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17 May 2013 The Changing Face of Outplacement by Diana Westlake
3 May 2013
6 February 2013 Commercial Skills Required by John Dodd
11 February 2013 Tough Conversations - practice makes perfect by Stuart O'Reilly
22 January 2013
12 November 2012 Women on Boards Event by Laura Oliver
2 November 2012 Talons Management by John Milsom
10 October 2012
31 August 2012 Allow SID to be Vicious by Keith McCambridge
1 June 2012 The Best Candidates Choose You by Keith Miller
30 May 2012
12 July 2012 Would your team win gold? by Laura Oliver
2 August 2012 Leadership teams – what goes on at 35,000 feet by Keith McCambridge
5 April 2012
14 May 2012 Don't Cut Corners on Job Analysis by Jerome Bull
18 April 2012 CSR - Who Are We Kidding? by Laurence Jackson
30 March 2012
23 February 2012 Stargazing by Melissa Davis
31 January 2012 Some Honest Answers by Colin Mercer
19 January 2012
16 January 2012 Embedding Talent Management by Laura Oliver
7 February 2012 Driving Behavioural Change by Liz Lawson
5 January 2012
18 November 2011 Women on the Board by John Dodd
9 November 2011 Collaborative Leadership by John Milsom
8 November 2011
10 October 2011 Does coaching make you too risky? by John Milsom
7 October 2011 Transparency with Candidates by John Milsom
5 October 2011
13 September 2011 Blinkers off - recruiting from other sectors by Jerome Bull
13 September 2011 Diversity - Make it work for your Board by John Dodd
23 August 2011
19 August 2011 The Future of Leadership by John Milsom
19 July 2011 The Fall of Rebekah Brooks by Melissa Davis
15 July 2011
11 July 2011 Brainpower Vital - Supply Chain Professionals by Keith Miller
17 June 2011 Becoming an NED - Look Before You Leap by Mike Spurr
15 June 2011
1 June 2011 New Media in Recruitment by Ian Richardson
27 May 2011 Adopting Commercial Values by Laurence Jackson
17 May 2011
15 February 2011 Psychological Assessment by Stuart O'Reilly
10 February 2011 Survival Leadership by John Milsom
7 February 2011
19 January 2011 Come Home, All is Forgiven by Keith Miller
12 January 2011 Standing Out From The Crowd by Jerome Bull
10 November 2010
28 October 2010 Hard, Soft or About Right? by Stuart O'Reilly
18 October 2010 Are You a Velvety Merlot or a Complex Cabernet? by John Milsom
11 October 2010
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It's a Two Way Street
Accepting a job with a new employer represents a significant and often daunting decision. Whilst employers tend to be increasingly thorough and scientific in the way they assess candidate suitability, how do you satisfy yourself that the job opportunity is right for you?
Recruiting companies use a range of techniques to assess job applicants for any given role. They often require candidates to go through a multistage process involving interviews with a variety of people and, increasingly, the completion of psychometric tests and/or simulation exercises. This extensive data-gathering enables organisations to make well-informed, high quality decisions about the individuals they recruit.
Having successfully reached the end of a challenging selection process, candidates understandably tend to be delighted to receive a job offer, particularly in a competitive marketplace. Relatively few, however, invest the same level of effort to research whether the opportunity is absolutely right for them. In undertaking their due diligence, we recommend that candidates address the following questions before making the leap:
- Is the role clearly defined?
It is important to understand the background to any appointment, and to ensure that the role is well defined with a clear set of deliverables. If expectations are not set appropriately at an early stage in the relationship, it is difficult to measure your contribution and thereby satisfy your employer that you are delivering.
- Is the company’s strategy well thought-through, commonly understood and realistic?
Most companies will have a mission and vision including a set of clearly stated aims. It is worth discussing at interview how the strategy was formulated, who was involved and what measures are in place. You need to be satisfied that the strategy is robust and achievable, and that the required resources are available to deliver success.
- Does the company have a successful track record?
Company accounts for PLCs tend to be readily available on their website, providing full details of their financial performance. Whilst it is less easy to research organisations not publicly listed, details are accessible via Companies House, and it is worth searching for on-line press releases. You should aim to identify and explore trends associated with company performance to understand the health of the business.
- How will the move be interpreted by future employers?
This is particularly relevant when candidates are faced with the prospect of changing sector, moving from a large to a small company and/or shifting from a functional role to a generalist post (or vice versa). Under these circumstances you should consider your long-term career aims and reflect on any gaps in your CV before reconciling this with the skills and experience you will gain from making the move. Is there a match?
- Can the organisation offer longer term career prospects?
It may be worthwhile exploring the organisation’s people development policies to establish whether or not future career prospects are likely. Candidates with aspirations beyond the role offered should seek evidence of people moving up through the organisation.
- Is the chemistry/culture fit right?
It is critical to meet a representative sample of people including a range of prospective colleagues to ensure that there is fit from a cultural perspective. Many organisations will have a set of explicitly stated values and these are helpful, but a more realistic feel for the business can be gained by directly experiencing the working environment. Is it busy? How do people dress? Is it open plan? Do people appear enthusiastic and upbeat? Are ideas welcomed?
- Was the selection process professionally managed?
The recruitment process, and the way it is managed, often tell you a lot about a company – speed, for example, tends to indicate a positive intention to fill the role. How long did the process take? Was it structured? Who was involved? Were you kept informed? Was it two-way? Were promises delivered on?
- Is the remuneration fair?
In a competitive and ever-changing marketplace, it is sometimes difficult to gauge the value of a role in terms of salary and benefits package. Given the current economic climate, candidates are more inclined to make compromises in the belief that the dynamics of the market are against them. This is not necessarily true, however, as good people are always in demand. Make use of contacts and on-line resources to benchmark salaries and always believe in the value that you bring.
If you are considering a job offer and would like to discuss the relative merits of the opportunity, please contact Jerome Bull on 01625 508100