Why your recruitment marketing needs to stand out from the crowd
No-one needs reminding about the current scarcity of top talent in the job market.
If you’re an F&B business looking to recruit the brightest leaders and managers, then you need to stand out from the crowd as these are some of the toughest times to land employees.
The latest official figures, released in September 2019, show that there are 1.294m people unemployed in the UK. This is just 3.8 per cent and the lowest level for 45 years.
While this is great news for the economy, for recruiters and F&B businesses looking to hire the best staff, it leaves a very small pond in which to fish.
Right now, it’s the equivalent to a buyers’ market when you go house hunting. The upper hand is with the applicant. They can pick and choose and anything that looks unappealing will just be ignored.
Therefore, your vacancies need to have impact stand out, while your business also has to differentiate itself from the competition. There are some simple ways to do this. Make sure your website is up to date and that it promotes the business as a desirable place to work. This can inspire potential employees to come and want to work for you
The way you market your jobs and your business is vital to securing the right management talent. It is important that you have a touch of guile and style when it comes to marketing vacancies. You also need to back this up with a robust approach to candidate selection.
There are two stages to this process.
The first is the advert and the marketing channels. If you create a poor advert then you will get poor candidates. You need an advert that delivers the right message, has the right look and the appeal to draw in the kind of employee you want.
It has to be very visual, so use images and video and think strategically about the platform you will use. Today, recruitment is driven by the internet and social media, so consider these or find a recruiter that uses these.
When we place vacancies, they not only go on our website, but we use social media platforms like Facebook, LinkedIn, Twitter and we also email them out, targeting the message. This enables us to think smart too, as we schedule posts for maximum exposure and use the targeting options within these tools.
The second element to use is automation tools to filter the candidates.
Your time is valuable and your HR team’s time is valuable, so why spend hours sifting through every application. Automate the process using software that can distinguish if the applicant is appropriate to even be considered.
We have these processes in place at Clarico, so only those applicants that meet the criteria laid down in the job make it to the second stage of the selection process.
Those who don’t have the skills, the qualifications or the experience will be screened out of the process.
It’s not the end of the journey at this point, but by getting it right at the beginning makes recruiting the ideal candidate much easier.
If you want to know more we have a forward-thinking approach and have developed a Talent Acquisition System that uses digital technology to find the best candidates.
We have set ourselves apart from our competition and give our clients an advantage when it comes to securing the best employees.
If you would like to know more about filling your vacancies, please contact our CEO and founder Russ Metcalf by clicking here.
Improved people management boosts your bottom line
The bottom line of F&B businesses across the EMEA region is being hit by ineffective people management according to research by the University of Sheffield’s Institute of Work Psychology.
In a sample of manufacturing businesses, it discovered people management practices led to variations in productivity of 18 per cent and was responsible for 19 per cent in profitability.
The impact of underperforming employees includes hours spent correcting mistakes, low productivity plus additional costs of hiring and training staff to do the job better.
While the key manufacturing components of productivity and profitability suffer as a result of underperforming employees, manufacturers are also unable to get the best out of their leadership team.
The Future Foundation examined seven countries across the globe to understand the costs associated with poor performance. Using the United States as an example, it revealed that US managers spent 13 per cent of their time managing poor performers and 14 per cent of their time correcting mistakes. This translates into an average of 34 days per year (or six working weeks) dealing with underperformance.
And it gets worse for organisations with a turnover of more than £7million, as managers spend 41 days on managing poor performers.
To make the best use of managers, businesses need to take steps that ensure it has little or no under-performing employees.
Having the right managers in place – or hiring them – will definitely assist. However, businesses need a wider strategy that fits the organisation’s goals and employ management practices that fit and reinforce those goals.
There are four steps to achieve this:
Increase accountability – Everyone’s contribution can and should be measured. Not setting clear, measurable performance standards for each employee often leads to poor performance. Workers might think they are attainting expectations but unless this can be measured, success is open to interpretation.
Improve your hiring process – According to The Future Foundation study, it takes an average of eight months of training to achieve expected performance levels from a new employee. Most companies spend a great deal of time creating their manufacturing and sales processes, but neglect investing time to find, interview, and hire top talent. Reviewing your existing hiring processes should deliver better recruits.
Revamp your development process – Organisations should be developing their management teams for superior business performance. The gap between current productivity levels and expected performance is often attributed to a lack of skills.
Too often the wrong employee is in the wrong role and investment is needed for solutions to ensure the right people are matched with the right positions within the organisation. This will go a long way to free up the manager’s time spent on under performers.
Better people management – Effective people management practices get superior results by increasing accountability, retaining and recruiting better people, and developing innovative ways to increase profit.
Even just small improvements can deliver results. When you use people management strategies, you can increase productivity, eliminate underperformance and boost your bottom line.
If you would like to know more about filling your vacancies, please contact our CEO and founder Russ Metcalf by clicking here.
The virtual meeting may not be new, but it has become a worldwide necessity as employees across the globe find themselves working from home.
It is a new era of working for the masses as managers have team meetings conducted over the internet.
What was once seen a hi-tech luxury for high-flying executives, is now an everyday occurrence as everyone is now utilising the technology that is vital to keeping business ticking over.
Zoom – which everyone has become aware of in the past month – saw its daily active user figures increase by 378 per cent in March compared to 12 months ago.
Other online video conferencing tools like Skype, Google Hangouts, Webex and LogMeIn have also witnessed huge increases in their usage.
The virtual meeting isn’t all plain sailing as anyone who has used these will testify. Who doesn’t recall the news interview where Professor Robert Kelly’s kids come waltzing into the room only for mom to try and drag them out.
A live virtual conference has the same issues – especially as almost everyone is currently at home.
There are some crucial dos and don’ts when it comes to virtual meetings to be aware of, especially as the camera and mic are live!
Here is some valuable advice on how to maintain a professional meeting.
Have a digital agenda
You wouldn’t have an office meeting without an agenda – so don’t do it online either. Ensuring there is a digital agenda means the meeting doesn’t go off topic and is an efficient use of the time allocated. Where feasible, send the agenda in advance and any presentation materials.
Establish conference etiquette
This is about professionalism, so attending meetings in your pyjamas may sound ideal, however dress appropriately. Ensure there are no distractions – animals, children, deliveries etc, so choose a quiet part of your home. Look at the camera not the screen and mute your mobile phone and notifications on your laptop/tablet ahead of the meeting. Get everyone to mute their mic too during the meeting – it avoids distracting background noises. Avoid other tasks during the meeting like answering emails, checking your social media feeds, looking bored or eating!
Avoid technical issues
A poor service provider, intermittent Wi-Fi connections, low quality sound and video spell disaster for the meeting. The current surge in use has made it challenging for IT/communication companies to ensure the service is 100 per cent perfect. To assist, avoid a start time on the hour – which is most common and when the highest chance of lags is possible. Ensure all attendees can use the provider, send details in good time so they can download any relevant software in advance – and not when the meeting is due to start!
Got something important to deliver to the team – don’t leave it to chance. We’ve all been in meetings where presentations can fall flat if the presenter hasn’t prepared in advance or suffers technical hitches. The same applies online. Master your presentation well in advance of the meeting and remember to share sides with your team.
Don’t rush the meeting
Virtual meetings are much more challenging to manage, especially when people want to get their opinions or views across. Ensure only one person speaks at a time and allow all your team members to have the opportunity to speak. One tip, allow a pause before moving on to next items on the agenda.
If you have to have a meeting with team members across the globe – remember to take into account their timezone. No-one wants to be dragged out of bed in the middle of night. To avoid this, get all members to share their availability – including outside of regular work hours. This will enable you to set a time that works best. Also, consider recording the meeting for those that can’t attend. This should be a factor into your choice of video conferencing tool.
Keep it real
Allow time at the start of the meeting for introductions and for the team members to flag up anything coming up in the agenda. Don’t hit the agenda straight off, have a non-work-related story/anecdote to begin the meeting, to put everyone at ease. Finally, at the end of the meeting, give everyone the opportunity to provide feedback and be available to discuss any items raised in the meeting in a one-to-one call.
How to manage remote employees effectively
Managing a remote team brings many challenges. Figures across the globe show that the number of remote workers is increasing. In the UK, the number is estimated to be around six million, while the US has around five million – of course, this depends on your information source.
Right now, many millions more have added to these numbers as they have no option but to work from home as a result of the coronavirus pandemic. For managers and team members who work in the same location, this is bringing new challenges. However, these are the same challenges faced by any manager that has a remote team.
Managing remote workers brings a sharp focus on your leadership, personal and emotional skills that are required to get the best from your team.
Identifying the challenges facing both you and the individual members of your team is a first step, identifying solutions to overcome these is next. For those that are new to remote working, providing the right leadership from the start is key.
What is certain is that remote working is here to stay. The numbers increase year on year and it there will be much interest to see what lasting impact the coronavirus outbreak has on the future workplace with millions more getting a taste of home working.
There are definite advantages to remote working as Buffer’s annual State of Remote Work report identified. While it brings advantages such as flexibility, more family time, less commuting, less stress (in some cases), it also bring challenges, and this is where strong remote managerial skills are required.
The Buffer survey identified these challenges.
Managers need to be aware of these issues and the problems they raise. The top three challenges managers should be easing the burden on their team members.
Unplugging after work: It is imperative that team members can switch off when they turn the laptop off. Managers can assist by ensuring that the team members only work for a set number of hours and insist that colleagues – including the manager – do not communicate work outside of certain hours.
Loneliness and isolation are a huge issue amongst remote workers, especially those that have been used to working with colleagues. Most remote workers, while working from home, break up the monotony by using shared co-working spaces or coffee shops and ensuring there is some social interaction. A lack of interaction can, in extreme cases, lead to anxiety and depression.
Communication: Remote team members identify communication as a source of frustration – especially if not all of the team work remotely. Firstly, communications via text or email can be misconstrued, especially with a lack of non-verbal cues, which play a huge part in communication. Secondly, remote workers feel distanced, out of the loop and feel less significant to colleagues that are not remote.
However, there are positive actions managers can take to overcome these challenges and be an effective leader for your remote team.
1 – It begins with you
As the team leader, you set the example. From a professional perspective, the working culture, ownership and accountability for tasks starts with you. As the boss, you need to adapt to make the situation work for everyone.
2 – Build rapport with every member of your team
When you communicate with your team members, don’t just talk work. Get to know them, their family, their interests and build this into your regular catch ups. This shows you care about them and builds rapport. The advantage of this is when you hit problems as a team, they will trust you more and give you the benefit of the doubt.
3 – Schedule long one-on-ones
As you don’t see your team members, make sure you pencil in a set time to speak to them. There should be ample time to cover off a range of topics and not just in a snappy five to 10 minute chat. Also, don’t ever cancel this meeting – reschedule by all means – but never let the member of your team down. It would reinforce the issues of isolation and poor communication.
4 – Regular team meetings
Though you may all be remote, it is crucial to bring the team together to encourage inclusivity and togetherness. No-one feels isolated. Be mindful of time zones – if you have remote workers across the various parts of the world, when scheduling meetings.
5 – Enhance your communication skills
If you’re having one-on-ones and team meetings, then use video. Non-verbal communication is key and using video communication tools such as Skype, Google Hangouts or Zoom, delivers this.
Also, look to use collective tools for project management (Slack or Trello) or brain storming meetings (Mural or Miro) that ensures everyone one in the team – no matter where they are – can feel included.
6 – Set clear expectations
Ensure everyone in your team knows what they are doing. Set clear tasks, deadlines and that they are also aware of the consequences if they don’t deliver. Structure is a key element of remote working, despite the advantages of flexibility.
7 – Remote workers have career goals
Just because they are remote, they are still employed by the company. They are not freelancers and so have career goals and ambitions. It is important that they are aware that their careers can strive and secure the benefits of achieving and delivering for the business.
8 – Reward your team members
Being remote should not exclude team members for being recognised for their efforts. A simple way to do this can be using emojis and gifs to express achievement. However, take this a step further by sending team members gifts to acknowledge your appreciation. Remote workers also miss the ‘end of week drinks’ or other collective work activities – consider hosting – and paying for – drinks or a pizza party with all team members online.
Working from home has long been a taboo topic for many businesses – but not anymore.
The relentless onslaught of the coronavirus is having a profound effect on the lives of everyone across the globe with governments now demanding those that can, work from home.
Improved digital infrastructure and an array of online applications has seen a growth in home working, however, it has always the preserve of the few. Not anymore – it has just got a whole lot larger.
For many team managers and executives, they are going into unchartered waters as they can no longer personally interact, oversee and monitor staff.
This new move to mass home working raises the question of trust, which has long been an reason for restricting remote working.
Yet, the many who do work from home – even on the rare occasion – will testify they are more productive as they are able to concentrate on the tasks without the habitual interruptions that happen in the workplace.
So, as businesses adjust to this seismic upheaval in working behaviour, it is important that leaders can still lead, can manage their team effectively and that they trust each of them to continue to do a professional job.
Let’s be frank, why hire them as employees in the first place if you didn’t trust them to carry out their responsibilities. But many companies and managers, are guilty of an ‘out of sight, out of mind’ approach and don’t think employees will do the work required.
According to research by Global Workplace Analytics, three-quarters of managers say they trust their employees, but one-third would still prefer to see them perform their duties in the office “just to be sure.”
However, this thinking needs to be eradicated. Managers need to show they have trust. In 2018, Gallup conducted a survey of more than 10,000 remote workers in the US and ‘trust’ came top of the list of the most desired attributes employees required from their bosses.
Trust is a two-way street, and when both parties have that, it unlocks the performance potential.
The survey’s authors Adam Hickman PhD and Tonya Fredstrom claim: “When employees don’t trust organisational leadership, their chances of being engaged are one in 12. But when that trust is established, the chances of engagement skyrocket to better than one in two. That’s more than a six-fold increase.”
They pinpoint three key criteria bosses need to do to build trust for employees working remotely.
Set clear expectations. Provide your remote employees with the right work, an appropriate amount of work and performance expectations. Accurately setting these indicates your understanding of the job they do and the employee’s skills and attributes.
Provide the right tools. The sudden shift to home working can potentially cause issues. It is your job as manager to make sure the transition is as smooth as possible. Ensure the employee has everything they need to be able to work remotely. Being unable to do their job because of poor equipment, lack of material or information such as log ins can quickly eradicate trust and motivation. Keep them engaged too, with regular ‘online’ team briefings.
Feedback. The shift to remote working eradicates instant feedback. This needs to be remedied so bosses need to ensure they are acknowledging work from employees, praising where due and talking up their talents and contribution to the business.
While certain roles in manufacturing may not lend themselves to home working, there will be employees who can contribute from remote locations.
You have our support
These are unprecedented times for us all. Very few of us have witnessed a crisis of this magnitude that affects the daily lives of so many.
We are aware that these are tough times for many businesses and are unlikely to get easier in the immediate future and so, we want to ensure that we are there to support you and help you to the very best of our ability.
We feel duty-bound to assist our manufacturing colleagues, customers, suppliers as we are all in this together. We want to ensure it is business as usual and provide you with valued support and soften the blow as much as possible, as none of us will come through this unscathed.
However, we are making small changes, which we believe can help make a difference.
The message being driven now is for the workforce to work from home. However, we are aware not everyone can do that, we are aware that manufacturing businesses do not lend themselves to homeworking, and we are aware that recruitment is probably the last thing many senior executives are contemplating right now.
But there will be interruptions and fluctuations to the workforce through the coming months and we, as a recruitment company, have looked at how we can assist and have devised a four-point action plan.
- We are here to offer advice and assistance around recruitment and talent acquisition taking account of the current climate.
- For those hiring, we can provide a remote and agile interview process.
- Should you need any flexible or contract colleagues to cover sickness, take on additional work then we can offer 90-day credit terms to ease the financial burden.
- The cost of permanent placement fees can be spread over 12 months.
We hope they go some way to making a difference to your business as we face this challenge together. We will get through this by working together.
Myself and the Clarico team are here to provide that support. We urge you to stay safe and look forward to continuing working with you during these extremely challenging times.
#covid 19 #stayhome #manufacturing #recruitment
This months The Process podcast dives into lean manufacturing with lean guru Steve Shaw. Hosted by Russ Metcalf, Managing director or Clarico Recruitment – Global Manufacturing Headhunters.
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