8 SIGNS YOU’VE BEEN IN YOUR JOB TOO LONG

Staying in the same job can be very comfortable – you know everyone, you know how everything works, you don’t have many challenges to deal with – but do you ever get the feeling that something is missing? You could be letting opportunities pass you by and damaging your long term career prospects in the process. It’s important to take control of your career progression.

There’s no simple rule that tells you if you’ve been in your job too long, but any job deserving of your time should be fulfilling and provide you with ongoing opportunities to learn and expand your skill set. Indeed, research conducted by ADP Research Institute in 2015 and 2018 identified that only 16% of workers across the globe are fully engaged with their jobs. So, if you feel your present role is lacking the magic it might have once had, you’re not alone.

If your work no longer inspires you, it could be time to look for something new. Do these eight signs that you’ve been in your job too long sound familiar?

1. You’ve lost your love for the job and the company

Without really thinking about it, you’ve stopped making an effort, and you’re submitting work that you know is not your best. You used to take pride in your work and now you just don’t feel that way about it anymore; it has become routine, boring and unfulfilling.

2. You could do your job in your sleep

Your working life just isn’t supplying you with any challenges anymore, and although this might have felt great at first, you now realise that you miss them and are starting to feel increasingly disengaged. Nothing in your working day is stimulating your intellect and you feel disappointed by the ease with which you can get away with hardly trying.

3. You feel you don’t fit in, you’re less sociable and your colleagues bore you

If office socialising once used to be fun, it isn’t anymore. You can’t be bothered getting to know new people. You keep conversations as short and impersonal as possible and don’t interact with colleagues once the working day is over.

Don’t underestimate the degree to which feeling ‘at one’ with your team can drive overall job wellbeing. The above research by ADP Research Institute in 2015 and 2018 also found that across the world, those working in a team frequently felt much more engaged in their jobs.

4. You’re clock watching and hate Mondays

You arrive promptly at the start of the working day and leave immediately when it ends, keeping careful track of each break in-between and making sure they never get cut short. You count the days until holidays, even if they’re only a couple of days long.

5. You feel left out of meetings and projects

Sometimes you feel as if no-one at work really notices you’re there. You don’t get asked for your opinions and no one treats you as if you have anything to contribute beyond your day to day work. People whom you feel are less qualified than you are often seem to get picked first.

Ernst & Young’s latest Belonging Barometer survey, published in May 2019, interviewed more than 1,000 employed adult Americans and found that people who feel a strong sense of belonging at work are more productive, motivated and engaged. When, however, these respondents were excluded at work, they said they felt ignored, stressed and lonely. Does this describe you?

6. You feel you’re being overlooked for promotion

Younger or less talented people always seem to get chosen before you. You don’t feel that you get a fair degree of praise for the work you do, and you never seem to be singled out for bonuses. It’s years since you were last employee of the month, even though you’re in a small team.

7. You’ve stopped believing in your company

When you first started out you were passionate about what your company did or how it did it, but now you feel this passion is waning. You feel disillusioned and don’t think senior staff care about the company the way you once did. You feel that it has lost its way, is betraying former ideals, or is simply mediocre.

Research has consistently shown that employees are most satisfied working for companies whose values they feel match their own. A Workplace Culture report published by LinkedIn in 2018 stated that 71% of professionals said they would be willing to take a pay cut to work for a company that had shared values and a mission they believed in. So, if don’t feel you can identify with your company’s purpose or work, it might be time to consider a change.

8. You envy former colleagues who have resigned

Perhaps you tell yourself you’re not talented or brave enough to do what they did, but even if they haven’t landed on their feet, you feel they’re better off out of the company you still work for. You keep thinking about the new opportunities open to them that you’re missing out on.

Update your CV

When you’ve been in one job for a long time, you need to explain that you haven’t just been doing one thing. Understandably, you might not have updated your CV for a while, so it’s important to focus on the skills you’ve developed and your achievements in the role since then. Write about projects you worked on and arrange what you write in an order that shows you’ve made progress. If you’ve unsure where to start, consider these quick and easy ways to refresh your CV.

Prepare for interview

There are three things you will need to tackle as quickly and as firmly as possible:

  1. Firstly, you will need to explain in positive terms why you were in one place for so long. You will also need to reassure the interviewer that your skills are up to date.
  2. Then, show that you have what it takes to integrate into a new business culture. If you’ve recently developed new hobbies or done volunteer work, this can help to show that you’re still flexible.
  3. If you’ve stayed in the same role for years, the interviewer may be especially interested to know why you are looking to leave your current job now. You will also need to be ready to talk through your CV with the interviewer, explaining how one stage led to the next, and what makes you a natural choice for the role you’re being interviewed for now.

Contact a recruiter

You could spend all your working hours looking through job adverts on your own, but a skilled recruiter will be able to look at your CV and instantly match you up with suitable positions. After that, it’s up to you. There are no guarantees, but you could be about to find yourself in a job that really makes you feel alive.

Cre: social.hays.com

In-House Recruitment Is Dead. Long Live Outsourced In-House.

I’m a recruiter at heart. So, I fully endorse any and all methods that result in clients attracting, hiring and retaining talent as and when they need.

But the days are numbered for internal recruiters. Companies’ needs are changing, and agency recruitment is having to evolve to match. Leaders are denouncing relics of the past and embracing a method of recruitment that scales with business objectives.

That method is outsourced in-house.And it’s leaving in-house recruitment in the dust.

The Death of Recruitment

The trouble with in-house

In-house recruiters are typically burned-out employees who, frankly, didn’t cut it in the agency world. Barely pitching for one role at a time, these recruiters struggle to compare against the companies that scale the whole market. Their inability to recognise the movers and shakers, or emerging technologies that affect roles, prevents them from being totally effective.

The process of attracting people for a single organisation, where the role is standard (most are) and the organisation is run-of-the-mill, is hardly revolutionary work. That’s why in-house methods are (in the main) mediocre. I mean, sending InMails to people they don’t know on LinkedIn professing to have the best possible new opportunity for them… c’mon.

This is common though! Over the last decade, a wave of companies attempted to build in-house teams. Despite thinking they could cut costs, the market tightened, drying up available talent for key hires and restoring the need for talent acquisition partners.

Why agencies are evolving

Since agencies redefined what recruitment meant, businesses wanted more. Most of the companies I work with now used to be recruitment agencies but have since transformed into talent solutions providers. In-house recruiters simply can’t match their impressive portfolio of products and services. 

The traditional agency model is evolving and diversifying – to cater to businesses with high-volume recruitment plans, for example, and address an ever-widening skills gap. Consequently, key hires know their cost. Exhausted internal recruiters are clueless when it comes to what lures these guys in, leaving businesses with subpar solutions. 

So in came outsourced in-house. This new kid on the block acts as a welcome middle ground, offering businesses an agency recruiter to work on-site (or remotely if preferred) for a few days a week.

Establishing the middle ground

With this method, recruiters tap into the resources, functionality, drivers and management of a recruitment business while being coached daily on how to attract more clients.

Forget holiday pay, or the nightmare of employees taking annual leave in the middle of a project. With hiring costs soaring (and rightly so) too, the need for enterprises to embrace agency innovation in the shape of new solutions and products just makes economic sense. Hiring a journeyman professing to be a superhero recruiter does not (why else would they give up the dream and take a salary, however inflated it might be?). Now it can cost anything from £10k to £20k for one person to be the resourcing agent and place 2-6 people every month!

But it isn’t just money. Businesses that rely on outsourced in-house are “buying the time” of a specialist – including the use of their latest tools, methods and reach. It delivers the desired outcome, whether through a nurtured relationship with a significant talent pool or wealth of services including Statement of Work projects or even employer branding.

This efficient and proven approach is what solidifies the benefits of aligning with a professional and accountable partner. The choice to outsource in-house has never been more compelling.

Cre: Gary Goldsmith

‘Coffee cup’ test and the secret of Xero boss’s recruitment process

“Attitude is more important than qualification or experience”

Good attitude is indispensable for a good employee

Xero Australia – managing director – Trent Innes has revealed his secret “coffee cup” job interview test.

Speaking to The Venture Podcast with Lambros Photios, the local head of the $8.5 billion ASX-listed accounting software firm said he refuses to hire anyone who doesn’t offer to take their coffee cup back to the kitchen after a job interview with him.

Innes said it was a simple tactic to ensure the potential employee fits the Kiwi company’s culture of ownership and showed the most valuable asset of all — a good attitude.

“I’m probably giving away all my dark secrets here now,” Innes said.

“But if you do come in and have an interview, as soon as you come in and you do meet me, I will always take you for a walk down to one of our kitchens and somehow you always end up walking away with a drink — whether it be a glass of water, a coffee, or a cup of tea, or even a soft drink.

“And then we take that back, have our interview, and one of the things I’m always looking for at the end of the interview is, does the person doing the interview want to take that empty cup back to the kitchen?”

Trent Innes – managing director of Xero Australia

Innes explained how he devised the test.

“What I was trying to find was the lowest level task I could find that — regardless of what you did inside the organisation — was still super important — that would actually really drive a culture of ownership,” he said.

“If you come into the office once one day inside Xero, you’ll definitely see the kitchens are almost always clean and sparkling — it’s very much of that concept of wash your coffee cup, and that sort of led into the interview space.

“You really want to make sure that you’ve got people who’ve got a real sense of ownership, and that’s really what I was looking for.

“Attitude and ownership scale, especially in a really fast growing environment like we’ve been going through and still at this stage as well.

“It’s really just making sure that they’re going to fit into the culture inside Xero, and really take on everything that they should be doing. It’s really served us really well as the business has scaled and grown. We’ve managed to maintain the value and purpose and culture that makes us special.

Hire people with good attitude, and they will serve you well

“Hiring for attitude is probably the most important thing I believe when you’re hiring people, especially in a fast growth company or a start-up environment or scale up environment — you need people with a really strong growth mindset and that comes back to their attitude.”

‘You can develop skills, you can gain knowledge and experience but it really does come down to attitude, and the attitude that we talk a lot about is the concept of “wash your own coffee cup”.’

So, do the washing up!

Cre: www.nzherald.co.nz

Reskilling: The New Trend in Recruiting

If you can’t find new talent externally, consider using reskilling to build your new employees in-house.

“Adaption is better than specializes in one skill”

It doesn’t matter how talented your new hires are, or what stellar technology training they’ve received. Chances are within a few years those skills will be obsolete.

Technology evolves so quickly that it is no longer enough to hire for the skills needed today. To stay relevant, companies need to hire people who have the ability to constantly learn new skills that may not yet exist.

So, it’s time to change strategy from hiring new one into helps available employee to adapt with new technology

This focus on reskilling as a talent management strategy is already taking place, said Art Mazor, principal of Deloitte’s human capital management consulting practice, in Atlanta. “Most big companies today are focused on reskilling, and for good reason: The half-life of skills is two to five years,” he said. “That has huge implications for recruiting.”

With demand for talent at an all-time high, companies can’t expect to pluck these skills ready-made from the talent pool. They will have to create them in-house by providing employees with constant access to training, and incentives to continuously reskill.

Research from McKinsey found 82 percent of executives at large organizations believe retraining and reskilling must be at least half of the answer to addressing their skills gap, with 27 percent calling it a top five priority. And 74 percent of global recruiting firms say reskilling workers represents an effective strategy to combat the perennial skills shortage, according to Bullhorn’s 2019 “Staffing and Recruiting Trends” report.

“Reskilling is an important solution to the talent shortage,” said Vinda Souza, vice president of marketing for Bullhorn. She said that as long as there is low unemployment, companies need to consider what training they can provide to new and existing talent to constantly close new skill gaps.

74 percent of global recruiting firms say reskilling workers represents an effective strategy to combat the perennial skills shortage

To reskill someone, look for people with “adjacent skills,” said Jesper Bendtsen, head of recruiting for Thomson Reuters in Toronto. “Don’t just look for people who know blockchain or AI,” he said. “Look for people who work with related technologies that will lend themselves to your future needs.”

That talent pool may already be on staff. Bendtsen noted that employees who have been with the company for years may not have the exact skills you are looking for, but they know your culture, your customers and your way of doing business. “Start by looking internally at who might be interested and able to transition to a new role through retraining,” he said. An internal upskilling program can help companies close talent gaps while reinforcing their commitment to the existing workforce.

When recruiting externally, companies need to consider what skills they are looking for and how that impacts the recruiting process. New hires need to be willing and able to learn new skills and to tackle nebulous workplace challenges. Identifying these skills requires more thoughtful assessments of candidates’ soft skills and personality, not just their past history, Mazor said.


Companies need to consider what skills they are looking for and how that impacts the recruiting process to find the right one

Some organizations are adding virtual reality, automated simulations and gaming tools to the recruiting process to observe how candidates handle unknown situations and learn new information to solve problems.

“These tools test their predisposition for handling challenges while creating a compelling candidate experience,” Mazor said.

Companies are also integrating hiring managers into this assessment process. At Thomson Reuters, for example, software engineers oversee candidates as they complete coding challenges, while asking questions about their process.

“The goal isn’t to see if they get the right answers, but to see how they tackle problems and use information,” Bendtsen said. “It’s an objective way to assess a candidate’s skills and ability to learn.”

Using automated simulations and gaming tools to see how your employee tackle problems and use information

This new approach to recruiting could make it easier for companies to look further afield for candidates who show an aptitude and interest in learning, even if they don’t follow a traditional academic or career path, said Tara Cassady, senior vice president at Cielo, a global recruitment process outsourcing provider in Milwaukee. “You want people who are curious, have an aptitude to troubleshoot, and who use technology to solve problems,” she said. These lifelong learners could just as easily come from tech schools, boot camps and online universities as from traditional college campuses.

Once they do find or retain these candidates, they are also investing more effort into retaining them, she said. From ensuring that interns have a clear path to employment, to making sure newly trained talent are given new assignments and competitive salaries, engagement and retention must be part of the reskilling trend, she said. “If you are going to invest in training talent, you don’t want to lose them to a competing firm.”

Cre: Workforce

Pieces of advice for start-up about Human Resource management

Issues

Human resource management is an important functional activity that has a great impact on the success or failure of businesses, especially start-up businesses.

However, start-up businesses with limited resources, especially the limitation of financial resources, are not really interested in human resource management

In this article, the author will discuss some important issues that entrepreneurs should be noted during the start-up period.

Human Resources Management is one of the biggest issues of start-up

1. Human resource management based on personal experience and subjectivity

In the early start-up years, business owners often focus on technology and market. Business owners in the start-up phase must simultaneously take care of multiple tasks from strategic issues to technology, market, finance, accounting, personnel, etc.

This process suitable for the requirements of fast, flexible, low-cost, appropriate handling of problems with organizational structure and uncompleted personnel.

But in return, in the start-up phase, the enterprise management capacity of the business owner is considered as a too tight shirt compared with the goal and development ambition of the business owner himself. Therefore, a lot of business problems arise and it’s hard to breakthrough or have a systematic solution because business owners face difficulties in making decisions.

Many startups manage their employees by personal experience and subjectivity

The most remarkable thing here is that very few business owner recognize the limitations of them-self and take action to solve it like learning, hiring expert, etc.

If the business owner overcomes himself to learning and has a reasonable solution to complement his own limitations on human resource management, the success probability of the business will be much higher. Because after all, all the causes of business failure also come from the lack of qualified personnel to run and drive businesses with lead to unadaptable to market changes.

Startups prevent to overcome the safe zone to study about human resources will soon fall

2. Unclear in roles and weak in manage conflicts between co-founders

Many people choose to start a business together. Group start-ups help business owners deploy ideas, promote each other’s strengths, mobilize resources and share risks. According to “Startup Insider”, most successful private enterprises have a starting point from a start-up group.

But everything has the other side of the coin. Risk comes from conflicts between co-founders because of differences in views, disputes about benefits and failure to manage changes in decision-making methods appropriate to development period.

Unclear in role will lead to conflict

In the beginning, when things were difficult, co-founders were quite united and bite the bullet together; but when the business is prosperous, having good financial results is also the time when conflicts arise. Many co-founders have to part ways in the early years because of personal conflict in executive management.

This problem comes from the basic reason is that the management system is not running well. Co-founders not assigned roles and clear agreement with each other to management. The management process does not change from “instinct” to the “system”.

The management system not running well will cause company serious damage in long-term

This issue requires co-founders to agree with each other right from the beginning days when starting a business about management method to prepare for future periods. Because when businesses go into orbit, the company needs to have a leader who has ability and capable of making decisions.

3. Lack of solutions to retain talents

The reason usually given is that the start-up period is lack of resources, especially with finance, so it’s difficult to attract talents. Therefore, enterprises tend to hire and use manpower with low salary, and with capacity sometimes not meet the requirements.

This is a big mistake for ambitious start-ups want to have fast growth due to innovation, and want to attract investors.

Attracting talents is one key point for a successful start-up. There are two elements that impact the ability to attract talents:

  • Owner do not have capacity to use talents:

When working with an expert employee, owner easily loses their vision and cannot control the talent. Moreover, lack of HR management skill can also make personnel to discouraged with their job and soon will lead to giving up.

  • The attractiveness of the start-up idea:

When the start-up idea is clear and has a high potential to succeed, this is the key to attract talents. In opposite, if you are not sure about your vision and future, candidates will feel not stable and hard to attract talents to become your companion.

Retain talents and they will cover you in storming days

There are diversity solutions for this issue, most start-up use company’s stock to attract talent employee to join them in running business. With creative or technology start-up, the company’s value after 5 years may multiply a thousand or million times the present value.

Another regular solution is to hire or collaboration with experts. This will help start-up to use the expert skills and knowledge with a very low fee. Vision and passion of startups also receive assistance and support from experts.

4. Lack of invest in system and building corporate culture

Due to the size of small businesses, many businesses do not focus on recruiting specialized personnel to manage human resources; as well as lack of attention to standardization of processes and human resource management systems.

Invest in your system and company’s culture from the beginning, and you will never regret about that

Inadequately focused activities include recruitment, assessment regulations, application of KPI systems, wages and benefits, labour regulations and corporate culture … Due to lack of systematic, works are handled much according to the affair and affection.

In particular, common problems arise in terms of employment contracts, job vacancies, intellectual property violations, loss of business secrets due to employee quit. On the other hand, company culture is also a strong weapon to keep talents by your side.

5. Loss the control of the business due to lack of understanding of corporate governance

Enterprises in the start-up period have a large growth and high investment demand. The main capital mobilization solution of enterprises in the start-up phase is by calls for funding to increase capital and expand owners.

However, many business owners refuse to develop and accept strategic investors because of the risk of losing control of the business. In contrast, many business owners chose wrong strategic investors, so they quickly have to transfer control of their own business, losing their “spiritual children”.

Be smart for not become a sheep and losing your spiritual children, cause the world out there is full of wolves.

The solution is that business owners need to consult from legal, human resource experts, and study about corporate governance.

There are many possible solutions. First of all, you need to choose the right investor.

The right strategic investor often does not require control of business management because they respect the holder of the business idea and believe that only when this person continues to run the business than the business can succeed.

And finally, there are many forms of investment contracts to attract more shareholders to contribute to capital. Shareholders enjoy preferential dividends, but still, can maintain voting and veto rights.

Cre: vceo.vn