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Resources for employers
Category: Recruiting
Generation Y 
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"Organisations are suddenly faced with
three generations in the workplace: The
Baby Boomers and Gen X who have lived
through decades of overindulgence and
luxury. Then we follow: Gen Y, taught
we can do anything and don’t settle for
mediocrity - Richard Branson meets
Paris Hilton.
So the world of work is changing.
It’s changing faster than you
can say iTunes and there will be
millions more of us (who aren’t
already) in the workplace within
the next five years. Now there’s
something to ponder over while
we spend hours on Facebook.
This cross-generational collision is not
all bad news. Organisations around the
world are already starting to relish in
the fresh, invigorating and energetic
approach to work that Gen Y has
cultivated and are making significant
changes to their business process."
Ask Gen Y Research Publication
File download 
AskGenY_ResearchReport_hires.pdf
Web link Ask Generation Y Close.
Recruitment and Selection
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Recruitment and selection of candidates is too complex to go into detail here, however the following six point checklist will help you get started:
1. Be clear about the necessity and requirements of the role you are recruiting for.
2. Job descriptions need to be written up not only to provide clarity of the role but also to justify it.
3. Design the person specification by using competencies that can be classified as essential or desired for the role.
4. Diversity and equal opportunities.
5. Think about where to advertise (for example over 80% of university graduates only use the internet when looking for jobs.)
6. The selection process is an opportunity to evaluate the candidates suitability for the role either via interviews, team based activities or / and psychometric tests.
For further information please refer to the additional resources.
Web link ACAS has produced an online introductory guide to help you through this process. Web link Recruiting, Retaining and Releasing People. By Adrian Mackay Web link CIPD Certificate in Recruitment and Selection Close.
Recruiting Temporary Workers
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Taking on temporary workers is exactly the same process as taking on permenant employees unless they are being hired for a period of less than a week (please refer the HMRC E13 Manual Page 17 - view additional resource below).
The new temporary agency worker bill states that any temporary agency worker is entitled to full permenant employee benefits after 13 weeks of employment with the company. With Assist UK there are no agencies and we do not act as an agency - therefore all temporary workers you take on are entitled to the same benefits as their permenant colleagues.
Web link Temporary Agency Worker Bill File download
HMRC E13 Manual_Taking on Temp Workers for Less than a Week.pdf
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Employing Voluntary Staff
Using Contractors and Sub-Contractors
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Contractors are typically sourced when a company requires an individual to work for a short period of time within a specialised area or when the workload required is unknown.
Web link Business Link Web link Contractor Calculator Close.
Employing Young People
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There are strict laws governing the health and welfare of young people in your employment (this can include anyone up to the age of 25 in some circumstances). Please refer to the Business Link guide which goes into the specific responsibilities when taking on young people.
Web link Business Link guide Close.
Employing Part Time Workers
Employing Migrant Workers
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Laws on the employment of migrant workers are very strict with fines up to £10,000 for an illegal worker in your organisation and it is important that employers are aware of any changes to the legislation. The Border and Immigration Agency website provides a range of resources to help companies employing immigrants.
From November 2008 foreign nationals will be issued with compulsory ID Cards which demonstrate the holders nationality and right to work in the UK.
File download
Immigrant ID Cards.pdf
Web link Temporary Working for Foreign Nationals Web link Checking Identity Cards for Foreign Nationals Close.
Testing for Potential Employees
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Testing employees is typically split into three test groups:
Psychometric Testing - Provide a standardised snapshot assessment of the candidate, however it is recommended that it is not used in isolation when selecting. There are two key types of psychometric tests: Personality Assessment
Motivation and Attitude Test.
Aptitude and Ability Tests: These are used to assess the candidates logical reasoning or thinking performance.
Office Skills Tests: This includes typing speed, microsoft office packages and more.
Web link Psychometric Tests (Psychometric Advantage) Web link Aptitude and Ability Tests (Psychometric Success) Web link Office Skills Test (Qedoc) Close.
Employer Branding
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Initially conceived in the 1990's a company's employer brand is designed to drive candidates to your company and improve employee commitment. In an age where it is common to have 'war on talent' it is essential that you are positioned as a company people want to work for and be associated with.
Virgin is a prime example of company and employer brand in practice.
File download
CIPD Employer Branding.pdf
Web link Employer Brand Web link 'Business Stripped Bare' Richard Branson Close.
Online Recruitment
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With over 384 million internet users in Europe alone it makes sense to tap into the largest talent pool available. As an employer looking to the future it is important to recognise the next generation of workers have been brought up with the internet and with over 80% of graduates in the UK only using the internet to look for jobs it makes sense to get onto the online market.
There are two types of recruitment sites - specialist and generic, the former refer to the likes of Assist UK who specialise in a specific role / industry / area. Generic sites refer to the likes of Monsterjobs, Topjobs etc.
You can employ an agency to deliver your online recruitment needs, purchase some software to do it for you or do a bit of research and find out what jobboards will provide you with what you really need.
Web link Chartered Institute of Personnel Development Web link Recruiting Disabled People Online Web link List of Job Boards in the UK (Onrec) Close.
References and Checking
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"State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities.
Do not ask for personal information or for conjecture about the applicant. Remember too that completing a reference takes time and proper consideration, so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory.
The holding of particular qualifications, training or licences may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file.
The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organisation could face legal action by the applicant. The organisation needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding.
Detailed guidance on confidentiality when giving and receiving references may be found in the Employment Records section of the "Employment Practices Data Protection Code" available on the website of the Information Commissioner's Office website at http://www.ico.gov.uk. The Code has guidance on what to do when a worker asks to see his or her own reference. This includes guidelines on what information it is reasonable to withhold if the reference enables a third party (eg the author of the reference) to be identified."
References and Checking
(ACAS - www.acas.org.uk)
File download
Quick Guide to Employment Practices Code.pdf
Web link References by Jane Middleton (Further information) Close.
Monitoring New Employees
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Now that your new employee is settled in, for the benefit of the company as well as the employee, it is important to monitor him/her.
"As with any work activity it is recommended that the recruitment and induction process be reviewed for its effectiveness. If any stage of the recruitment process failed to produce the expected result, eg if the advertising method has produced too many candidates, you may want to examine what happened and why in order to make it more efficient in the future. Future recruitment exercises may require modifications to the methods used - a successful recruitment for one job does not automatically mean the same method will be as successful again. This is particularly true if the labour market changes, with, for instance, fewer school leavers but more mature workers being available.
Recruitment and induction may be a continuous process in your organisation, necessitating more or less constant monitoring.
Monitoring regularly will also ensure equal opportunity policies are being actively pursued, and that internal candidates are receiving the same consideration as external candidates."
ACAS (www.acas.org.uk)
Web link ICO - Part 3 Employment Practices Code (Monitoring) Web link Out-law (An introduction to Monitoring Staff) Close.
Induction Process
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When you have made the job offer, the applicant has accepted, the paperwork has been processed and he/she is now standing next to you in the office don't just show them where the toilets and tea and coffee making facilities are, you will need to induct them.
Not only does this provide a firm grounding for the new employee (like a tree you need to water it in) you are legally required to advise them of the health and safety fire safety policies and procedures (please refer to our Health, Safety and working environment for more information).
Web link ACAS - Induction Web link REC - Induction Checklist Close.
Employee Turnover and Retention
Responsibilities as an Employer
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