Recruiters at Service, Your Honour!

It's not always the white collar but the black coat rules the roost in the legal industry. Careers in law are blooming day by day. Thanks to the immense contribution of legal recruiters, lawyers are now able to attain their career goals with great success. For most lawyers, legal recruiters have become a part of life. While most of them would not like to entertain telephone calls during the wee hours, lawyers still must not completely overlook their services. Even a brief conversation with a recruiter can help you absorb valuable information on the legal market and your marketability. Besides, it always pays to build successful relations with a recruiter either for the present or the future.

Nevertheless, it is not possible to communicate with every legal recruiter. Lawyers should be able to evaluate a good recruiter and plan out a strategy to work together. This would strengthen the foundation of their relationship and assist the lawyer in stating his exact job requirements.

In order to receive some of the best job offers in the industry, lawyers need to define their career goals first. The areas in which one can guarantee 100% job satisfaction need to be outlined. Flexibility is highly desirable for one's career growth. Even a minor change can potentially increase chances of being recruited in the organization of your dreams. Besides updating one's resume, lawyers must obtain a copy of the final law school transcript.

The career success of a lawyer often depends on the kind of legal recruiter he/she relies upon. Confidentiality is one prerequisite that one cannot overlook. Prior to seeking help, lawyers or employers should demand how recruiters manage to maintain confidentiality of their customers. Your resume should not be submitted anywhere without your permission. One must also be wary of signing any contract with the recruiters. Always remember, good legal recruiters never force but earn trust. They offer adequate assistance not only to review your resume and writing sample but also help you make the right choice out of the whole bunch of lawyer jobs.

A successful relationship with a good recruiter can thus highly increase your chances of finding a satisfying position. Coming across good attorney jobs is not a daily occurrence. So the next time a recruiter calls you up, just take a moment to receive the call. You never know when you strike gold!

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Why You Should Be Using A Recruiter

I'm a recruiter so it probably won't come as a surprise that I'd recommend using a recruiter as part of your job search.

Rather than justify my existence, I think it would be more valuable to you the reader to understand exactly how a good recruiter can add value to your career search.

Truthfully, a good recruiter can help give you an advantage over other people looking for (and interviewing for) the same jobs you are.

1. A good recruiter can help you find jobs that you might otherwise not know about.

You may have heard about the "hidden job market." Sometimes it's so well hidden, you can't actually find it.

A recruiter has two main goals in life: to find jobs to fill and then to find the person to fill it.

So first off, the recruiter needs to find open positions that they can help a company fill. Then they look for suitable candidates like you to actually present to the company for consideration for the job.

In other words, a recruiter is a person who by definition needs to know where the available jobs are and who is hiring. They do this so that you don't have to.

2. A good recruiter should help you prepare for interviews.

I don't just mean that they email you a link to the company website and read directions to the company out to you over the phone, either...

If your recruiter just does that, get a new recruiter!

A good recruiter will shed light on specific information that will help you stand out from others who are interviewing for the same job as you but who applied on their own and won't have access to this information. This can only help you!

A good recruiter will know the hiring manager (or whoever is interviewing you) and will be able to fill you in on some information you wouldn't otherwise know about.

For example, information that I always pass onto my candidates include things like:

• the personality of the interviewer(s). Imagine if you always knew before the interview what sort of people you'd be interviewing with so that you could prepare for each person individually?
• hot buttons that the interviewer/company really wants to see ie. the recruiter tells you what to focus on during the interview so that you don't forget to mention the skills and experience that the interviewer really wants to know about.
• where other candidates who have interviewed for the same job have failed. In other words, a good recruiter will tell you how to avoid making mistakes that other candidates have already made!

3. A good recruiter will help you role-play for an interview.

In other words, they will help you prepare for the interview by mimicking how the interview could actually go. It's easy to surf a company website and think of a few ways to answer possible questions that might arise during the interview.

It's another thing altogether to actually answer questions as if you were already in the interview.

Role-playing where you verbally answer questions as if you are already in the interview is far superior to simply thinking about how you will answer the questions.

An interview - especially when it's for a job you really want - is not the time to freestyle it and think that you can go into an interview and just wing it and still win the job.

4. A good recruiter understands the importance of timing.

Often, finding a new job is (among other things) a case of being in the right place at the right time. Not only does the job become available at a time that suits you, but the company comes along with a position that requires the same experience and skills that you happen to have at a time when you just happen to be considering switching jobs.

How many times have you been happily working away and not thinking about looking for a new job when a position pops up that would interest you if only it had have been presented to you in say 6 months or perhaps 12 months from now?

I've seen that happen quite a bit, where the timing just isn't right to change jobs.

Timing really is everything especially when it comes to changing jobs.

And a good recruiter who knows you well will help you find a job within your timeframe which will save you from having to constantly keep your eyes open looking for the same positions or positions that would suit you that you didn't even know about.

The best part is that you don't pay to use a recruiter, the hiring company does.

My suggestion is to find a small handful (ie. 3-4) good recruiters (you'll quickly see the difference between a good one and a bad one...) that you trust and allow them to help you with your job search.

You should also quickly see the benefits of using recruiters at this time.

Seeking for headhunter or want to become a headhunters Singapore, visit Recruitplus today. Click Here

Recruiters Can Search For Free Resumes

One of the most tedious and challenging task that a recruiter does is search accurate resumes that fit the job requirements. The most desired candidate profile is difficult to search as plethoras of people apply for jobs every day. After the global meltdown many conglomerates have gone bankrupt, and thousands of people have lost their jobs.

Recruiters can search resumes free at many sites as well. Job portals charge for the candidate database available with them. Recruiters should work in a smart manner. They should look for various sites where they can avail a worthy and an active database of potential job seeking candidates. Recruiters should be able to rationalize that all the fee-charging job sites enjoy amazing advertising gimmicks and this attracts plethora of job seekers to apply at the job site for lucrative job opportunities.

When recruiters search resumes free at the job portal they will examine that the resumes are available in the form of directories that would help them to search categorically. For example if the recruiter has a specific skill set to search in information technology there are subheads like software, hardware, programming and so on.

Fresh resumes have the title new so that the recruiter can easily judge between the existing and the fresh resumes of potential job seeking candidates that are looking for jobs. Rather than paying an exorbitant amount to job portals they should concentrate and find the best possible candidate that would fit the bill for the job title searched by the company.

Looking for headhunter or want to become a headhunter in Singapore,  visit Recruitplus today.

Performance Management in Healthcare

According to Fowler (1990), performance management is very crucial and remarks accountability of the organization's mission, aims, and values. Following this the organization's objectives are identified and these need to be intrinsically linked to, and support the firm's mission. These objectives should be cascaded down the organization with strong links to the objectives of the various managers and individual employee. In particular, the healthcare industry mission to provide quality care to all individuals of different age, sex, caste, and demographic variation are deployed with objectives of service quality and customer satisfaction. These values are potentiated by healthcare providers (professional and other employees) managed well by the organization, who satisfy employee personal needs and promote service oriented environment in the organization.

The basic concern for promoting service oriented organization requires enhancing employee performance. The employee's competence, skills, and education contribute high level of performance standards in a knowledge based organization. Therefore performance management has positioned the process of performance appraisal for individual employee. There are two main perspectives of the performance appraisal process; one is evaluative, and the other is developmental (Anderson, 1992; Harris, 1995). An evaluative appraisal process procure judgment of individual employee performance evolved after examining employee's behavioral, social, and technical aspects of the job, and compared with previously established objectives or fore mentioned operational items on the job description. This type of appraisal links to the allocation of extrinsic rewards, such as pay. A developmental appraisal emphasis need to identify potentials of an employee, develop his knowledge and skill, and initiate career uplifts, which together lead to management success.

A number of different performance appraisal techniques or methods available, such as written report, critical incidents, graphic rating scales, forced choice appraisal, field review techniques, 360 degree feedback, and others. These methods elaborate and linked with the behavioral traits of the employees, and depend upon the subjective judging scales of human resource managers.

1. Written report: - The appraiser writes a narrative about the strengths, weakness, previous performance and potential of the employee and remarks suggestion for improvement.

2. Critical incident: - Under this method, the appraiser highlights incidents or key events that occur during the performance of the job, and rates appraiser's behavior as exceptionally good or bad relevant to the given situation. The characteristics of employees are grouped by categories, such as co-operation, timeliness, and attitude.

3. Graphic rating scales:- The performance is evaluated based on job related characteristics ( such as skill variety, task identity, task significance, autonomy, and feedback) and knowledge of job ( quality of work,technical knowledge).The scores are tabulated through the set of factors rating them, for example, on scale 1 to 5 where the highest number would denote the best rating.

4. Forced choice appraisal: - This type of technique consists of a list of paired 9or larger groups of) statements that may both be positive or negative, or one could be positive and the other negative. An example of a pair of statements might be "always on time" and "never on time". By incorporating several question that test different levels or degrees of the same behaviors, evaluators are able to generate an accurate representation of the individuals learning ability, interpersonal competence, etc.

5. Field review techniques: - under this method, the managers ask question to the human resource specialist or the coworkers about an employee's performance, his work progress, his strengths and weakness, promotion potentials, etc. He then evaluates the report and approves for rating.

6. 360 degree feedback: -Depending upon the employee's job, feedback on the employee's performance may be solicited from patients, family, physicians, vendors, community organization's as well as co-workers. The disclosure /feedback model of awareness known as the Johari window, named after Joseph Luft and Harry Ingham represents four panes: open, hidden, blind, and unknown.

Know to self Unknown to self

Open Blind

Hidden Unknown

Known to others

Unknown to others

To access potential within us, the open pane could be expanded, hidden pane can be reduced by self-disclosure, and feedback received from others mitigate blind pane. Feedback provides an opportunity to disclose personal beliefs, values and attitudes, and to know about how others see us. 360 degree feedback perceives developmental perspective to review progress towards goals, identify training need, and reach mutual agreement on job expectations.

For healthcare professionals, General Medical Council (2003) regards appraisal as "a process to provide feedback on disease performance, chart their continuing professional development, and identify their developmental needs", and revalidation as a doctor retaining his/her license to practice.

To improve practice, appraisal needs to be seen as part of the whole professional development, and includes critical self-reflection, development and support for the individual doctor. The CMO Sir Liam Donaldson (2006), recommend in his report, those relevant to NHS (National Health Service, UK) that Re-licensure (relates to the renewal of full registration and therefore a generic license to practice) and re-certification (relates to renewal of a doctor's specialist certification) is required and remain the responsibility of the individual doctor. Effective revalidation needs to be based on a valid and reliable assessment of a doctor's everyday practice to judge the safety of their practice and about the extent to which quality is embedded in their everyday work. Indications for good medical practice (www.gmc-uk.org) envisage seven areas, such as good clinical care, maintaining good medical practice, working with colleagues, relations with patients, teaching and training, probity, and health. The report seems to hope that appraisal will be the main mechanism, but also proposes a review of many methods that are used in other countries, including credentialing; use of stimulators; regional, national, and international audits; and primary care detection schemes.

Healthcare organizations are knowledge-based and service oriented, that make necessary to provide accurate and timely information for evaluating problems and achieve better performance. The process of performance management based on the evidence of performance and practice are functioned through clinical audit, clinical assessment, and clinical surveillance formulated and governed by medical regulatory bodies.

1. Clinical Audit: - Clinical audit is the process of setting explicit standards, measuring areas of medical practice against these standards and implementing any change necessary to improve patient care. Recent development in clinical audit have been the encouragement of multidisciplinary project work and projects which follow the path of the patient across the primary and secondary care interface.

2. Clinical Assessment: - A clinical assessment sometimes refers to as a health assessment, is a documented process that is used to evaluate, diagnose, and treat individuals. These assessments provide results that only take into account the individual that is being evaluated, rather than evaluating individuals based on data that is compiled from multiple sources. It helps to determine the nature, cause, and potential effects of a patient's injury, illness, or health. Some clinical assessments are mandated by federal agencies to ensure safe medical practices, or to disburse related health benefit payments.

3. Clinical Surveillance: - A clinical surveillance (or syndrome survey)refers to the surveillance (systematic collection, analysis, and Interpretation) of health data about a clinical syndrome that has a significant impact on public health which is then used to drive decisions about health policy and health education.

Formulating a performance management process for your business? Approach Recruitplus today, an award winning HR consultancy in Singapore, visit website.

The Top 4 Challenges HR Professionals Are Facing in Emerging Markets

Much has been written about the rise of emerging markets and what they can offer in terms of talent pool. But not one emerging market is the same and one HR strategy may not fill all markets. In a changing environment, the HR strategies used to manage people in one country are sometimes ineffective in another and what worked in a country might not in another.

That is the reality many companies are currently facing in emerging markets because of a lack of preparation, anticipation and adequate talent strategies.

Generally speaking, there is no right or wrong HR management strategy. However, as an HR professional, you should be mindful of cultural differences and varying HR issues arising in the targeted country before trying to implement anything. Needless to say that developing an inadequate talent strategy in a BRICs country can be one of a most expensive mistakes for a company? Not only in terms of money, but also in terms of real and potential talent losses.

In order to avoid such error, you need to know what are the hottest HR issues, topics and trends in emerging markets that could be an obstacle to your company's development? To help you in this task, below is a list of 4 critical HR challenges arising from some BRICs countries? Memorize them? You will gain time and efficiency?

HR challenge #1: Attracting and retaining talented workers

BRAZIL - One of Brazil's biggest problems is a shortage of qualified labor. Companies operating in Brazil are demanding more skilled workers than the labor market currently offers? The shortage is especially pronounced for companies in need of technicians, engineers and English speaking managers. It is also becoming increasingly difficult to retain talented workers with 5-10 years experience because they tend to switch companies in order to advance their careers and get higher pay.

RUSSIA - Russia has a considerable intellectual capital composed of engineers, scientists and many other well-qualified people. Nevertheless, many companies reported that it is more and more difficult to find great people as the quality of staff as well as the level of education are continually decreasing. In fact, job candidates from Russia are well educated but often by universities that fail to give them practical skills? Besides, an increasing number of talented Russians have left the country to go to Israel and the USA. As a result, only 20% of Russian professionals are currently considered employable by companies.

INDIA - In spite of the huge talent pool available in India, companies have trouble recruiting qualified workers because the quality of talent is not as good as it could be. By looking closer at the workforce available, it is estimated that only 25% of Indian professionals possess the skills required by companies. Regarding to the skilled candidates, they are highly attractive, mobile and willing to switch industries in order to play different roles and increase their salary. As a consequence, HR teams waste a lot of money as well as time because of this flow of people entering and exiting companies? What is more, foreign companies operating in India have to compete not only with Indian companies but also with companies from Korea, Japan and Hong Kong who are poaching the best Indian talent. As the population of these three countries is becoming old very fast, many of companies from there are turning their attention to Indian workforce.

CHINA - Despite China's population of more than 1.3 billion, companies are struggling to find and retain employees. Even though, million of university graduates enter China's job market each year, only a small number of them are capable of working in a multinational environment. Reasons include lack of strong English language skills and none previous work experience. Moreover, only one-quarter of these graduated candidates live in a city or region where companies are located. As labor mobility is restricted by the government, few young talents are currently living in urban areas? Foreign companies operating in China face an additional problem that explains talent shortage: more and more graduates and senior executives are willing to work for national Chinese companies rather than foreign companies.

SOUTH AFRICA - It is estimated than 10% of companies operating in South Africa have had difficulties filling job positions in 2011. In comparison to other BRICs countries, this number is low. However, there is a real shortage of talented people particularly engineers, legal workers, technicians, teachers and finance & accounting workers. The main reason is that the South African people who do have or acquire these skills tend to migrate to other countries who will offer them better job opportunities. This brain-drain has a high impact on companies' businesses and needs to be addressed now if the country does not want to face a bigger talent gap in the future.

HR challenge #2: Developing effective leaders

CHINA - Developing leaders is a tough task in any market, but in China HR teams have the difficulty to adapt their talent management strategies to the country's unique business culture and values. Besides, Chinese potential candidates for leadership positions often lack international experience, innovation and an ability to assimilate into a Western company culture.

Due to their cultural background, they are not accustomed to taking risks and managing change. As a result, about one-quarter of Chinese leaders are weak in the skills most critical for success in their roles and more than one-half are inadequately prepared for their roles? There is another issue to take into consideration: working for a Chinese company seems to become the preferred career choice for Chinese executives as well as expatriates steeped in the market.

SOUTH AFRICA - It's extremely difficult to fill senior and executive management positions with top quality leader. Many of the current leaders working in leading companies are close to retirement and there is a lack of suitable 40/50-year-old candidates with a strong managerial background to replace them. To overcome this critical situation, numerous companies promote young talent to positions of leadership and offer fast-tracking careers to keep the best of them. As these new young leaders do not have enough work experience and are not prepared to handle such responsibilities, the majority of them fails or underperforms. It is vital for the success of companies operating in South Africa to invest in leadership programs in order to develop a real talented generation of leaders.

HR challenge #3: Dealing with difficult Employment laws

BRAZIL - Brazilian labor code makes it hard to use expatriates in order to fill the shortage gap. The Ministery of Labor seeks to protect as much as possible the domestic labor market by limiting the hiring of foreign workers. As a result, trying to get work permits for foreign employees is a very difficult task for any HR team. When it is possible, the maximum duration granted for a temporary work permit is 1 to 2 years but the reality is that many foreign workers can only stay 90 days within the country? With regard to national Brazilian workers, the labor code is very pro-employee and provides extensive protection to the employee at the expense of the employer. Recently, President Dilma Rousseff approved a law ordering companies to pay overtime rates for after-hours work calls or emails. This regulation reflects an existing trend in Brazil's courts: employees suing their bosses over out-of-office work.

RUSSIA - Russian labor code is extremely employee friendly and it is almost impossible to terminate an employee. However, it allows any employee - regardless of seniority or nationality - quit a job after only 2 weeks' notice and go to work for a competitor immediately. Moreover, Russian labor laws apply to all nationalities, meaning foreign employees (including expatriates) have the same rights than Russian employees. This is a standard practice in some EU countries required by EU labour law.

HR challenge #4: Managing the career expectations of Gen Y

INDIA - The Gen Y is writing the new code in Indian workforce. Mature enough to play crucial roles in companies, they can, however, be a nightmare for HR teams as they are more inclined to leave companies than any previous generation. Apart from the attraction and retention of Indian Gen Y, the biggest challenges today are communicating with them and offering them a rapid career evolution. In fact, the typical Gen Y Indian worker wants success to come to him/her fast and money faster.

As most of India's high-potential workers (around 64%) and middle managers (around 55%) are Gen Y, the future of India - as well as companies operating there - rests on its ability to engage this generation.

CHINA - Chinese Gen Y makes up about 50% of the current China's workforce. Raised to succeed, they are more educated, talented and ambitious than the previous generations. As a result, their demands, values and behaviour at work are different from those of their parents. For example, their expectations for rapid advancement and career mobility are high and they place great emphasis on salary. If your company cannot offer them an exciting career path, they will move to another company in order to have a better career opportunity and increase their remuneration as well. Being promoted is the greatest motivational factor in their career. Unfortunately, it is not always possible. So it is imperative that HR teams find new ways to motivate them.

Of course, as a global HR professional, you will never be asked to resolve ALL these issues alone! However, your company deeply relies on your HR team to anticipate any people risks that can affect its development? By having a clear vision of the issues facing by other HR teams in emerging markets, you will not only improve your global HR knowledge but also be aware of the HR differences and similarities between these different countries in terms of HR challenges. As a result, you will be able to suggest better ideas and solutions to your HR team. Developing a global mindset will also help you become an integral part of the leadership team searching ways to reduce people risks in emerging markets.

Remember what Ulrich says "Modern HR must take on many roles to demonstrate competence and effectiveness". And I am quite sure that - like any HR professional - your goal is to be better at what you do and demonstrate people that you can be a strategic business partner.

Having staff attrition situations? Talk to our talent retention & HR advisory consultancy in Singapore. Click here. A marketing strategies effort for smes by Scotts Digital.

What Do Recruiters Look For In You?

There is not one magic key that can open all the doors to a job search. As job profiles keep changing, so do the job requirements. This does not mean that fundamental qualities such as integrity, self-motivation and trade skills have lost place in the list. Still, the present-day job scene requires a bank manager to possess lot more prior knowledge and qualities than it took some 10-15 years ago.

Your enthusiasm and upbeat personalities are paramount. This is the first core quality that recruiters will take notice of when interviewing you. Think about it from their point of view - job vacancies are announced only when the going gets tough and work pressure mounts up continuously. No one else other than the self-motivated and candidates that are always upbeat in mood make it to the shortlist.

There is another vital quality that recruiters are anxiously looking for in a candidate. Jonathan Holman, a top recruiter and an HR expert says, candidates must have the know- how to make money for the enterprise; all other skills are irrelevant if this one is lacking. Obviously he is referring to candidates for CEO postings. This is as good as it can get. If you really look at it, all other jobs contribute to the enterprise in one way or the other. So it is the ability to contribute, in real terms, to the overall growth of the company which matters.

Holman ranks both personal and business integrity next only to the ability to contribute. Regardless of what position you are seeking, there are professional matters of high importance and proprietary in nature, which you will come across in the normal course of your employment. Opinions about you are collected and analyzed by recruiters. It is important for everyone, especially management candidates. Recruiters are very clear about this; they can not put their reputation at stake by recommending someone who they can not trust, despite proven analytical abilities and business skills.

The next important thing recruiters look for is character and a strong sense of ethics. Strong character coupled with professionalism determines your interpersonal skills. Your past experiences and references of your former superiors are critical aspects which typically impress recruiters. Even recent graduates wanting to score on this count could think of apprenticeships in some very large corporations such as PepsiCo, General Electric Company, Rubbermaid, and P & G, among others. Recruiters call these organizations Academy Companies.

It is especially important to be presently employed - this adds a lot of weight to your candidacy. It is true that you can explain your reasons for being unemployed, so if this is true for you, then have your answer well-prepared beforehand, because recruiters will be interested in probing soon as they see that you are out of job.

The ability to adapt to a new situation, responsiveness, flexibility are some innate qualities that make anyone an indispensable employee whom every recruiter wants to hire. A senior HR consultant, Paige Lloyd, summarizes things as "We're looking for students who take the initiative to do things that are above and beyond what is required for graduation," she says. "That speaks to us of their ability to work on different tasks."

On-campus activities, networking abilities and participation in student or professional organizations can not be neglected. The next time around, you will know in advance what to expect in an interview. Good Luck!

Searching for headhunter or want to become a Singapore headhunter,  visit Recruitplus today.

Performance Management - Getting The Most Out of Your Employees

Managing for Best Performance

In it's simplest form, performance management is a common sense set of discussions that make sure people are clear about what they need to do, have the support to do it and get open and honest feedback on their performance.

Any performance management process should answer 4 important questions for your employees:

· Direction: What do I need to do and how well?

· Feedback: How am I doing?

· Rewards: What happens when I do well?

· Support/Development: What happens when I need/want help?

Lets look more closely at each of these:

Direction

Employees are not mind readers. Just because it is clear to the manager exactly what is expected, doesn't mean the employee has the same understanding. Having a detailed discussion about exactly what the job requires and any specific priorities is the first step in good performance management. Key points to cover include:

- what needs to be achieved throughout the year

- what data or information (evidence) will be used to measure performance

- the key actions needed to achieve the desired outcomes

Both parties should have a written record of this discussion either in the form of a job description or a set of specific objectives for the next 6 or 12 months. Written documentation leaves little room for misunderstandings or confusion between manager and employee about the expectations of the job.

Feedback

Observing the performance of your employees and providing feedback about it should be a routine part of the performance management process. Feedback is most effective in making a difference in work performance when the employee has confidence in the basis of that feedback. And you as the manager will be more confident if your feedback is based on information that you can support.

For this reason the most useful feedback should be based on observed and/or verifiable work-related behaviors, actions, statements, and results. If you can provide specific examples of good and "not so good" performance, your employees will be confident that you have taken time to notice what they are doing and sincerely support them in improving. This kind of effective feedback helps the employee sustain good performance, to develop new skills and to improve performance when necessary. Feedback should be given as it is required - it loses effectiveness if not delivered at the time an event occurs.

Reward/Recognition

All employees need to have a clear understanding of how the reward and recognition system operates in your business. Most probably everyone gets paid a salary for doing their job to a certain level. What happens when an employee performs significantly above that level? How will they be rewarded, if at all? If there is no incentive for employees to be outstanding, then the likelihood is that they won't put in the extra effort. A well designed scheme will clearly identify the rewards and incentives available for strong or outstanding performance.

Support and Development

This aspect of managing performance focuses on current and future skills, behaviours and knowledge. Firstly, the discussion should focus on what training or other support the employee needs to be the best in their current job - identifying skills and behaviours that need to be improved. If you can support the employee in doing their job better, they will have reassurance that their contribution is valued by the business. The discussion should also focus on where the employee would like to go in the future and how you can help them achieve their longer term career goals. If they are being considered for other roles in the business then you will need to identify what new skills and behaviours they need and help them to develop those.

If you are managing people, then people management activities need to take up the majority of your time. Each business can only be as effective as the people that work in it. One of the best ways to ensure your employees are being effective is to monitor and provide feedback on their performance. Setting goals, making sure your expectations are clear, and having regular discussions will help people perform to their best. The payoff for the business is increased employee productivity, knowledge, loyalty and contribution.

Creating a performance management system for your business? Look for Recruitplus today, an award winning hr advisory, click here.