Recruitment Matters International December 2020 Newsletter
Warmest wishes for a Merry Xmas and a Prosperous New Year from the Recruitment Matters International team!
Only eight more sleeps to Christmas! Our thanks to all of you who supported us and helped along the way during the challenging year that was 2020. We very much look forward to building on our relationships and working with you in 2021 and beyond.
Before you shut up shop for the festive season, do have a look at our Q1 2021 training schedule.
For news of our full range of recruitment services, check out “What’s new?” later in this newsletter.
When you are interviewing a candidate or meeting a client, even if it’s via Zoom or Skype, how much attention do you pay to their body language? If your answer is “not enough,” you should find this month’s article from Warren particularly relevant.
How well do you follow up on opportunities? Will Kintish has some comments to encourage you to increase your proactivity.
Consistently invest the right time and the results will follow. Check out my article on time management and its importance in generating the business outcomes you want.
In their final contribution for this year, JMW's Simon Bloch and Grace O'Driscoll look at possible developments in the regulations relating to non-compete clauses during 2021. There could be significant changes in the pipeline.
If you have any requests on what you would like to see covered in our monthly newsletters, please let us know. Also, please send your own potential editorial contributions to ken@recruitmentmatters.com.
Are you interviewing or observing?
Contributor: Warren Kemp, CEO and Trainer, Recruitment Matters International. Warren is also a qualified Mental Health First Aider.
“I speak two languages, Body and English.” Mae West.
Sometimes, what a candidate says can tell you one thing and their body language something quite different. Is it possible to read someone’s body language accurately, whether face to face or by video? The answer is probably no if you are simply looking for text book “arms crossed - defensive”, “hand over mouth - lying” type movements.
The vast majority of those ideas are gross generalisations. What if the person with their arms crossed was simply feeling chilly or the person covering their mouth was disguising a cold sore? Well, that’s those theories out of the window then!
Reading body language has got far more to do with observing changes in someone’s body posture and behaviour. Spend five minutes at the start of an interview making the person feel relaxed when talking about something in their comfort zone. Test what they look like when discussing things they are passionate and knowledgeable about. Thereafter, you can compare their relaxed, confident and open state with changes further into the conversation.
We all know that it is what someone says plus how they say it and their body language that paints the full picture. So watch their body language, listen carefully to their answers and get a feel for how they say things (tonality, pitch, volume, speed) and the changes along the way and you will have a far more accurate assessment of a candidate’s suitability.
Warren Kemp is CEO and trainer with Recruitment Matters International. For more tips, advice and information on RMI, visit https://recruitmentmatters.com/ telephone 0800 0749 289/ +44 (0)1529 410375 or email info@recruitmentmatters.com.
Are you a networking criminal?
Contributor: Will Kintish - networking guru.
It’s a fact. A large percentage of people I speak to admit they do not follow up potential opportunities.
“Why?” I ask. The main answers I get are
- I am too busy
- I am not sure what to say
- I think I might annoy them
These are all euphemisms for “I fear rejection.”
I do not do cold calling, but I will always follow up a past connection or a new connection where they show some interest in my services. When, like me, you offer a valuable service adding value to their business or personal life you will be giving them a gift. Hopefully, the fee or price you charge will be much less than the value they receive.
If you don’t follow up, people forget you so when you have started the relationship you will have wasted that time. In my next article, I’ll share how you avoid annoying prospects but how to follow up in a confident and professional manner.
What my children say
"Be kind and do your best” is the constant advice one of my sons gives to his children.
It made me think. Throughout our lives we are bombarded with instructions, but I think if my grandchildren go through life implementing that advice I feel they will become valuable members of the community.
As ever I like to link personal stories to my area of expertise- networking skills. For me, the first principle of networking (i.e. building relationships) is to be kind and always thinking ‘What’s in it for you?’ W.I.I.F.Y…the primary technology we use to communicate online!
Here are 6 questions to consider:
1.Is there anyone you would like an introduction to?
2. What person/business would be a good referral for you?
3. Why don't I make the introduction?
4. Why don't I (do something)?
5. Do you want me to (do something)?
6. Would you like me to (do something)?
For more information on Will’s networking services, visit https://www.kintish.co.uk , call +44 (0)161 773 3727 or email will@kintish.co.uk.
Make up the 'Shorts' and bank your 'Overs'
Written by Ken Kemp, RMI’s MD.
“In truth, people can generally make time for what they choose to do; it is not really the time but the will that is lacking." Sir John Lubbock
If we conducted a survey of the top ten weaknesses recruiters would admit to, I’m pretty sure ‘Time Management‘ would be comfortably in the top 3. However, the vast majority of us are extremely capable of managing our time well, it‘s more to do with prioritisation and consistency.
If you have been set (or decided for yourself ) and agreed a financial target for the next quarter or the next year then the probability is it is fair, demanding, yet achievable. Hitting target will need consistency of action. That action will include candidate sourcing, interviewing, admin and business development. It’s the busines development part of your activities that will decide how close you will come to hitting your target.
Just for a moment, let’s agree that you need 2 hours a day of business development time to get the right number of the right vacancies to work on and that will, in turn, result in you hitting your sales target when you fill them.
Now admit it, whatever amount of time you believe is appropriate, if you give inconsistent attention to business development, you will achieve inconsistent results – feast and famine. So let‘s agree for now that 2 hours per day on average is the way forward i.e. 10 hours per week. Of course, that might mean 2 hours yesterday, 4 hours today and none tomorrow depending on your workload, but come hell or high water, you simply MUST hit that all important 10 hours per week.
The rules:
- Plan in advance your working week allocating the right amount of time over the week to complete 10 hours (or whatever figure you know to be needed) of specific activity.
- If you fall short in any one week, you have to make that time up the next week.
- If you come in over one week, bank it, and hit a further 10 hours the following week.
The results should be that, if you have allocated the right amount of time consistently, you will hit your target consistently.
BUT, and here comes the but - imagine in a quarter that you only hit an average of 8 hours per week instead of 10, i.e. you are 20% short of the hours needed. In which case, don’t be surprised when you only hit 80% of your target...
Ken Kemp is MD of Recruitment Matters International. For more information on RMI, visit https://recruitmentmatters.com/ telephone 0800 0749 289 / +44 (0)1529 410375 or email ken@recruitmentmatters.com .
Non-compete clauses consultation opens
Contributors: Simon Bloch, Partner and Grace O'Driscoll, Trainee Solicitor, JMW Solicitors LLP
The UK Government released a consultation paper on 4th December 2020 which addresses possible measures to reform post-termination restrictive covenants. The consultation is part of a government incentive to encourage innovation and competition within the job market in order to try and counteract the impact of the global COVID-19 pandemic on the UK economy.
A review of non-compete clauses has been on the agenda for a while. In 2016, the government published a Call for Evidence to better understand how non-compete clauses were used. Responses fed back that restrictive covenants were valuable and necessary and so the government took no further action at that time. Since that review, the COVID-19 pandemic has had a profound impact on the labour market and it has forced the current government to revisit reform of post-termination restrictions in the hope that this will assist with the UK’s economic recovery following the pandemic.
Non-Compete Clauses and Mandatory compensation
One of the proposals includes making post-termination, non-compete clauses in contracts of employment unenforceable unless the employer compensates the employee for the duration of the restriction. This would follow the approach taken in France, Italy and Germany.
The Government understands that the introduction of mandatory compensation may reduce litigation in this area, as employees may be less likely to breach clauses where they are receiving compensation for adhering to their non-compete obligations. It is also thought that the introduction of mandatory compensation for non-compete clauses may encourage greater use of indirect restraints such as ‘gardening leave’ and forfeiture provisions, which result in employees losing deferred stock or cash incentives in situations where they join a competitor upon ending their employment.
In addition to mandatory compensation, the Government is also considering complementary measures. This includes enhancing transparency in relation to non-compete clauses and placing statutory limits on the length of time non-compete clauses can be effective. The current rule in the UK is that the length of a non-compete clause should be reasonable and no longer than is necessary. Whilst is may be an advantage to have the certainty of a specified maximum period, the requirement to provide compensation for the period could also act as a disincentive for employers to apply non-compete clauses for long periods, as it would carry additional cost which they would be expected to bare.
As an additional measure, the government is also considering requiring an employer to disclose clearly the terms of the non-compete agreement in full and in writing before the employee enters into an employment contract. It is proposed that the penalty for a failure to write to the employee would make the clause unenforceable. This would enable the employee to understand how such a clause would restrict their freedom to act in certain employment situations in the event that they were to leave the company thus allowing them to make an informed decision.
Banning Non-Compete Clauses
In the alternative, the Government is considering whether all post-termination non-compete clauses should be unenforceable. Jurisdictions such as California and Israel currently have this model in place. The consultation states that that a ban on post-termination, non-compete clauses in contracts of employment could be positive as it may allow for further innovation and competition and make it easier for individuals to start new businesses. This, in turn, would then have the potential of enabling the spread of skills and ideas between companies and regions, which may have a positive effect on economic growth.
What does this mean for employers?
Although the consultation’s focus is on non-compete clauses, it is worth considering that any reform could well extend to other post termination restrictions in the future. The consultation closes on 26th February 2021 and employers should consider whether they wish to respond with their views. Following the closing date, it will be important for all employers to be mindful that there may be significant changes to the law in this area in the pipeline.
This article is for general guidance only and should not be used for any other purpose. It does not constitute, and should not be relied upon as legal advice.
This article was prepared by Simon Bloch, who is a Partner at JMW Solicitors LLP and Grace O'Driscoll, Trainee Solicitor. To contact Simon, please email simon.bloch@jmw.co.uk or call 0161 838 2628 to discuss any matter in this article or any recruitment issue at further length.
What's new?
Investing in training in the New Year may be just what you need to help you face next year’s recruitment challenges and enable you to maximise on the many opportunities that are still out there. Remember that we can also Zoom in-house to you or visit for face-to-face training in a Covid-secure environment.
Interactive online open courses in January include The Billing Manager, Business Development, Candidate Sourcing, Winning Exclusivity & Selling Retainers, and Equality, Diversity, Inclusion (EDI) & Unconscious Bias.
Many of you will know that we have a FREE pre-recorded online training programme ku.dos to help provide further support for you in your recruitment career.
If you think that mentoring or consultation via telephone, Skype or video conferencing could work for you, please contact us to discuss your options.
Looking to hire? If you have any recruitment requirements, check out our R2R, RPO and RPR services.
For more information on all our courses and our other services and products, visit www.recruitmentmatters.com, email info@recruitmentmatters.com or call Ken on 0800 0749289 or, if you’re overseas, 0044 1529 410375.
Contact us
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Tel: 0800 0749289 / +44 (0)1529 410375
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