…beyond providing safe and pleasant work conditions and fair payment for work done, the employer should have no further involvement with the private lives of their employees.
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Too often there is a limited pool of qualified, high performance HR professionals available in the job market. However roles being hired for typically have a long and frequently unrealistic “wish list” of blended skills
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Please don't give stock standard answers to my questions. It's so ho-hum when you tell me that the company is committed to professional development, diversity, work/life balance and has great promotional prospects.
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Please don't oversell your experience. I can spot B.S. a mile off, and I will rate you more for your honesty if you haven't done everything we need - instead assure me of your plans to learn and fill the experience gaps.
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Poor handling of redundancies and layoffs are classic examples of how HR can instantly be labelled as unfeeling, “two faced”, disrespectful and callous.
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Ensuring engaged employees is not a fluffy HR concept, nor a passing trend, nor an intangible or immeasurable business theory.
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....despite everyone’s claims of commercial savvy, we still see 2 very different camps of HR job seekers. Those who think and talk purely like HR practitioners, and those who think and talk like business leaders who just happen to have the HR specialism in their "toolkit".
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Every HR person tells us that they're strong for relationship building, business alignment and partnering, change & project management, etc, etc. If I had a dollar for every time I've heard exactly the same platitudes......
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“if you could find us a tall, slim, blonde woman for some office eye candy that’d be great”.
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I’m not a fan of affirmative action for hiring to enable workforce equality, because that form of positive discrimination just creates a different type of inequality and resentment.
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If you are a private person, you may not want family photos in the background.It’s also worth checking the lighting and I know this might sound vain.
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Consumer appetites and buying practices change. Government legislation changes. And with little warning, work practices have just changed.
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We've lost count of the number of conversations with Business and HR executives about their need to staff up their TA functions after a period of downsizing. When we ask “why don’t you just hire back past TA team members?” we are told “no, they weren’t that good anyway”.
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…a deluge of cutesy posts on social media, and invites flying about to join social chat rooms - all from folks whom we wouldn’t usually hear from in the day whilst they’re busy in their company offices…
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We all know “bosses” who have a firmly rooted belief that all workers should be physically present onsite, at work. But with swathes of employees now forced into a remote work arrangement, HR teams are needing to target those managers with immediate coaching and support
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They received over 3,500 applications. They did not have the time/energy/resource/whatever, to read them all. So too bad if the 100% perfect person was applicant number 3500.
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The MD then called the candidate directly – explained that we’d have to cancel the final meetings as we couldn’t afford to match the other employment offer, but wished him luck in the other role. The candidate was bemused - no offer had been received and he wasn’t in other hiring processes!
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But I knew I wanted this particular person. So I told the candidate as she walked out of the interview room, that I thought she was great and I wanted her on our team. And 20 minutes later, I emailed her a detailed list of reasons on why we had to work together, and how I would personally support her through all the learning areas we'd already discussed at interview.
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