Equality Bill

Forty years ago the Equal Pay Act was introduced - giving men and women doing like-for-like jobs the right to the same wage.
Yet still men are averaging 23 per cent an hour more than women.
Now, a new bill is set to make employers publish gender pay gaps - though not until 2013 - and even then only companies with more than 250 staff.
The government is suggesting the introduction of the Bill will make employers transparent - that unfairness in pay differences can only be tackled if it's out in the open.
I attend regular meetings of the Recruitment and Employment Confederation (REC) diversity forums and this subject has been discussed endlessly. Having heard all points of view I don't believe this Bill is the answer. Many employers have too few women in higher paid roles. Publishing their current details could deter the type of applicants they'd be keen to encourage - which in the long run could compound rather than improve the situation.
And for those sectors which were traditionally dominated by men now taking positive steps to diversity their workforce the difference in gender pay will be misleading. The women who are entering those professions are still at lower pay levels.
Diversifying workforces takes time and the Government must recognise that.

Get the most out of your recruitment partners

“We need a secretary.”
“Tell us more. What hours will they be required to work? Who will they report to? Do they need formal qualifications?”
“Errrr, ummmmm….”

We’ve had those kind of conversations – frequently. It’s amazing how many people have identified a job vacancy, called in a recruitment agency to help fill it and that’s where the thinking’s ended. They haven’t defined the role, thought about a timescale or even considered the option of internal promotion so recruiting at a more junior level.
We can, of course, lead companies through that process. But our help can only go so far. It may be that board approval is needed before recruitment above a certain salary level can begin. Companies will know if there are any potential internal candidates – we won’t.
Before briefing begins answer some key questions internally: how does the role fit within the organisation? Job description? Responsibilities in association to budget, assets and people? Legal requirements? Necessary qualifications?
It’s good practice to have a standard approach to defining jobs. Use a template if there is one making it easier for everyone to understand the process. Cutting corners now will only cost more time and effort in the long run.
Once these details have been agreed on, brief your recruitment partners accordingly. They will help pull together a process and a realistic timetable for filling the vacancy.
Then stick to it!

Use staff creatively

When you need a spot of marketing doing, or maybe some extra IT input, the easy option – in the past - has been to employ a dedicated member of staff. The finances to do that aren’t there now in many cases.
So it’s time to think creatively.
Is there a member of your team who doesn’t currently work in that area but has an interest, background or experience in it?
Knowing your staff is key. What are their hobbies? Do they use skills in their leisure interests which could be transferred to the working environment? Have they shown aptitude in a particular area or expressed a desire to move to a different field within your company?
Now is the time to explore those options. Someone who’s very good at sales could have a feel for marketing. One of the warehouse operators may be a ‘computer geek’ who, given the chance, could be a whiz on the IT helpdesk.
We’ve had circumstances where we’ve placed marketing graduates in secretarial roles who, within months, have found themselves adding value to marketing campaigns.
Don’t pigeon hole your staff. You never know what might happen if you let them spread their wings…

The importance of keeping applicants happy

We’ve all heard the anecdotes of hundreds of applications flooding in within hours of a job ad going live. And, as the current recession deepens, more and more of us are likely to disappear under a mountain of CVs.
It’s virtually impossible for lean HR departments - already under headcount pressure - or a small company, to deal with that kind of influx.
Unfortunately those applicants – all of them – expect a response. Their CV is fired off in seconds by email and they expect to hear back almost as quickly.
When the feedback fails to arrive, hours, days and even weeks later, they begin to get disgruntled. Of course, it’s understandable from both perspectives. But, from a company point of view, it could be damaging.
The volume of social networking websites and forums available on the internet gives candidates endless avenues to vent their frustration. And, as everyone knows, people are quick to criticse and not so quick to praise. If a prolific blogger, tweeter or forum poster isn’t happy with the way the recruitment process has been handled they WILL share that.
Within minutes those comments can be right round the world – and the company’s reputation with them.
We’re geared up to deal with a high volume of applicants because it’s what we do.
If you’re launching your own search to fill a vacancy, please please please ensure your hiring strategies are in place first.