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Tools for recruiters

Handling effective meetings: The general principles for holding successful and productive meetings are valid for all types of meetings, whether traditional, face-to-face or electronically linked.

Evaluating training: The evaluation of training should be a more thorough approach than completing a “happy sheet”.

Preparing presentations: A checklist intended for those who need to give any form of presentation. It covers all the stages of preparing a talk, from accepting the invitation to checking the venue, and gives advice on presentational style.

Business ethics: A code of ethics can provide clear guidance for existing and new employees on what is expected of them, and send a signal to others, such as customers and suppliers, that unethical practices will not be tolerated.

 Choosing a second career: Addressed to those who wish to choose a second career and to those who, for a variety of reasons, feel that pursuit or continuation of an earlier career is either impossible or undesirable.

Developing passive people: Handling individuals who are too compliant, too conciliatory or too self-effacing to make a positive impact. The aim is to help managers identify the problem and tackle it.

Leading from the middle: Leadership is often seen as key to improved performance. It is needed at all levels in an organisation – not just the top. Think about situations you have seen and you may recall people who were at the bottom of the hierarchy, or in positions with no formal authority, but were still able to provide a lead for others.

How to manage bullies: Bullying at work damages the health, self-esteem and morale of those who feel they are being bullied and those who see it occurring. Bullying can also have serious effects for employers, possibly through legal cases, but also as a drain on resources that will undermine productivity and performance. If undetected, one bully can increase staff stress levels and resignations, causing associated costs in absenteeism, recruitment, and job training.

How to motivate staff: Some would argue that people are not unmotivated; it’s just that the right motivation triggers have not yet been found. It’s largely a question of identifying what you have not been getting quite right and working on what makes the apparently unmotivated tick.

Organising the induction of new recruits: It makes good, as well as economic sense to help new recruits to integrate as quickly as possible into their new surroundings and to become efficient and effective in their work. Failure to do so can, at the very least, lead to erratic progress, with possible hidden costs such as waste of materials and loss of customers.

Source : The Times

Recruiter or a recruitment consultant?

Some say that the difference between a recruiter and a recruitment consultant is in the way that the recruiter simply makes placements whereas a true recruitment consultant is someone that makes placements and, in addition, adds value to both his candidates and end user clients by consulting as well as closing the deals. One example of failing the ‘consultant test’ would be the recruiter who promotes accountancy or umbrella organisations purely on the basis of arbitrary criteria such as the pen they provided him or her with or, worse still, whether a financial inducement was offered! Experience shows that this can have significant consequences.

Credibility within the recruitment sector needs to be enhanced so that it can truly call itself a profession. Some suggest licensing or even qualified recruitment practitioners. Whatever your view most would agree that our people must ‘add value’. Yet many recruitment businesses avoid compiling and maintaining a panel of service providers. Some suggest it is a commercial risk, that it prevents impartiality or that it may lead to service issues. Whatever the sentiment, commercial logic dictates that there is a far greater risk in avoiding addressing the issue.

Source : Recruiter.

Writing a job description and the person specification

Vacancies can’t be filled successfully unless the job has been accurately defined in the first place. This is as helpful for you, the employer, as it is for potential candidates. Think about what skills, knowledge and experience you are looking for.

Writing a job description
Preparing and writing a job description is not a legal requirement but it can be useful for:

-deciding the scope of the job
-making clear to job applicants what they will have to do in the job
-writing a job advertisement or briefing an employment agency
-assessing a job holder’s performance
-working out a new employee’s training needs

A job description should include:

-the job title
-the position in the company including the job titles of the person the employee reports to and of those who report to them, if any
-the location of the job
-a summary of the general nature and objectives of the job
-a list of the main duties or tasks of the employee

The person specification
You might find it helpful to write down the qualities you are looking for in a person to fill the job that is vacant. This includes the knowledge, experience and skills you would like them to have. Separate these into those which are essential for the job and those which are not essential but would be helpful. It’s essential not to discriminate unfairly – see the Business Link guide on how to prevent discrimination and value diversity.

A person specification is not a legal requirement but will be useful in:

-writing a job advertisement or using an employment agency
-defining the essential factors you are looking for so that you can reject unsuitable applicants
-defining desirable, but not essential, features so you can choose the most suitable candidate
-making sure the individual will help to fulfil the aims of your business

If you are recruiting a manager you will also want to identify what level of responsibility they will hold and draft the job description to reflect that.

The recruitment process should be structured so as to help you to identify the candidate most able to do a job at this level, for example whether they demonstrate leadership and strategic thinking.

Directors: executive and non-executive
The first directors are appointed when the company is registered. Subsequently a nominations committee of the board of directors will need to oversee the recruitment and interviews of new directors and non-executive directors.

Source : Recruitment Times.

Employers favour relevant experience over qualifications when hiring staff

A tenth of employers believe degrees are pointless, while three out five would choose experience over qualifications.

According to a poll of 1,561 managing directors across the UK by, 61% of recruiters are more likely to hire an applicant with relevant experience rather than one with a degree or other qualifications.

With more than three million students currently studying for degrees in the UK, estimate nearly half will struggle to find themselves a job relevant to their chosen career path.

The survey shows 19%, of employers would hire an applicant with two years’ experience but no qualifications in preference to another applicant with no experience but an honours degree. Of those employers, 11% said qualifications bore little importance in their shortlisting process.

But less than a quarter (23%) of employers would not consider someone without qualifications for a role if they did not have qualifications, according to the survey.

Sue Harrison, co-founder of, said: “With the current economic climate, job vacancies are receiving large amounts of interest and it is becoming more and more competitive – a reason many graduates are struggling to find jobs relevant to their degrees.

“One of the core aims of our site is to put those in education in front of employers, to encourage students to seek out relevant part-time work rather than retail or bar work. We recommend students spend time on preparing their CVs and put great care into improving their experience in their chosen study field in order to make them as employable as possible.”

The results highlighted five specific industries that value experience over qualifications:

1 Sales – 72% admitted they preferred relevant experience over qualifications

2 Catering – 70%

3 Graphic design – 69%

4 Photography – 67%

5 Care work- 64%

Source : HR Magazine