Latest Updates
'Next Generation' - HR shaping the future of businesses...
14 January 2010
‘Next Generation’, a high profile research project launched recently by the CIPD, explores what Human Resources might look like in the future. Through the research they are seeking to identify the emergent trends and groundbreaking practice existing today, to enable them to build a picture of what HR might look like in 5 or 10 years.
The report will undoubtedly generate debate…..HR’s emerging role is seen as creating ‘organisational equity’. Simply, HR professionals should be business people focused on increasing the capacity of the organisation, helping it become more alert, agile and adaptable and unlocking sustainable performance.
HR Director of Tesco, Therese Procter was quoted as saying at a recent conference how HR plays a pivotal role as the ‘conscience’ of the organisation, ensuring values are met at every stage of the process. HR’s role could be seen as the ‘soul of the business’ and the natural ally of the CEO.
The key messages from the report so far seem to say that HR needs to broaden its horizons, think more strategically and financially and take responsibility for moving organisations forward. HR Director of Diesel, Tim Pointer said “Next Generation gives a clear indication of the decade ahead, I look forward to hearing more about the increasing alliance between HR and Marketing…. the value that brands can have for products and people. But mostly I really like the fact that it focuses on emergent practice… we want up to date reports from the front line”.
There are some excellent professionals out there leading the way with an innovative and creative approach…. every business is taking a long hard look at itself to shape up for the challenges ahead…. it’s good to hear that HR are at the forefront…. ’holding up the mirror’ to organisations, reflecting the interests of its people and its business. For more information: www.cipd.co.uk/nextgen
Louise Hewett
Celebrating three decades of recruitment success
07 January 2010
In 2010 Hewett Recruitment is celebrating 30 years of recruitment success across Worcestershire and beyond. Throughout this anniversary year, Managing Director Louise Hewett and her team at the company’s Worcester and Kidderminster offices will be celebrating the company’s continued growth and success since its launch three decades ago.
“Thirty years has gone by so quickly,” says Louise Hewett. “We are looking forward to what 2010 has in store, we have recruited two new specialist consultants and expect to grow the team further in the New Year. The strategic development of our I.T. division in this ‘landmark’ year ahead is already proving to be a good decision and we are confident this specialist area of the business will prove a great success in 2010 and beyond.
We don’t like to ‘sit on our laurels’ at Hewett’s, we are always looking for ways to enhance the’ service experience’ for our clients and there are several further niche areas we are considering led by feedback from our customers.
In addition, Hewett Recruitment will be undertaking numerous celebratory events throughout the year, as well as fund raising and charity activities and of course a big party is on the cards!
Appraisals.... managing people effectively
20 December 2009
Appraisals can be a ‘tick box’ exercise that cause considerable anxiety, don’t achieve anything and once completed are not reviewed or looked at until the following year. So how can we avoid them simply being a bureaucratic waste of time?
According to the Chartered Institute of Personnel and Development 87% of employers use some form of annual appraisal, 27% do them bi-annually and 10% more often than that.
Appraisals should give us another opportunity to manage people professionally; they can be good for both employers and employees if managed effectively. Ideally they should be two way, free flowing conversations, offering acknowledgement, support and motivation, giving ‘quality time’ and attention. This is an opportunity to step back for a moment and gain perspective…. reviewing, giving honest feedback on performance, identifying training and development needs and setting goals moving forward.
According to the CIPD, there is no one right way to conduct an appraisal. The approach will depend on the nature of business and the people involved. As a general rule, they advise it is helpful to have information readily available on objectives…. whether or not they were achieved and if not the reasons why, level of competencies, training received and future development required and actions to be taken by the individual and the appraiser. Each employer will create their own version, but a good constructive appraisal is one in which the appraisee does most of the talking, achievement is recognised and reinforced and ends positively with agreed action plans.
There is a school of thought that says that good managers have no need of an annual event like an appraisal. They say they engage with their team members and can tell you at any point in time what they are working on, how they are performing, any issues they or the team are having, what motivates each person and what their potential is within the organisation. But perhaps for most of us mere mortals, the appraisal remains a useful tool in the performance management process.
Louise Hewett
Job search support for unemployed professionals....
11 November 2009
Hewett Executive Talent is working with the DWP and Job Centre Plus to offer job search support to unemployed professionals. These support sessions are availiable to anyone currently unemployed or at risk of unemployment throughout the Marches and Black Country districts.
A course programme has been devised by the team at Hewett’s, which provides comprehensive, practical advice on jobsearch, including an understanding of different selection techniques used, such as competency based interviewing and psychometric profiling.
One of the most difficult issues people encounter when they lose their job is acknowledging the emotions they feel. The programme will help participants to feel more positive and encourage them to explore their talents, experience and skills and to put together an action plan for finding a new job
These are difficult times, but businesses are still recruiting and there are opportunities out there, we are beginning to see some favourable signs emerging. It is vital to stay positive and focused to succeed in securing a new position in this market, our aim is to help unemployed managers and executives to prepare themselves to succeed!
Anyone wishing to access these services should contact their local Job Centre Plus . As this is a recently new provison some Job centres may not be aware of this service so to speed up the process you may find it useful to quote the following information to access our service:
Provision: Job Search Support for Newly Unemployed Professionals
Provider: Hewett Recruitment / Hewett Executive Talent
Reference : AAA 240401
For further information on how to acces this provision contact Hewett's Job Search Support Manager - Jo Watkins on 01562 69090 or email: jo@hewett-recruitment.co.uk
Agency Workers Directive... agencies and empolyers are encouraged to work together....
11 November 2009
Research from the Recruitment & Employment Confederation shows that over 50% of Businesses, using temporary workers are unsure of the EU Agency Workers Directive and its potential implications when it comes into force in October 2011.
It is important that hirers and agency staffing suppliers work together and begin as early as possible to develop plans to minimise costs and any potential disruption.
One of the main principles underpinning the AWD is to give agency workers equal treatment to permanent employees and direct recruits after 12 weeks of service on the basis of ‘pay and working conditions’. Although there has been a degree of recent clarification – the government is finalising guidance as to what exactly equal treatment will mean in practice and the REC will subsequently be compiling model documents for its members.
One thing is for sure – equal treatment does not mean agency workers will have the same status as employees – they will not be able to claim for unfair dismissal, redundancy pay or maternity leave and as such will remain a flexible form of labour for organisations as the economy emerges from the recession. Agency workers have the flexibility to leave their assignments at any time and as such are not entitled to the same benefits that would be given to a direct employee. After 12 weeks temping in the same role a temp will be entitled to the same basic hourly rate as a permanent employee.
It seems likely that many larger organisations with fixed pay scales will use an identifiable ‘new starter’ rate as the comparator for pay however, in other smaller workplaces this may be more difficult or not relevant if the assignment is a new project with no comparison. Some temps in areas such as IT may be getting paid more than their permanent counterparts – there is no implication that their pay will have to be lowered, however they may need to show the steps put in place to decide on the temps pay rate.
The key to ensure minimal disruption is simply to plan well in advance and work closely with your agency who ideally should be a well informed member of the REC who will advise you through the process and further guidance from government as it unfolds. For further detail and guidance notes contact Louise Hewett – email: louise@hewett-recruitment.co.uk
Louise Hewett
www.hewett-recruitemnt.co.uk
www.hewettexecutivetalent.co.uk
