New jobs up by 17%, as businesses undeterred by Brexit

New jobs up by 17%, as businesses undeterred by Brexit by Michael Cheary 48% of businesses think Brexit will have a negative impact on the UK jobs market down from 70% last JuneThe jobs market continued to grow in Q1 with jobs up 17% year-on-yearOver 1 in 4 businesses report a reduction in applications from EU citizens since the referendum‘Businesses moving jobs outside of the UK’ is recruiters’ number one concern about BrexitThe jobs market is continuing to grow in 2017 and businesses’ confidence is on the up, according to our latest data â€" even after officially triggering Article 50.In the weeks following the referendum last June, 70% of employers said they thought Brexit will have a negative impact on UK jobs. In a new survey of over 450 businesses conducted at the start of April that number has dropped significantly to 48%.Opportunities on the rise A further 31% of employers said they think the outcome of the UK’s departure from the EU will be positive, with more jobs on offer and lower unemployment, and 21% felt that Brexit would have no impact at all.Our figures also show that, despite Article 50 being triggered, the jobs market has continued to grow throughout the first quarter of 2017 up 10% on the same time last year. In fact, there were 250,000 jobs posted to reed.co.uk in March alone, an annual increase of 17%.Health Engineering showing the most growthAccording to the figures, Health Medicine and Engineering are amongst the sectors driving this annual growth, rising by 29% and 20% for the quarter respectively, compared to the same period last year.Overall, the regional picture for Q1 was positive, with all regions enjoying a year-on-year rise in jobs advertised.Positives and negatives Despite these positive signs, the opinion of UK employers is split about the long term impact of Britain’s departure from the EU.Here are the top three benefits that UK employers who anticipate a positive outcome think leaving the EU could have:An increased number of jobs for UK workersGrowth in ce rtain sectors (e.g exports and tourism) due to a weaker poundImproved trade arrangements with foreign markets outside the EUAccording to the research, these are the top three concerns employers have about Britain leaving the EU:Business moving jobs outside of the UKThe devaluation of the poundThe possibility of an economic downturnBusiness as usual However, the research shows that, for many businesses, these concerns have yet to manifest themselves. Only 18% of employers surveyed reported changes to their recruitment since the referendum last June, suggesting that the majority of businesses have continued hiring as usual.There are warning signs elsewhere though, with 28% saying that they had seen a reduction in applications to jobs from EU citizens during that time period.James Reed, chairmen of reed.co.uk comments: “A majority of employers said that they have not made changes to their recruitment since the vote to leave, indicating that British businesses have held firm and conti nued with their plans to recruit.Business leaders are already working hard to counter the potential impact of leaving the EU and it’s good to see that so many are optimistic about the future. A lot now hinges on a successful negotiation that works for both Britain and for Europe.”As Britain now enters into a prolonged period of negotiation with the EU, these are the top three factors that are most important for UK employers:Securing free trade or retaining the single market with the EUFreedom of movement rights across the EUAccess to skilled labourHowever, despite the optimism currently shown by businesses across the UK, it still remains to be seen how the upcoming election could affect the jobs market as we move towards May.Find out more about the job market with the  Reed Job Index.  Still searching for your perfect position?  View all available jobs nowFind a job What Where Search JobsSign up for more Career AdviceSign up for moreCareer Advice Please enter a valid email addressmessage hereBy clicking Submit you agree to the terms and conditions applicable to our service and acknowledge that your personal data will be used in accordance with our privacy policy and you will receive emails and communications about jobs and career related topics. Features

Selling Yourself First - Personal Branding Blog - Stand Out In Your Career

Selling Yourself First - Personal Branding Blog - Stand Out In Your Career Before you intend on marketing your goods and services to consumers, you must first take into consideration that they are not just purchasing these items from your company. You, as the marketer are the clients communication link for handling their account and are responsible for upholding fair business practices. The more experience and credibility you acquire, the more eligible you will be in order to serve these clients. Before you can sell for a company, you must be able to sell yourself. Interviews form the foundation for selling yourself and credentials mark the manner in which you can differentiate yourself from the competition. Consumers are always wondering why should I purchase from you. To counter this, you must show them either visually or pitch yourself to them, in order to either generate a lead or for a transaction to occur. Below are tips for setting yourself apart from the thousands of other agencies that provide similar products and services. Provide superior service: Do this by explaining why this service can add value to the product. Also, always get back to clients quickly and fulfill orders as soon as they are taken. This involves quality communication and make sure the client obtains all contact points (example: fax number). Diversify your background: The majority of people have similar backgrounds, involving the same industry and experiences. In order to stand out, you must have that experience, combined with experiences in different industries and at different positions. When this isnt enough, you must configure your education, experiences and outside activities in order to be sought after and recognized. Seek Guidance: No one can ever know it all. If you are having trouble selling or marketing your business, what better way to conquer your issues than with someone who has already succeeded in that area. Of course, a close competitor might not share this information and that is why you can go to your neighborhood bookstore and find someone who has wrote a book. Your supervisor or director might be able to mentor you, which will help you in the long run. Not every product sells itself and services certainly cant sell unless their is some tangibility involved. So if you follow these three tactics and start employing them, you will see the difference.

Candidates are King How to Maximise Your Most Placeable People

Candidates are King How to Maximise Your Most Placeable People If youve experienced a candidate-driven market, youll know that  it means great candidates can pick and choose between employers, which  can be difficult for a recruiter to manage.  For those of you who are familiar with this scenario, Im sure youll be able to appreciate that it feels like its getting harder and harder to find good candidates, so when you do,  make sure you avoid sending them to your jobs page alone.  this requires a complete change of mindset, form working a job to working a candidate. Dont wait for jobs to relevant fall on your desk; go out and find them, with the aim of selling in your stellar candidate. This is also a great way  for you to open doors with  new clients. If you dont do this you risk the candidate being sent to another company by another agency, and totally missing out on new business. Make sure youre doing everything possible to find them the right role, while providing a high level of service. This will mean that  even if you dont place them, when they are looking again  in future you  will be top of their list to contact! With every good candidate  you work with, make sure you  do these things (as a minimum): Match their interests to available opportunities Make sure youre not pigeon-holing a candidate into your live jobs. Ask about their passions and career goals work with them to help them identify a list of available opportunities in the area and send out their CV to other colleagues. When discussing whether there are any companies which the  candidate is particularly interested in, make sure you explain to them the benefit of having a third party recruiter proactively approach the company/s on their behalf.  I would always recommend doing this in person or over Skype as you can have a detailed conversation (perhaps suggest new industries / job ideas). Use Google Maps to do a skills-based search Based on their likes/dislikes craft a tailored list of companies and managers to proactively call through on their behalf. You can easily find out companies which take on the candidates skill set by searching for the skills on google maps and cross referencing the companies on LinkedIn. From  here its easy to navigate around the company and find your best point/s of contact. If you dont get through to a manager make sure that you send a tailored follow up email which explains that youve discussed the company / the candidates interest in the work which they are doing there. I usually attach a copy of the candidates CV with personal details removed as hopefully their relevant experience will grab the managers attention! Companies are much more likely to get back to you if they feel that its a genuine approach on behalf of a candidate, rather than a speculative mail shot. Make reference to the projects which the candidate has mentioned and how they could add value to the company! Email out their skills-based profile There arent enough hours  in the day to call everybody, so tell the candidate you would like to send  out their  skills based profile to a wider network of managers to ensure that they are being marketed to all relevant companies. Working in a tech industry, Id usually include the skill-set in the subject title so that clients know how to filter emails I sent- it also ensures that the niche skills which could be of interest grab the attention of recipients. Stay engaged Arguably most important is to make sure that you keep in contact with the candidate throughout the process and let them know whats going on with their application/s. It doesnt take long to pop a candidate a quick five minute call / email to let them know of any updates, in return theyll be grateful (in an industry where reputation is important and referrals are key) it seems mad that you wouldnt want to keep  them happy. Further down the line theyll also be more likely to keep you up to date on leads and people in their network looking (gold dust!). Ask for referrals Leverage what youve done and make sure you ask for referrals from any candidate you speak with (good candidates know good candidates). If they dont know of anyone proactively looking, ask them for the names of the two best colleagues theyve ever worked with and why. Get them to intro you in case they are ever looking or, if they dont feel comfortable doing this, pop them a very informal LinkedIn message inflating there ego and explaining that they came highly recommended. Conclusion Building trust, staying in contact and nurturing relationships with these candidates  will only result in a positive outcome. Even if you dont place them theyre more likely to  consider you from the other side of the fence when they do get employed, too. If you dont manage to place them and they find a new role, ask them to recommend your services to their new company (theyll want any potential employee to have a good recruitment experience). Even better, if they have started a new role as a hiring manager ask to meet them to continue the working relationship a much warmer start to a relationship!

Traditional Goal Setting Methodology is Broken. Heres How to Fix it

Traditional Goal Setting Methodology is Broken. Here’s How to Fix it An effective goal setting process is a critical step in building the foundational skills of leadership in your employees. However, many organizations are having a hard time finding a method that aligns with their organizational needs. Many organizations are still using traditional goal-setting methods, which aren’t producing the desired results they hope to see. The traditional goal-setting method is largely managed through top-down corporate hierarchy and is often too slow to adjust to the rapid strategy pivots needed in an agile economy and workforce. These types of traditional goal-setting methods aren’t working in today’s modern workplace, and there are several reasons why your organization should consider a new approach to achieving organizational strategy and elevating leadership at every level of the company.   Traditional Goal Setting Problem #1: Cascading Goals Most traditional goal-setting practices are outdated in a knowledge-based workforce. Even some of the trendy new goal-setting methodologies are stuck in the old mindset of command-and-control goals, which may, or may not, have effectively worked in the traditional industrial workforce, but certainly aren’t as useful or efficient in today’s modern knowledge workplace. Organizations and leaders can no longer afford to be of the mindset that all of the answers and direction come from the C-Suite, passing down goals from on high, like Moses descending from the mountain top with a set of commandments.   Recommendation Today, good executive leadership sets corporate strategy by inviting team leaders, teams, and individual employees to determine what the most important strategy is for a given cycle of the business. They look for more than just vertical alignment to corporate goals, but also seek to promote and encourage horizontal alignment across teams. This is where the feedback of the first-hand experience and customer feedback is most relevant in setting meaningful goals. For goal-setting to be truly useful in today’s knowledge economy, individuals and teams should be interpreting the most critical business needs of their internal and external clients, then translating them into an organizational strategy. An excellent goal-setting process allows for robust, and often intense, conversations about the real business objective needed to be achieved before setting out to assess the measurable results of that goal. A good goal-setting method also includes discussions about the individual and team’s ability and/or motivation to pursue the goal. Motivation is a critical factor in setting goals and subtly affects the healthy pursuit of a goal, and it can cause significant collateral damage to leaders and organizations if not carefully considered, before, during, and after the pursuit of a goal at any level of a company.           Traditional Goal Setting Problem #2: The Culture Clash The most significant problem with any goal-setting methodology is that the company’s culture isn’t ready for it. Goal setting is hard work. It takes time to collaborate with teams and individuals to make sure everyone is clear about the objectives and the key results needed to achieve the objective. Confounding the culture clash through goal setting is the lack of goals that are aligned with the organization’s core mission, vision, and values. Mission, vision, and values are often promoted and hung from the walls throughout corporate hallways but rarely incorporated into how the company goes about its business. Taking time to discuss goals, let alone align them with the values of the organization, is time-consuming. Many organizations want to wave a magic wand and see goal-setting have a positive impact on their organization and bottom-line business results. However, if they don’t have the norms and conditions set in place to make goal-setting work, the process can be disconn ected from the purpose of your business.   Recommendation Make sure your organization has dedicated time, on a quarterly or tri-annual basis, to discuss, debate, and set meaningful, transparent goals that can be measured and evaluated on a regular cadence. Clear goals are the foundation of excellent performance, and leadership guidance should be a normal part of your organizational culturenot just a separate training of leadership skill sets. Set aside time for goal summits and values discussions at the start of every performance period. Make it part of the norm for individual contributors to take the time to align key personal and corporate values with the goals they are pursuing so they have a better understanding of why they are pursuing certain goals.   Traditional Goal Setting Problem #3: Out of Sight, Out of Mind Once goals are in place, many traditional methods only check back in at the end of their scheduled completion. Waiting once a year, or even once a quarter, for a manager to have important conversations about an individual’s progress, challenges, ability, and motivation to achieve the goal, isn’t going to give your employees the direction and support they need to achieve their goals. Without regular conversations about goals, there is little to no insight for managers or senior leaders to understand how the company is executing on their strategy. Recommendation Make sure the organization has regular check-in conversations on goals at the team and individual level. Companies that have regular One to One meetings between team leaders and team members to discuss the goals they are pursuing have higher levels of engagement and performance than organizations that do not have consistent conversations around goals. Seek to integrate your conversations through an effective performance management or goal setting software that integrates with other important Human Resource and Business Intelligence data platforms. Traditional Goal Setting Problem #4: A Lack of Understanding for the Art and Science of Goal Setting Another major issue facing the effective use of goal-setting methodology is that most managers and individuals haven’t been trained in setting proper and effective goals. It’s both an art: how you put together a goal, and science: how you’ll go about pursuing the goal. OKRs and SMART goals are simple approaches to an effective goal setting practice, but it takes some skill-building to master using those methods effectively. Many companies expect teams and individuals to have goals, but they do very little to train best practices in goal-setting methods.   Recommendation Having an intentional and consistent approach to goal-setting through the organization is the first step in having the practice adopted into the culture of an organization. It also sets the tone for performance throughout the organization. Without goals, it is challenging to evaluate performance objectively. Establish a dedicated training approach to onboard new employees in your organization’s goal-setting methodology, as well as keeping veteran employees up to date with best practices in setting and pursuing goals.   Traditional Goal Setting Problem #5: Big Goal Syndrome Most traditional goal-setting methods are annually focused. Annual goals are just too big and slow to pursue effectively in today’s knowledge economy. Reasonable goals are flexible, yet specific. They should aim for long-term success while remaining agile with the ability to continually assess performance in real-time, and include goals at a corporate, team, and individual level. Long-term goals are an effective plan for the future, but shorter, agile goals help increase the impact of measured progress toward the bigger picture strategy. Big Goals are much more complex to understand, pursue, and track over time. It can be difficult to understand the different levels of knowledge and motivation to pursue a goal if it has so many different elements caused by an annual pursuit of the desired objective.   Recommendation Agile goals describe a set of values and a process of achieving outcomes that evolve through small cycles of collaboration with in-tact or cross-functional teams. Performance goals are designed to measure, analyze, and improve over time. Quarterly corporate goals inform the real-time process towards long-term success. Shorter, agile goals maintain clear and consistent communication, define and maintain perspective, and sustain growth and autonomy in shorter and more achievable segments.   Traditional Goal Setting Problem #6: It’s All About the Money Finally, most traditional goal-setting methods only focus on financial numbers (How much did the company grow revenue? How much can we save financially in the next quarter?). Smart companies realize they have to go beyond financial goals to achieve a more desirable outcome with other important objectives (Why you’re pursuing the objective). Getting to the ‘why’ of an objective is more important than the ‘how’ or ‘what’ that goal produces.   While financial success is critical to the overall health and vitality of an organization, it’s not the only factor that should be considered when implementing a goal-setting methodology in your organization. Financial Key Results or Performance Indicators only tell part of the story. You could have stellar numbers related to your performance as a salesperson, but it could be completely dysfunctional in how you achieved those numbers. By only focusing on financial results, rather than process or solutions based results, you may be unintentionally undermining the vision and values of an organization and individuals if you only focus on financial success. Recommendation Great organizations, leaders, and individuals are as obsessed with a healthy process and high engagement for achieving objectives as much as healthy financial numbers. It’s not just what you achieve; it’s how you achieve it that matters. Today’s organizations need to extend their focus to setting goals for the culture of the company and the people themselves, rather than just the hard numbers the executive team is indebted to. As Behavioral Science begins to evolve and research efforts prove the profound effect meaning and purpose has at work, leaders also need to evolve with what we are learning about human behavior. Step into the 21st Century The old way of tracking goals, through spreadsheets or word of mouth, isn’t working in today’s evolving workforce. You need to train and develop your employees to effectively set and pursue goals in their own space and within their role while contributing to the larger organizational success. Organizations need to use modern technologies to make the goal-setting process seamless and proficient across the entire organization. With a structured goal-setting plan worked into your leadership development program, your leaders should establish goals that align with corporate values, individual roles, and team tasks. With various types and ways of goal-setting, it can be easy to lose focus on your desired outcome. It’s essential to remember what matters most when pursuing goals at every level of an organization. About the author:  Jason Arnold is the  Director of Leadership Solutions at  Inspire Software. Jason has more than 15 of experience training and developing leadership concepts in the classroom and virtual learning platforms. At Inspire, he helps integrate leadership philosophy into the Inspire software and introduced a new approach, Leadership as a Service, to the leadership development market. He has been mentored by some of the most recognized leadership and business book authors in the leadership development industry and is an experienced professional leadership facilitator and instructional designer in leadership theory and application. His passion for leadership began while working with the best-selling business author, Ken Blanchard, as a literary assistant and media director of a small internal media team that served Blanchard’s clients.

Tips For Writing a Forest Service Resume

Tips For Writing a Forest Service ResumeGreat tips for writing a forest service resume. Nothing is more important in the employment process than a well written resume. When writing a resume you need to avoid common mistakes such as missing or duplicated information.First, common mistakes include missing information. For example, your professional telephone number and email address should be included in your resume. Your organization's year of incorporation or membership should also be noted. It is also important to list the position titles you hold on your resume as well as your current and past job responsibilities.Next, it is important to list your professional experience as well as education. Remember, your resume is a summary of what you do today. You want to make sure you are giving your potential employer a clear picture of who you are and why you are a good fit for their company. The bottom line is that when a potential employer reads your resume they will know more about you and your skills and abilities than you will.Finally, you should list your past employers and even past jobs. You never know what job you may be applying for today. Your resume needs to be all about you and not about someone else. It is also important to list your specific skills as well as your specific work history. When you list these things on your resume they will show potential employers you know what you are talking about.You can also find many tips for writing a forest service resume at a website called CareerBuilder.com. The key to writing a resume is to avoid common mistakes and not get lazy. As long as you provide all the information they ask for and keep the information accurate, you will have no problem getting hired for the job.So, if you need tips for writing a forest service resume you should know that there are many options available to you online. Many employers look to the Internet to find the perfect candidate for their company. It is just a matter of finding a we bsite that provides great advice to help you achieve your career goals.Once you learn the tips for writing a resume, it is important to follow through with them. The last thing you want to do is to be taken advantage of by a fraudulent employer. Make sure you stay on top of your resume and that it is checked by several people before you submit it to anyone.You can find a lot of tips for writing a forest service resume on many different websites and e-books. There are many resources available for finding the information you need to get the job you want. The end result is that you will be in a much better position to land the job of your dreams.

Finding Opportunities for Mentorship for People of Color

Finding Opportunities for Mentorship for People of Color How Leaders of Color Can Support C-Suite Diversity Through Mentoring   The benefits of having a mentor have been widely studied and discussed. Professionals who have been mentored enjoy  higher salaries,  more  opportunity for promotions, and greater career  satisfaction, as a result of their mentor’s influence, experience,  and protection.  Mentors also provide emotional support, helping their protégés  find confidence in their abilities and their identity.   But for minorities in the workplace, finding a mentor at all  â€"  let alone a mentor of the same race  â€"  can be incredibly difficult.  As outlined in the?Harvard Law Review’s “The Mentoring Gap”,?published in May 2016, there is a gap in access to mentors that “is frequently associated with students’ backgrounds â€" race, class, and gender.”  People of color may find it difficult to access mentors  at all  and  if  they do, they must overcome barriers such as differences in race, gender, job level, profession, etc.     I spoke with Deborah Hughes, President and CEO of  Brookview House in Boston, about the importance of connecting  minorities  with leaders of color.  Brookview  provides supportive housing for women and children experiencing homelessness, including programs that  teach  personal and economic independence.   “Having someone who not only knows your field but who can also speak to the specific professional and personal challenges you face as a minority navigating the workplace, is  enormously beneficial,” says Hughes.  â€œThe lack of diversity at upper  management  levels makes it especially difficult for people of color to find a mentor  who  is in their field, looks like them, and is willing to teach  them.”   Hughes was instrumental in connecting former  Brookview  resident Moriah Wiggins, now a bioengineering major at the University of Massachusetts, Dartmouth, to  Jeri’Ann  Hiller,  senior manager  and award-winning  scientist and  medical device innovator at Boston Scientific  Corporation.     Hiller  now provides regular mentoring to  Wiggins, including guidance around  Wiggins’  college courses and  exams and building  her network  for benefits now  and in the future.  Wiggins  says she is deeply inspired by  Hiller  and grateful to have a “go to” person in the field of bioengineering, especially someone who has faced    and continues to face    similar challenges as  both  a black woman and  a  mother in a field where the diversity gap is very real.    Hughes offers this additional advice for  both  leaders of color interested in mentoring and  minorities  seeking a  mentor:   1 Be Proactive  in  Finding and  Creating Connections   “Opportunities for mentorship between people of color are more difficult to come by. We have to be proactive in seeking them out  and creating them, whether for others or ourselves,” says Hughes. That means reaching out to organizations like  Brookview  that serve as a bridge between  young people and the professional world, and constantly looking for  occasions  to make connections for others.   2 Don’t Try to Tick All the Boxes “As wonderful as it is to have a ‘perfect match’ â€" where the mentor and the protégé are both of the same gender, ethnicity,  and  socioeconomic background and both  are  in exactly the same  field â€" that is rarely possible.” Instead, Hughes advocates for  ticking as many boxes as possible, and thinking broadly  in terms of fields. “We were lucky to connect with  Jeri’Ann  who is a bioengineer but any leader of color within the STEM field could  still  have been an excellent mentor for Moriah as she completes her studies and prepares to enter the working world.”   3 Remember  Mentoring Can Be Done Remotely     Every mentoring relationship is different. Even though they reside in the same state,  Hiller  and  Wiggins  usually connect via monthly phone calls, as that is most convenient for them both.  Don’t let distance hinder a mentoring relationship; using today’s technology to make the mentoring as  efficient  and enjoyable as possible for both parties ensures the relationship’s strength and longevity.   With more mentoring relationships between people of color comes the hope of breaking through what has been called the “concrete ceiling” for minorities aiming to enter the C-Suite. Says Hughes: “We  believe in possibilities, not  limitations.” Join Dana  Manciagli’s  Job Search Master Class  now  and get the most comprehensive job search system available!

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