Here at PPS we pride ourselves in providing a personal service to every single client and candidate we speak to. Being an independent business makes us different to the larger consultancies – as we are able to provide a tailor-made service to clients rather than a standardised service. This enables us to meet the needs and requirements of our clients and in turn gaining us a large number of long standing partners.
Each client has a small team of consultants working for them – this ensures that our PPS consultants – who are all HR and recruitment professionals – have met their clients and understand exactly what they are looking for and what type of service they expect. It is also reassuring for clients to speak to someone they know every time they call the PPS number.
Click here to read how PPS maintains long lasting partnerships
Here at PPS, we screen 100’s of CV’s on a weekly basis, often with many being rejected at the first stage. Some of these rejections could be prevented if the candidate was actually aware of the role they are applying for.
For example, if you are applying for a retail role, would you tailor your CV so that your accounting skills are highlighted accompanied with paragraphs describing how you really want a career in finance? A potential employer would take one look at this and question your commitment straight away.
Using our recruitment expertise, we have devised some key PPS tips to making a good first impression:
Click here to read our tips!
As a recruitment process outsourcing , and temporary managed service business, we are players in the same industry as traditional recruitment agencies. Stef, one of our newest members of staff looks at the state of traditional recruitment.
The recruitment industry as a whole took a severe hit in 2009 and 2010 and a number of recruitment companies did not survive the economic downturn with The Recruiter reporting again that a large number of recruitment agencies were put into administration during the last quarter of 2010.
This said, specialist sectors within the industry still continue to grow with The REC stating that employers are looking to continue to grow their permanent workforce in 2011 despite starting the year with a cautious approach. In addition to this they report that 32 per cent of employers plan to grow their temporary workforce over the next 12 months. This is backed up by figures issued by the REC and KPMG showing that permanent and temporary staff billings continued to rise in the last quarter of 2010 showing a growth in permanent placements and a rise in the demand for temporary staff.
The main issues currently affecting the recruitment industry as a whole are the government’s policy regarding migrant workers, the Agency Workers Directive (AWD) which takes effect from the 1 October 2011 , the recent VAT rise and its impact on Public Sector recruitment costs, the Public Sector cuts casting a shadow over the jobs market in general, utilisation of the internet and mobile technology, and as ever agency profitability.
The recruitment industry will no doubt be faced with a number of specific challenges throughout 2011, alongside the longer term challenge of competing and growing RPO and inhouse recruitment models, but the figures published by the REC suggest that the medium term outlook at least seems to be more encouraging.
Written by Stafanie Cooke, a recruiter at PPS
The Agency Workers Directive (AWD) will be enforced in the UK from 1st October 2011. The main purpose of the Directive is to ensure the equal treatment and protection of temporary agency workers in terms of basic working and employment conditions which are pay, working hours, overtime, rest periods, holidays, training, access to shared facilities and internal job vacancies.
Equal treatment does not include the provision of a pension, occupational sick pay, redundancy pay, bonuses intended to reward longevity of service or loyalty and will not include any changes to the employment status of the temporary agency worker. An essential part of the Directive is that equal treatment rights will not come into effect until the temporary agency worker has been in an assignment for 12 weeks.
The implementation of the AWD will have major implications on the cost and use of agency workers. Yet research has suggested that approximately 60% of HR professionals are unaware that the Directive will be in place in less than 12 months.
This is a significant piece of legislation that carries severe consequences for non-compliance; getting it wrong could result in serious financial and legal ramifications. It is therefore essential for companies to start getting to grips with the potential areas of impact. Below are a few key questions and areas companies can be focusing on in anticipation of the Directive:
Find out more about the Agency Workers Directive here
Although telephone interviewing as a selection tool has been in existence for a number of years now, recently more and more companies are recruiting both permanent and temporary staff using the telephone interviewing method, as well as a way to create a ‘talent pool’ for up and coming roles. It is typically used as an additional way of sifting suitable applications, in order to create a very ‘short’ list for face to face interviews at a later date.
The continued role of the telephone interview in the selection process is due mainly to the following:
- It is a time and cost effective process with each telephone interview usually lasting 20 – 40 minutes depending on the role. The process can reach large geographical areas without incurring any travelling expenses; therefore, roles can be recruited for throughout the world as time differences can be factored into the process with ease. This aids not only the recruiter but also the applicants since as the interview can be conducted in the comfort of their own home, travelling time and expenses are alleviated. In addition, employed applicants do not need to take off as much time as a telephone interview can often be factored into lunch breaks, evenings or even weekends.
- While face to face meetings should always be included at subsequent stages in the selection process, the lack of visual contact at the Telephone interview stage allows for total focus on the applicant’s verbal responses. This is a great opportunity to discuss competencies and strengths of an applicant, without being distracted by visual and body language. The process is consistent for every applicant, and so helps eliminate discrimination in the process.
- Each telephone interview can be tailored to each individual requirement, and specific competency based questions can be included, thus probing relevant experience and suitability for the role. This is also a good way of assessing the candidate’s ability to ‘think on their feet’ as usually, there is nothing that the candidate can prepare for. In addition, it can be used to test verbal communication skills and telephone techniques.
- With well-planned and relevant telephone interviews, using either competency based or strengths based assessment, the conversion to offer from those successful at telephone interview will be high. Interviewing candidates who have not been previously telephone screened will generate an average conversion of between 20% and 25% (i.e. interview 4 to 5 candidates for one offer). With candidates that have been professionally telephone interviewed the conversion should be closer to 33% – 50% or more (i.e. interview 2 or 3 candidates for one offer)
With enhancements being made continually to the telephone interview model of selection, it is certainly here to stay.
Written by Debbie Flower a consultant (and telephone interviewer!) at recruitment process outsourcing company PPS.