make a positive impact!
Linkedin currently has over 500 million users in 200 countries and territories and has plans to expand its user base to 3 billion in the not so distant future. It seems that Linkedin is not going away any time soon, with the platform increasingly playing a role in the search for talented candidates.
Faced with 500 million other Linkedin user profiles it can be overwhelming to think of ways to make your profile stand out in such a huge crowd. To give you a helping hand we have pulled together some top tips for ensuring your Linkedin profile has maximum impact on the right people!
Choosing the right profile picture
Make sure you have a profile photo! According to Linkedin, profiles with photos get 21 times more profile views than those without. We would advise you to keep it simple – use a plain background to avoid distraction and ensure you are presented professionally. Make eye contact with the camera and smile! Avoid selfies or using photos with family or friends be it on holidays or on a night on the town. Whilst you might think these photos indicate how sociable and well-travelled you are, they can also serve to create a negative impression and distract from the professional image you are trying to present. You may also want to consider paying for a professional head shot to avoid the pit falls above!
Sell yourself in a brief profile
This is your chance to really sell yourself and let potential recruiters and employers out there understand who you are, what you do and where your interests lie. Very often we come across profiles containing a large number of ‘Featured Skills’. Whilst we would encourage you to complete this section to ensure your profile features in any search results for that skill, where we have 100’s of candidates with a similar background and skill set it can become very difficult to distinguish between them. This is where your personal profile comes in to play! Providing a summary allows you to put your skills in to context by giving some brief information on your background and experience to date. If you are open to new roles or changing career paths, this section also offers you the opportunity to clarify the type of roles you would be interested in hearing about. Make it as easy for the recruiters and employers out there to understand where you are coming from and where you want to be!
Encourage head hunting by making your profile public
We live in an age where we are increasingly wary of the risks of putting our personal details online. However, if you want to attract the attention of employers and recruiters out there it really is essential they be able to view your profile. You don’t need to include personal details like addresses or phone numbers but by making your profile public, employers and recruiters have the option to decide if you’re a good fit for any potential roles and approach you via InMail. If for whatever reason you are reluctant to mention in your summary profile that you are looking for new roles, you could make use of Linkedin’s relatively new functionality which allows you designate yourself as ‘Open to new opportunities’. This functionality is only available for premium users of Linkedin such as subscribers of Linkedin Recruiter which is typically used by recruiters and human resource professionals and is therefore unlikely to be visible to your current employer or Linkedin connections.
Personalise your profile
Create a multi-dimensional profile by including information which sets you apart and makes your profile memorable. Make sure to include any voluntary experience you have completed, memberships of organisations or committees as well as any major personal accomplishments. Endorsements and recommendations from previous employers will also help your profile stand out from others. Connect with Linkedin groups of interest to you which will not only expand your network but also give potential employers and recruiters an idea of your outside interests.
Linkedin has become something of a game changer in recruitment. It is a platform that is being utilised like never before by recruiters and employers alike who are using it frequently to source talent particularly in areas where there is a skills shortage. If your Linkedin profile is not up to scratch it may be overlooked! Give yourself the best chance of obtaining a new role by following our top tips to reinvigorate your profile!
For information on Linkedin Statistics see: https://www.linkedin.com/pulse/linkedin-numbers-2017-statistics-meenakshi-chaudhary and https://press.linkedin.com/about-linkedin?#
Most employers understand that the most important asset a company has is its people. In fact, a recent study by Indiana University found that 10% of productivity comes from the top 1% of employees and 26% of output derives from the top 5%.
This means attracting and keeping top talent is imperative if you want to achieve top results.
But if you’re an SME, you’re probably wondering what you can do to secure top talent before the Fortune 500’s stake their claim.
The short answer is to work on your employer brand.
An employer’s brand is what communicates to potential employees what it’s like to work for your company. It shows your value proposition as an employer and what makes your company a great place to work. Companies that have clearly defined employer brands can attract up to 3.5 times more applicants per job listing than similar companies in the same sector.
When creating an employer brand, you need to start by identifying who your target employees are. Are you looking for candidates with years of experience? Or, are you trying to attract ambitious graduates? In each case, how you brand yourself is going to be different.
For example, a recent Accenture study revealed that millennials prefer to work in companies that have a creative and fun culture and that provide ample opportunities for career advancement, both of which were considered more important than salary.
More experienced candidates, who have been in the workforce for a number of years, are more likely to have family responsibilities, and according to a recent survey by Seek, are looking for job security, work-life balance, and salary, rather than a fun culture.
Many SME’s are already good at providing what top talent is looking for; it’s just a matter of getting the message out there. So, once you decide what type of employee is the best fit for your organisation, you need a branding strategy that appeals to this target group.
A great place to start is your company’s website. Besides being a great place to position yourself as a thought leader in your field, you can also use it to broadcast your employer brand message clearly, particularly in your ‘About Us’ and ‘Work for Us’ pages. Social media also provides great opportunities. Make sure your current employees are regularly posting on your LinkedIn, Facebook, and Twitter profiles, as they are the best brand ambassadors you have.
As long as you are consistent with your brand messaging, and make sure the wording in your job listings matches your overall brand message, you should find that you are attracting high quality candidates. And this is great news for your bottom line.
We all like to think that we are open-minded, objective and non-discriminatory. However, the truth is that every day we are fighting our natural tendencies to be just the opposite. Unconscious bias underlines so many of our decisions and nowhere is this more prevalent than within the context of recruitment. Research has shown us time and time again that diversity is good for business , with diverse organisations consistently outperforming their competitors. But how do we create diverse organisatons when our natural tendency is to maintain the status quo and base our hiring decisions on deep seated prejudices and stereotypes?
The first step to tackling unconscious bias is understanding it and its various guises. Essentially unconscious bias occurs when our brains make sweeping judgements or assessments about a person or situation without us realising. These judgments are heavily influenced by our background, experiences, culture and education. In an effort to raise self-awareness, we have outlined some of the most common forms of unconscious bias below.
Conformity Bias –This is the view that as individuals we have a tendency to be influenced by the values or behaviours of others rather than exercising our own independent judgement. For instance, we may be swayed by the strong opinions of more dominant characters on a hiring panel and fail to voice our true thoughts and opinions on a candidate. In these instances, good candidates may be overlooked if for instance one interviewer takes a dislike to a candidate.
Affinity Bias – Arguably one of the most common forms of bias within recruitment, affinity bias essentially stems from our comfort with the familiar. Research suggests that we have a natural tendency to favour those that we share some commonality with. Perhaps we attended the same university or we share a common hobby or personality trait. We are naturally drawn to what we know and by implication can end up in a position where we are hiring candidates in our own image something which has a huge impact for organisations seeking to establish a diverse workforce.
Beauty Bias – Whilst the majority of us would deny that we makes judgements on a person’s looks, research would suggest that we are pre-disposed to unconsciously favour candidates we find aesthetically pleasing. Whilst this can be based purely on our perceptions of attractiveness, more often it stems from our unconscious need to select a candidate who meets our pre-conceived idea of what someone in a particular role ought to look like. Research has identified that we naturally favour height in applicants for leadership roles. We may consider a beautiful woman to be a bad fit for a truck driving job but a good fit for a front of house position.
Halo Bias – Coined originally by the psychologist Edward Thorndike in the 1920’s, the Halo effect was initially used to describe the outcome of a social experiment whereby commanding army officers were asked to rate junior soldiers in terms of their intelligence, leadership, character and physique. Thorndike observed that in instances where one positive dominant characteristic was identified that this tended to shape the commanding officer’s views of the individual as a whole. The implications of this phenomenon for recruitment are significant. Upon reviewing a CV or interviewing a candidate for the first time, a potential employer may quickly hone in on one particular positive attribute, experience or skill and unconsciously make sweeping conclusions about that candidate’s ability or character. It seems that first impressions really do count and can work to our advantage where we make a good first impression.
Horns Bias – The Horns effect is essentially the opposite of the Halo effect whereby we unconsciously let negative first impressions cloud our overall view of a person. For instance, where a candidate is late for an interview this may be viewed negatively by an employer who may make a snap decision that the candidate is arrogant and has poor time management. Once this negative impression is created it is very difficult to reverse this mindset even where a candidate performs excellently at interview and displays other admirable qualities.
Contrast Bias – This form of unconscious bias is extremely common within a recruitment context. For instance, where an employer is reviewing a large number of CV’s, they are more likely to compare a candidate’s CV with one they looked at just before rather than reviewing it in isolation and on its merits. The same can be said in an interview context, where an employer is likely to directly compare a candidate they are interviewing with a candidate they interviewed just before. In these instances, quality candidates may be unfairly overlooked by employers who compare them to a previous candidate instead of judging them against the requirements specified within the job description.
Confirmation Bias – This form of bias involves favouring information that affirms our existing judgements and beliefs and overlooks information which would serve to contradict these. For example, where an interview panel are interviewing a candidate who has been recommended by a senior person within the business, they may already hold this candidate in high regard and unconsciously seek out information to support this preconception. At the same time, they may ignore any unfavourable qualities if this information does not uphold their existing pre-conceived notions.
Attribution Bias – Attribution is essentially the way in which we rationalise the causes of events or behaviours. We make self-serving internal attributions when we attribute excellent test results on our hard work and abilities, however where we have performed badly, we are more likely to blame this on outside factors such as the test having not been explained to us properly. When it comes to our judgements of others, this notion is flipped on its head. Research would suggest our tendencies are the reverse when judging others. For instance, in an interview we may attribute an individual’s successes to be the result of nepotism or luck and their failures to be the result of a poor work ethic or incompetence.
Now that you have an understanding of the various forms of unconscious bias we would suggest you read our curated article “7 Practical Ways to Reduce Bias in your Hiring Process”. This article offers practical guidance on mitigating unconscious bias within the recruitment process and may help you avoid the pitfalls commonly associated with this issue.
