Recruitment Archives

June24619788 February 24, 2025 No Comments

The Role of AI in Modern Recruitment

The Role of AI in Modern Recruitment: How I See Artificial Intelligence Shaping Our Hiring Future

If you’d asked me a decade ago whether AI in recruitment would become a game-changer, I might have expressed cautious optimism. Fast forward to today, and artificial intelligence headhunting is not just a buzzword—it’s rapidly reshaping how companies identify, engage with, and ultimately hire top-tier talent. I’ve had a front-row seat to this revolution, watching as organisations integrate automated screening tools, predictive analytics, and even chatbots into their hiring processes.

For many of us, these advancements spark both excitement and concern. Yes, AI-driven talent acquisition can save time and reduce human bias, but what about the nuance and empathy that come with personal interaction? Can machines accurately gauge cultural fit or leadership potential? Over the years, I’ve tested multiple AI-driven platforms and consulted for companies adopting them. In the process, I’ve developed a clear perspective on what AI does brilliantly, where it falls short, and how we can balance technology with the human touch.

In this article, I’ll share the real-world lessons I’ve learned integrating AI into recruitment strategies for diverse clients—from start-ups seeking specialised engineers to multinational corporations scaling fast. If you’re curious about how AI can streamline your talent pipeline while preserving that critical human element, read on.

Understanding AI-Driven Recruitment—A Primer

Breaking Down the Technology

When I say AI in recruitment, I’m referring to algorithms and software that automate or enhance parts of the hiring process—everything from resume parsing and keyword matching to candidate ranking and predictive analytics. These tools often employ machine learning, meaning they can improve over time by analysing large datasets, spotting patterns, and making increasingly refined decisions.

Example: A company might use an AI-powered tool to scan thousands of CVs in seconds, flagging those with specific qualifications or relevant experience. Another tool might analyse word choices in a cover letter, predicting cultural fit or communication style.

Common Misconceptions

One myth is that AI will replace recruiters entirely. In my experience, AI is better viewed as a powerful ally rather than a competitor. It handles repetitive tasks—like parsing large volumes of applications—exceptionally well, freeing recruiters to focus on relationship-building, interviews, and strategic decision-making.

Another misconception is that AI inevitably introduces bias. Actually, human recruiters bring unconscious biases of their own. AI can reduce some of these biases if the training data is carefully managed. However, if the AI’s data is itself biased (for instance, drawn from historically homogenous hiring decisions), it can perpetuate or even worsen the problem.

Question
How might your organisation’s current recruitment challenges be alleviated by an AI-driven approach? Is there a backlog of CVs, or are you struggling to narrow down top candidates quickly?

How AI Is Changing the Headhunting Landscape

Automated Sourcing

A major draw of artificial intelligence headhunting is the capacity for AI-powered platforms to comb through online professional networks, social media, and even specialised forums to identify potential candidates—often before they even apply. This proactive search capability can unearth hidden talent, including passive candidates who aren’t actively on job boards.

Personal Anecdote: I once used an AI-based sourcing tool to help a small UK-based firm find a niche cybersecurity expert. Traditional job postings yielded unqualified applicants. But the AI tool scanned GitHub, relevant Slack channels, and industry journals, identifying a handful of highly qualified, passive candidates. We managed to bring one of them on board, which might never have happened with conventional methods.

Candidate Matching and Scoring

I’m a big advocate of using AI to “score” resumes against job descriptions, provided we carefully manage the training data. The tool might analyse keywords, years of experience, educational background, and even intangible aspects like writing style. While it’s not foolproof, it’s a decent first filter, especially when you’re dealing with hundreds (or thousands) of applicants.

Chatbot-Based Engagement

You’ve likely encountered chatbots that answer candidate FAQs or schedule interviews. From my standpoint, these bots are fantastic for routine interactions. They reduce wait times and keep candidates engaged. However, be cautious about letting chatbots handle nuanced discussions about compensation or company culture—those topics often demand human context.

Predictive Analytics and Retention Forecasting

One of the most exciting frontiers of AI-driven talent acquisition is predicting not just who will get hired, but who will stay and succeed in the long run. By analysing historical performance data, some AI tools claim they can forecast whether a candidate is likely to thrive in a specific role or environment. While these predictions aren’t gospel, I find them useful as part of a bigger decision-making framework.

Balancing Efficiency with the Human Touch

Why the Human Element Still Matters

No matter how sophisticated the technology becomes, recruitment remains a profoundly human activity. Candidates want to feel acknowledged, understood, and valued. An AI tool can screen for qualifications, but it can’t fully assess traits like emotional resilience, adaptability, or that intangible alignment with a company’s mission. Nor can it read the micro-expressions that might signal hesitation or excitement during an interview.

My Golden Rule: Use AI to handle repetitive or high-volume tasks, but step in personally for final-stage interviews, cultural fit assessments, and any scenario requiring empathy or complex judgment.

Question
What parts of your recruitment process would benefit most from automation, and where do you feel human interaction is indispensable?

Ethical Considerations

I’ve also become increasingly aware of the ethical dilemmas AI poses. For instance, if the algorithm’s data set is biased—say, it learns from a history of predominantly male hires—it might inadvertently filter out qualified women. Regular audits and transparent processes are vital to ensuring fairness.

Mark Ross’s Tip: Insist on vendor transparency if you’re purchasing AI tools. They should be able to explain how their algorithm is built, what data sets are used, and how they mitigate bias.

Implementing an AI-Enhanced Recruitment Strategy

Define Your Objectives Clearly

Before investing in any AI tool, clarify what you hope to achieve. Is it shorter time-to-fill metrics? A broader candidate pool? Enhanced candidate engagement? Different goals may necessitate different features. For example, if your main challenge is sifting through thousands of applications, a powerful resume screening tool might be your priority. But if your bottleneck is scheduling, a chatbot or scheduling assistant could be more beneficial.

Start Small and Scale

I’ve seen companies dive into AI headfirst, deploying multiple new tools at once. This often creates confusion and dilutes the potential impact. Instead, select one pilot area—perhaps the role that sees the highest application volume—and integrate an AI solution there. Measure your outcomes carefully: Did the tool reduce time-to-hire or improve candidate satisfaction?

Personal Example: One client of mine, a fast-growing tech startup, decided to pilot an AI screening tool exclusively for software engineering positions. Within two months, they halved the time spent reviewing applications and even spotted a pattern in the type of coding challenges that produced the best hires.

Train Your Human Team

AI tools are only as effective as the humans who manage them. Recruiters need to understand how to interpret AI-generated data. They should know when to trust the system’s scoring and when to override it based on professional judgment. Ongoing training sessions—especially as the tools evolve—ensure recruiters stay updated on new features and best practices.

Communicate Transparently with Candidates

If you’re using chatbots or AI-based assessments, let applicants know upfront. Transparency fosters trust. Make it clear that they can request a human follow-up if they have concerns. Many tools even allow candidates to see how they scored on certain aptitudes, which can be invaluable feedback for the candidate themselves—though you’ll need to ensure this doesn’t violate data protection laws in certain jurisdictions.

Open-Ended Question
If you deployed an AI solution tomorrow, how would you ensure your team and your candidates both understand—and feel comfortable with—the new system?

Future Trends and My Perspectives

Looking ahead, artificial intelligence headhunting will likely expand beyond resume analysis and chatbots. We’re already seeing AI that can interpret video interviews, analysing facial expressions and vocal cues for signs of stress or confidence. Some systems claim they can even predict how a candidate’s personality will mesh with an existing team. But as these tools grow more advanced, so do privacy and ethical concerns.

I personally see a future where AI-driven talent acquisition coexists with deeply human, empathetic recruitment strategies. We’ll rely on algorithms to handle data-intensive tasks and pattern recognition, freeing recruiters to focus on relationship-building, cultural integration, and nuanced decision-making. After all, a data point can’t replicate a gut feeling—but a human recruiter can’t possibly process every data point with the speed and consistency of AI.

Conclusion

From automated sourcing to advanced predictive analytics, AI in recruitment is reshaping the hiring landscape at breakneck speed. When used thoughtfully, it can streamline processes, minimise time-consuming tasks, and even help reduce some forms of bias. Yet, the core principles of recruitment remain unchanged: you’re bringing people into an organisation—people with dreams, fears, and ambitions. No algorithm can replace the empathy and insight required to truly connect with a candidate.

My experience has taught me that success lies in balancing the efficiency of AI-driven talent acquisition with the warmth and wisdom of the human touch. If we do this right, we can not only hire better but also treat candidates more fairly and more compassionately—ultimately creating workplaces filled with people who feel valued from the very first interaction.

If you’re intrigued by the possibilities of artificial intelligence headhunting or already dabbling in AI-driven tools, I’m here to help you navigate this evolving terrain. Whether you need advice on selecting the right platform or integrating technology into your existing process, feel free to reach out. Let’s explore how to harness AI’s potential without losing sight of the human element that makes recruitment so uniquely impactful.

Or check out my other resources here https://headhunters-international.com/services/career-coaching

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June24619788 February 24, 2025 No Comments

Navigating the Global Talent Pool

Navigating the Global Talent Pool: My Strategies for Effective International Headhunting

I still remember the first time I helped a client recruit talent from halfway across the world. I was relatively new to international headhunting at the time, and the sheer complexity of the process—coordinating interviews across multiple time zones, interpreting cultural nuances, and aligning compensation packages to vastly different markets—felt like juggling flaming torches. Yet, once the right candidate was placed and thrived in their new role, I realised how essential global talent acquisition is for businesses looking to stay ahead.

Today, as cross-border collaboration and the hunt for top-tier professionals become increasingly pivotal, effective cross-border recruitment has transformed from a nice-to-have into a strategic imperative. If you’re a business leader or HR professional, you already know that talent has become borderless, with remote work and international expansions making the global candidate pool more accessible. But how do you cut through the red tape—cultural, regulatory, logistical—to recruit the very best person, no matter where they’re located?

In this article, I’m going to walk you through the strategies and real-world lessons I’ve learned over two decades of bridging global talent gaps. From building cultural competence to mastering negotiation in unfamiliar markets, we’ll cover the nuts and bolts of what truly effective international headhunting looks like in today’s fast-paced marketplace.

Understanding the True Scope of International Headhunting

Why “Going Global” Is No Longer Optional

It’s tempting to think of international headhunting as something only mega-corporations do. But I’ve witnessed companies of all sizes realising the benefits of looking beyond local borders. Specialised tech expertise in Eastern Europe, innovative design minds in Asia, or financial wizards in North America—each corner of the world offers a distinct cluster of skills. If you’re aiming to build a high-calibre team, restricting your search to one country might mean missing out on stellar candidates.

The Competitive Edge

Businesses that embrace global talent acquisition often end up with a more diverse workforce. And diversity, in my experience, fuels innovation. Imagine a marketing team that combines the insights of someone raised in Tokyo, another from São Paulo, and a third from Berlin. Their perspectives on consumer behaviour, design aesthetics, and problem-solving can spark groundbreaking ideas.

Yet, it’s not just about diversity for diversity’s sake. When you hire internationally, you’re also opening up new market insights. A developer from India might better tailor software for that demographic, while someone in Germany could streamline your approach to European clients. To me, that’s the beauty of cross-border recruitment: you’re not only finding great people; you’re also gaining cultural intelligence that can accelerate your company’s global reach.

Question
What would it mean for your company if you had a robust, multicultural team driving innovation from every corner of the globe?

Overcoming the Cultural Gap

Building Cultural Competence

One of the most challenging aspects of international headhunting is navigating cultural differences. Every region has its own set of values, communication styles, and workplace norms. I’ve seen brilliant hires fail because the employer or the candidate didn’t invest in understanding each other’s culture. For instance, direct feedback might be standard in some Western cultures but considered impolite in various Asian contexts.

To mitigate this, I always encourage clients to perform a cultural audit of the regions where they’re recruiting. Research the local working culture, hierarchy perceptions, and even something as simple as typical working hours. When you show a genuine willingness to respect cultural nuances, potential candidates feel far more comfortable—and they’re likelier to view you as an enlightened employer rather than a tone-deaf recruiter.

Language Barriers

Sometimes, language differences pose significant hurdles. Even if your company functions primarily in English, you might still face misunderstandings, especially when discussing contractual terms or job responsibilities. You’d be surprised how often I see small misinterpretations balloon into larger conflicts. That’s why I recommend either providing thorough documentation in the candidate’s native language or leveraging professional translators who can confirm the exact meaning of crucial terms.

Case in Point: My First Misstep

Early in my career, I worked with a company trying to secure a top engineering talent from Germany. The negotiations stalled because our standard UK-based employment contract used particular phrasing that, when literally translated, made the candidate worry about job stability. It was only when we sat down with a bilingual legal advisor that we realised the nuance. We amended the language, cleared up the misunderstanding, and signed the engineer. Ever since, I’ve made clear communication a cornerstone of any cross-border recruitment strategy.

Legal and Regulatory Considerations

Visa and Work Permit Challenges

Hiring from abroad inevitably involves government regulations—visas, work permits, and immigration protocols. Different countries have varying degrees of complexity. For example, bridging someone into the UK post-Brexit can require specific documentation and potential sponsorship, whereas some countries in Southeast Asia have different thresholds for skilled professionals. I’ve often seen companies underestimate the time needed to secure work authorisation, which leads to frustrated candidates and delayed onboarding.

Action Step: Build a regulatory timeline that starts as soon as the candidate is identified. Consulting with an immigration lawyer or specialised agency can save you weeks—if not months—of back-and-forth.

Local Labor Laws and Tax Implications

Every jurisdiction has unique labour laws: mandatory insurance, minimum leave, severance regulations, and so on. The minute you expand your recruitment beyond borders, you need to ensure compliance. In my experience, attempting to apply your home country’s employee handbook globally is a recipe for legal trouble. Instead, adapt policies to local norms.

I recall one scenario where a client insisted on the same pay structure for a candidate based in Singapore. However, Singapore’s tax and employee benefit regulations made that structure less attractive and, frankly, non-compliant in certain areas. We adjusted the compensation package to factor in local norms, and that negotiation eventually led to a successful hire. The bottom line: do your due diligence thoroughly.

Question
If you found the perfect candidate in a different country, how prepared is your organisation to meet that candidate’s legal and regulatory requirements?

Designing a Global Recruitment Strategy

Defining the Role Clearly

The first rule I follow in global talent acquisition is clarity. Is the role remote, hybrid, or do you expect relocation? Outline the responsibilities in unambiguous terms. For example, if you’re recruiting a lead software engineer in Brazil but want them in the European time zone eventually, say so upfront. It’s not fair (nor is it strategic) to spring relocation requirements on a candidate after you’ve gone through multiple interview rounds.

Craft a Competitive, Culturally Sensitive Compensation Package

Salary isn’t everything, but it still matters—a lot. When hiring internationally, you’ve got to factor in local cost of living, market rates, and unique benefits. Some regions place higher value on extended family health coverage; others prioritize more vacation days. I’ve also seen sign-on bonuses or relocation stipends tip the scale for top-tier candidates who are juggling multiple offers.

Virtual vs. On-Site Recruitment Events

Pre-pandemic, flying candidates over for final interviews was common practice. Now, remote processes are largely accepted—some might say expected. Virtual interviews can be cost-effective and convenient, but they have limits. Occasionally, I still urge clients to arrange an in-person meeting if the role involves high-level trust and cultural integration. A C-suite executive or a specialized consultant might need to see the office culture first-hand (and vice versa) before committing.

Ensuring a Consistent Candidate Experience

One thing I can’t stress enough is consistency. A negative experience for any candidate, whether local or international, can damage your employer brand. I’ve seen companies put in a stellar effort for local hires but leave international candidates in the dark for weeks. If you’re serious about cross-border recruitment, commit to prompt communication, clarity on timelines, and genuine respect for candidates’ time zones.

Personal Anecdote: The Candidate Who Waited Too Long
I once worked with a firm that left a star candidate in India hanging for nearly four weeks, simply because their HR department was overwhelmed. By the time they got back, the candidate had accepted another offer. Ever since, I emphasize a structured hiring process—complete with timelines, accountability, and clear communication channels.

Onboarding and Retention in a Multicultural Team

Finding your global superstar is only half the battle; ensuring they thrive long-term is equally important. I believe an inclusive onboarding program can make or break a new hire’s engagement. This might include:

Cross-Cultural Training: Offering resources or workshops that help both new hires and existing staff understand each other’s cultural backgrounds.
Localized Support: If a candidate is relocating, ensure they have assistance with housing, banking, and even finding social networks in the new city.
Mentorship or Buddy Systems: Pair your international hires with someone who can guide them through the company’s culture, processes, and unwritten rules.

I’ve found that when businesses invest in these retention strategies from the outset, it significantly lowers early turnover. And when you think about the financial and emotional cost of losing a highly specialized global recruit, it’s an investment well worth making.

Conclusion

International headhunting is far more than a straightforward hiring process—it’s a strategic, multi-layered endeavour that can unlock unparalleled potential for your organisation. Whether you’re seeking specialised skills, fresh market insights, or simply wanting to diversify your talent pipeline, global talent acquisition can position your company as a forward-thinking competitor in virtually any industry. From bridging cultural divides to navigating complex regulations, each step requires thoughtful planning and, more importantly, genuine respect for the human element.

If you’re preparing to embark on a cross-border recruitment journey, I encourage you to do so with open eyes, open arms, and a willingness to adapt. The payoff? A richer, more dynamic, and ultimately more successful organisation—one that isn’t constrained by geographic borders.

Considering an international hire for your next role? Or perhaps you’re on the fence about whether now is the right time to tap into the global talent pool? I’m here to help you strategise effectively. Feel free to reach out or drop a comment below. With decades of experience in global headhunting, I’m committed to guiding you through the complexities and helping you discover the immense value that international talent can bring to your team.

Or check out my other resources here https://headhunters-international.com/services/career-coaching

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June24619788 January 18, 2025 No Comments

Authenticity in Job Interviews: Why Buzzwords Can Cost You the Job

Trying to sound smarter than you are in interviews or on your CV?

Employers see right through buzzwords like ‘blockchain synergy’ or ‘AI-infused solutions’ when you can’t explain them.

Mark Ross, with over two decades of headhunting experience, explains why forced jargon kills trust and how authenticity always wins.

Learn why clarity beats buzzwords every time and how to craft interview answers that showcase your true expertise.

Want to stand out for the right reasons? Take your career to the next level with our expert resources!

Explore our Reverse Headhunting courses and books designed to help you land career-defining roles and master every stage of the job search process.

👉 Click here to visit our website and start your journey today!

Discover proven strategies to boost your career and secure opportunities others miss. https://headhunters-international.mykajabi.com/

Authenticity is the new smart—start winning in your job search now!

June24619788 June 11, 2024 No Comments

Headhunting International – The Secrets of Global Talent Acquisition

Welcome to Headhunters International! I’m Mark Ross, here to guide you through the secrets of global talent acquisition and help you find your next career-defining role.

This channel is created for you, sharing proven formulas and route maps of reverse headhunting to help you stand out and get noticed. With over 20 years of industry experience, I bring you insights from working with top business leaders.

Subscribe today for exclusive access to hidden job market opportunities, practical career tips, and strategies for excelling in your professional journey.

Your next great opportunity is just a click away!

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June24619788 September 5, 2019 No Comments

Tailor your CV to get more interviews

If you were going for an interview at a big City law firm, it is unlikely you would turn up wearing sandals, swimming trunks and a tee shirt. Likewise, if you were going for an interview to be a Lifesaver for the RNLI, it may come across as slightly odd if you turned up for your interview in a pinstriped suit and bowler hat. If it’s important to tailor your approach to interviews, it is equally important when it comes to your CV.

It is a common mistake to rely on just one generic version of your CV for every application. How much the CV needs changing depends very much on your circumstances. A professional looking to further their career within a similar role and industry may need to tweak the CV for different applications. If you are a graduate or changing career, then you will need to refocus completely the information in your CV to demonstrate the right skills and qualities for different career paths.

Recruiters are often time strung and under pressure. It is therefore up to you the job seeker to make sure the information in your CV immediately connects. The first thing the recruiter wants to see is that your CV is relevant to the role applied for, this is where a Professional Profile comes into its own as this acts as your introduction and enables you to clearly position yourself in line with the job you are applying for.

CV Key Skills

Everyone knows you never get a second chance to make a first impression. But what some job seekers do not realise is that a CV is the first impression you leave on a prospective employer so it is no exaggeration to say that a bad CV can ruin your chances of being hired.

It is also important to have a CV because of the following 3 reasons:

It is a Record: Keeping a CV and updating it regularly will help you keep track of all of your minor accolades, many of which you might forget if you don’t organise them all in one place.
It Demonstrates Professionalism: Skills aren’t everything when you are on the job market. Often it isn’t about what you can do so much as how you can do it. Companies want employees who present themselves as polished professionals.
It is a Reference: For employers, a CV is helpful simply for keeping track of candidates. Your CV is the point of reference that keeps you visible to employers during the hiring process.

What Do Recruiters Look For in a CV?

Successful CVs stand out for many reasons, but recruiters primarily look for the following traits when evaluating the document you give them:

Presentation: Aesthetics are the first thing anyone reading your CV will notice. Does it look like a typical, cookie-cutter template? Is it easy to read at a glance? Is the information organised in a thoughtful manner? Is the document clear, efficient and precise? Inconsistent formatting, typos, and uncommon file formats are all quick ways present yourself in a negative light.
Relevance: Employers are interested in the relevant aspects of your professional history. So they probably don’t need to know about your part-time high school job as a car washer or that you are interested in collecting coins unless those things are directly related to the job for which you are applying. Don’t include things just to fill out the CV; every item on your list should be relevant to the task at hand.
Experience: Of course, the contents of your CV are critical too. Employers want to know what experience you have in the profession, or what skills you possess that will help you thrive in the role.

Key Skills to Highlight in Your CV

When putting together a CV, it can sometimes be hard to determine what skills or experiences to include and what to leave off.

The following types of information are relevant examples of what skills to highlight on a CV:

Administration Skills

Arranged meetings with senior management personnel
Distributed and filed new employee paperwork
Contacted customers and suppliers to arrange deliveries and receive orders
Managed transition of data from Microsoft 98 OS to Windows XP
Undertook digitisation project to scan the physical file and transfer to the cloud-based servers.

Communication Skills

Successfully mediated conflicts between staff members
Drafted and distributed interdepartmental memos
Read market reports and trend forecasts and 1-page business abstracts laying out all the key data and conclusions
Evaluated candidates for new positions and wrote brief reviews during hiring process
Recorded minutes of all executive level meetings

Managerial Skills

Oversaw customer service, financial, and administrative operations in the main office
Managed and trained two administrative assistants
Ordered raw materials and managed the receipt of all orders, confirming correct amounts and products
Arranged optimal scheduling for shop floor staff and filled vacancies when employees were sick or on holiday
Coordinated deadlines and completion estimates between customers and production staff

Interpersonal Skills

Managed and trained multiple new staff members
Took charge of account management for several customer accounts
Coordinated business lunches and special events (such as concerts and sporting events) for key clients
Planned and hosted the annual holiday party
Hosted weekly employee lunches with staff members from multiple departments

IT Skills

Coordinated social media marketing campaigns
Built company website using interactive web design elements with HTML and CSS
Oversaw backup of company files to a cloud-based storage service
Managed transition from CD install software to new, scalable SaaS systems
Managed and organised Excel databases with performance analytics data

Problem-Solving Skills

Identified issue in IT systems and provided alternate solutions
Drafted a report providing ways to streamline office functions, which were later implemented by management
Replaced traditional office desks with standing desks for all willing employees, which led to an 8% increase in office productivity
Addressed customer complaints in a timely manner, providing store credit for faulty products
Implemented flexible scheduling and reduced overall energy consumption by 14% in six months.

Creativity Skills

Set up and maintained a company blog online, with more than 5,000 daily visitors
Drafted new design plans for a product that sold more than 1 million units
Designed new labels and logo for the company
Created invitations to the annual holiday party
Designed brochures and product catalogues for distribution by mail.

Finance Skills

Oversaw payroll for more than 80 employees
Paid taxes on both federal and state levels
Utilised Quickbooks for invoicing and accounts payable
Kept track of profitability via Excel spreadsheets
Implemented new credit card payment scanners

8 things to remove from your CV right away

Getting your CV right is essential for job-hunt success as it’s the first stage of convincing a prospective employer that you’re the one for the role.

To make sure you present yourself as the talent they need to bring on board, here are eight things that should not be included on your CV. Remove them right away and you’ll create an impression that lasts for the right reasons.

Age and date of birth

As your age doesn’t affect your ability to do the job you’re applying for, it has no place on your CV. Employers should measure your ability on years of experience, not how old you are.

In the UK, under the Equality Act 2010, it’s illegal for employers to discriminate against candidates because of their age. Therefore, recruiters should not ask for this information during the job-application process, and they should not base their decisions on hiring or not hiring you based on how old you are. Don’t give them the fuel to do so by including your age on your CV.

Marital status and dependents

Like your age, your marital status and the number of children you have don’t affect your ability to do a job. Therefore, you don’t need to include this information on your CV. Plus, these are protected characteristics under the Equality Act 2010.

Personal circumstances

Most candidates are extremely lucky to experience a smooth career trajectory, as most of us go through a few bumps here and there. Your reasons for being out of work have no place on your CV for two reasons.

Firstly, your CV is a two-page document filled with your most relevant skills and abilities to show why you’re a great fit for a vacancy. You don’t want to waste precious space with details that could convince the prospective employer why you might not be so great. This is particularly pertinent if you were dismissed from your last role.

Secondly, some personal circumstances are also protected characteristics, such as being pregnant or on maternity leave. It’s worth noting that you’re legally protected by the Equality Act if you’re associated with someone who has a protected characteristic, such as if you were caring for a family member or friend with a disability. Even if your reason is protected, don’t open yourself up to potential discrimination by listing it on your CV. There are better ways to fill the space.

A photo

In some countries, a headshot is customary. However, in the UK, a photo of yourself is not required.

Firstly, employers should judge you on your skills and experience, not what you look like. Therefore, it’s more beneficial to fill the space with the details they’re looking for.

Secondly, a photo can often reveal your age, or at least give a general idea of it. Avoid the possibility of age discrimination by not including a headshot on your CV.

Your address

Once upon a time, listing your address on your CV was a requirement. Today however, you simply need to list your town and county of residence.

Most application forms ask you to fill in your address separately, so there’s little point in adding it to your CV too. But your general location can be a nice addition to your CV if your locality is deemed a selling point.

If you think your location might negatively affect your chances of landing a job ‒ if you live quite a distance away, for example ‒ you can omit your location from your CV entirely.

‘Curriculum vitae’ as the title

Many job hunters make the mistake of titling their CV with the phrase ‘curriculum vitae’ or ‘CV’. This is outdated and unnecessary.

As most CVs are sent digitally, the file name of the document should be enough to signal to the recruiter what it is. Plus, if you’ve formatted your CV correctly, a prospective employer will know that it’s a CV with one glance.

Treat your name as the title of the document. After all, your CV is all about you. Place it at the top of your CV in large lettering, followed by your email address, phone number, location and your LinkedIn URL.

Irrelevant work experience and qualifications

It’s extremely important to tailor your CV to the job for which you’re applying. Therefore, don’t be afraid to cut irrelevant details from your CV. This includes work experience from over 10 years ago or positions that are unrelated to the industry you’re entering, for example.

I’d also encourage you to avoid listing every single qualification to your name if you’re a few years into your career. Summarise your qualifications where you can; for example: ‘four A-Levels, grades A to C’. And if you’re an experienced professional, it’s perfectly acceptable to list only your most recent or weighty qualification, such as your degree. The rest of your education is suggested.

References

How useful is the line ‘References available upon request at the end of your CV? Not very.

Across the UK, there is a mutual expectation between past and prospective employers that an exchange of references may be necessary when a new hire starts their role. Therefore, as everyone is in the know, it’s redundant to say at the end of your CV that you have references at hand.

If your new employer wants a reference, they’ll ask for it, so use that space on the page for more important points to show recruiters what a great hire you’d make.

Read More – www.jobs.telegraph.co.uk

June24619788 July 24, 2019 No Comments

Workers could be compensated for cancelled shifts

Zero-hours and “gig economy” workers who have shifts cancelled at short notice could be paid compensation under new government plans.

The proposal is part of a package of measures aimed at improving the rights of low-paid flexible workers.

Under the proposals, they could receive the full value of the shift cancelled or three times the hourly minimum wage for each hour cancelled.

The government is canvassing views on the proposals over the next 12 weeks.

The Department for Business, Energy and Industrial Strategy said one in six low-paid workers on flexible hours received no more than a day’s notice of a cancelled shift.

In addition, nearly 40% of all UK workers said their hours varied from week to week, with 1.7 million people saying they were very anxious that their working hours could change unexpectedly.

Business Secretary Greg Clark said new business models had opened up “a whole new world of working patterns and opportunities”.

He added: “It’s vital that workers’ rights keep pace with these changes, reflect the modern working environment and tackle the small number of firms that do not treat their staff fairly.”

The proposals are intended to build on an earlier set of reforms introduced in December last year.

Those were based on the findings of a review into modern working practices led by Matthew Taylor, a former aide to ex-PM Tony Blair and chief executive of the Royal Society of Arts.

As part of that process, the Low Pay Commission was asked to look into the issue of “one-sided flexibility”, and their ideas are at the heart of the latest consultation.

Bryan Sanderson, who chairs the commission, said it was “delighted” that the government was taking it further.

“The proposed changes, part of a package of policies we suggested, have the potential to improve work and life for hundreds of thousands of people,” he added.

But the TUC said the proposed changes did not go far enough.

General secretary Frances O’Grady said compensation would be “a step in the right direction”, but repeated the TUC’s call for zero-hours contracts to be banned.

The do’s and don’ts of getting a pay rise

How much are you worth? Or rather – is the answer to that question equal to the sum paid into your bank account by your employer?

If not then you need to ask for more, and that means you have to negotiate with the person who pays your wages. It’s something that puts the frighteners on a lot of people. It shouldn’t.

“No one ever got fired for asking for a pay rise” said Pip Jamieson founder of the professional networking site, The Dots. “In fact rather the opposite – asking for more money shows ambition and shows you want to stay with the company.”

But there are good ways of asking for a pay rise and there are bad ones. So here are some dos and don’ts when it comes to asking for a bigger salary.

DO: Research properly

Go to a salary comparison website or talk to a recruitment agency or your Human Resources department (HR) to find out the kind of pay your job should be getting. You need hard evidence to back your pay rise – sales targets reached, contracts signed, goals met. Remember, it’s surprising how little the person who decides your salary, especially in a big organisation, may know about what you do.

“Work at it,” says Dulcie Shepherd Swanston, author of It’s Not Bloody Rocket Science and founder of the business training company Profitably Engaged. “The sort of qualities you need for getting a pay rise are the same sort of qualities you need for being a good employee.”

DON’T: Randomly demand more money

Tessa Fyson had been working in the NHS for six months when she decided to ask for more money.

“When I got asked the inevitable question, ‘Why should we give you a pay rise?’ – I froze!” she said. “Any type of meeting with management can make you nervous and I lost all ability to speak. It made me feel and look incredibly naïve and I was told to think of the reasons why and then come back.”

Ms Jamieson insists employees should see pay as a commercial contract, not a favour, which should be negotiated seriously.

So you should not argue that you need the money to pay the rent or buy Prada handbags on a monthly basis.

But Lou Goodman, marketing director at the employment website Monster for the UK, Ireland and Benelux cautions: “It’s always worthwhile for a company being empathetic about your personal life, because if they lose an employee, the resources needed to find, recruit and train up someone new can be considerable.

“But in the end, pay should reflect someone’s performance and the performance of the company itself.”

Half of British workplaces now dress smart-casual

Only one in eight British workplaces now enforce a smart dress code, according to a new survey.

Research revealed the trend set by Steve Jobs and Sir Richard Branson in staff, managers and directors abandoning shirts and ties in favour of more comfortable day-to-day attire, is still growing.

Half of workers now follow a casual or smart casual dress code at work, allowing for jeans and other dress-down styles, according to the poll.

Just 12 per cent of those surveyed said management still insisted on a smart dress code and 16 per cent said they are required to wear a specific uniform.

One in five considered the rules at their place of work to be “mostly smart”, allowing freedom for casual items of clothing.

Three quarters believed that workplace attire has become more casual across different industries in the last decade.

“As work hours have increased and the ‘always on’ culture has come to prominence thanks to developments in tech and connectivity, the lines between our work lives and our home lives have blurred,” said a spokesperson for search platform Lyst, which commissioned the poll. “This meeting of worlds is reflected in our expected work dress codes.

“Work is no longer siloed off from the rest of our lives, and therefore it is right that the rules around dress codes in the workplace have become more relaxed.

The research also assessed the position of jeans in British culture, with 75 per cent of the 2,000 adults surveyed viewing the clothing as a key component of their style and the average respondent owning five pairs.

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