Posts Tagged ‘Employment’

I don’t know if any of you can get some use out of this but when I saw it;, I thought of you guys!

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InterGrad is happy to present you with new graduate opportunities

for your graduated students to apply for.

Please note that our service is completely free for both Universities and graduates.

The links below lead to the full job description and

the online application form for each of the positions.

A PDF file with full descriptions is also available.

To view all opportunities we have on offer at the moment please visit our website:
http://www.intergrad.com

For any questions or if it is not the correct email address to get in touch with your university,

please contact us at admin2@placement-uk.com

IT

 

GPKV 1 – 136 : Graphic and Product Designer — Property Developers  NEW!

Permanent — Central London

Description and Online Application Form

HUMAN RESOURCES

 

GJAM 1 – 137 : Executive Search Recruitment Consultant — Recruitment Consultancy  NEW!

Permanent — Manchester

Description and Online Application Form

 

GNGF 2 – 127 : Trainee Recruitment Consultant — International Recruitment Consultancy

Permanent — Newcastle

Description and Online Application Form

 

GNGF 3 – 128 : Trainee Recruitment Consultant — International Recruitment Consultancy

Permanent — London

Description and Online Application Form

 

GVHS 1 – 97 : Trainee Recruitment Consultant — Technology Recruitment

Permanent — London

Description and Online Application Form

MARKETING / SALES

GVIT 1 – 89 : External Drywall  Sales Representative — Distributor of Drywall and Building Materials

Permanent Graduate Role — Hertfordshire

Description and Online Application Form

GVIT 2 – 90 : Internal Drywall  Sales Executive — Distributor of Drywall and Building Materials

Permanent Graduate Role — Hertfordshire

Description and Online Application Form

 

GVIT 3 – 91 : Customer Relations Executive — Distributor of Drywall and Building Materials

Permanent Graduate Role — Hertfordshire

Description and Online Application Form

GLIT 1 – 125 : Sales and Marketing Graduate — Electrical Products Supplier

Permanent Graduate Role — Staffordshire

Description and Online Application Form

InterGrad, 12 Station Rd,
Kenilworth, Warwickshire, CV8 1JJ
Tel: 0044 1926 511 610
Fax: 0044 1926 859 382
http://www.intergrad.co.uk
admin2@placement-uk.com

 

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by Michael Schrage
Source: http://blogs.hbr.org/schrage/2012/10/do-your-employees-make-you-a-b.html

Successful leaders and managers alike constantly stress the importance of developing their employees. But do they appropriately recognize the importance of how their employees might develop them? One of the world’s top coaches thinks not.

While chatting about “coachability” with Sir Clive Woodward — who had coached England’s world champion rugby team and served as Director of Elite Performance for the wildly overachieving British Olympic team — he casually observed that, in reality, the best athletes he had invariably improved his abilities as a coach.

“My top performers ended up pushing me harder than I pushed them,” Woodward said, adding that you can’t help but learn from watching top athletes perfecting their craft.

This mutuality of professional development was a theme of his. Back in the late-nineties, Woodward was arguably the first coach of a national squad to give a laptop to every single player, insisting they be as world-class as IT users as they were as athletes. “Simply using it as a tool wasn’t good enough,” he insisted. “We wanted to be the best using IT.” That squad won a world championship.

Needless to say, Woodward learned a great deal observing how his players used their laptops to learn and make themselves more competitive. Those lessons, of course, made him an even better coach.

That truly great players make everyone around them play better is one of sports’ better championship clichés. But arguments that great players actually educate their coaches are considerably rarer. They’re just as rare in the managerial literature. Woodward and I were on a panel for Tech Mahindra’s European customer event in the U.K. In the panel’s aftermath, I messaged a few friends and colleagues. I asked them to name employees — not colleagues or bosses! — who had dramatically improved them as leaders and/or managers. The most common response was that they’d never been asked before. (One colleague who’d helped grow a start-up to a nine-figure sale responded with the name of a particularly gifted software development project leader who blew him away with his standards of excellence and expectations management.)

Clearly, there’s a “turning bugs into features” quality to this question. Often, coaches and managers learn the most from their most difficult, recalcitrant, or challenging charges. Not to diminish the importance of managing “talented temperamentals,” but that explicitly wasn’t Woodward’s focus. He thought it critical for his own professional development to learn from his players. Do most managers and executives similarly believe it critical to learn from their direct reports? The data suggest not.

Not a single member of my network — nor the organizations I’ve worked with — have a performance review question assessing whether — and how well — bosses improve their own performances by learning from their employees. That seems odd. Reverse mentoring by millennials (and talented college students) to help their 40+ elders acquire better Internet and social media expertise has become more common. Certainly, project managers and new product leaders observe best practices worth sharing.

But how well — and how often — do they monitor how their own management style and insight have been improved by their best people and performers? Our human capital and professional development conversations and evaluations should be more symmetrical. Yes, everybody can recall that boss that made a huge difference. But who celebrates the one or two employees that dramatically improved managerial verve and effectiveness?

Which employee had the biggest positive impact on who you are today?

More blog posts by Michael Schrage
Michael Schrage

MICHAEL SCHRAGE

Michael Schrage, a research fellow at MIT Sloan School’s Center for Digital Business, is the author of Serious Play and the new HBR Single Who Do You Want Your Customers to Become?

 

Source: http://www.wikihow.com/Resign-Gracefully

It’s time for you to make a change, be it a new career path or simply a new challenge. The procedure for resigning is simple enough: give notice, preferably in advance. But if you don’t want to burn any bridges, thereby creating obstacles to future opportunities, you must be especially careful and considerate. Resigning is easy, but resigning gracefully is not. This article specifically covers several ways a person can make their resignation as smooth and as grudge-free as possible

Steps

  1. Keep it to yourself. Once you’ve made the decision, don’t go blabbing it all over the company until you have notified your immediate supervisor. Give her or him time to absorb and process the information. If the company makes an attractive counter-offer, it will be awkward if you have already announced your plans to coworkers.
  2. Plan to give notice. If you want to leave under the best possible terms, don’t leave your employer high and dry, scrambling to cover your position. Give at least two weeks notice (or the minimum notice specified in your employment contract if applicable) so that your boss can prepare to have others cover for you, or have time to groom a replacement.
  3. Ask your boss for an appointment to discuss an important matter. Poking your head in and asking for a moment of his or her time will do – just be respectful of the fact that your supervisor has a job to do, and may not be able to drop everything at the precise moment you are prepared to spring this news on him or her. If there is too much going on, you will only add to your his or her hassles, so if it’s at all possible, wait for a time when your boss will have a few moments to focus on your news.

    A moment of your time?

    A moment of your time?

  4. Be prepared, direct, and polite. Rehearsing privately will help you be ready when your supervisor has you in to talk. Most managers are extremely busy and they will appreciate your direct approach, forgoing the temptation to “cushion the blow,” “find the right way to say this,” or otherwise beat around the bush. You might say something like:
    • “I’ve been considering my options here for some time, and I’ve decided it’s time for me to move on. I am grateful for the opportunities I’ve found here, but I must give my two weeks’ notice.”
    • OR… “I need to let you know that I have been offered a new position at another company. I have really enjoyed working here, but I need to give you my two weeks’ notice as of today. Does it work for you if my last day is [whatever two weeks from then is]?”
  5. Be prepared to discuss. Chances are you’ve been working with this boss for some time, and whatever your reasons are for leaving, she or he may have some questions. Or your boss may value you much more than you realized, and make a counteroffer. Being polite and dignified about your resignation could make this possible. You will need to consider in advance whether you would stay for a pay raise, increased benefits, a promotion, or other incentives. This would be a prime negotiating opportunity, so be prepared for it, and know your own bottom line. If staying is an option, what would make you open to it? Check the warnings below, though, because counter-offers can have some serious downsides.
  6. Emphasize the positive. Be honest, but polite. If the boss asks you if he or she had anything to do with your decision, and was a factor, it’s best to rely on tact and diplomacy to make an honest answer palatable. In other words, you won’t help yourself by saying, “Yes, you’re a lousy supervisor and I (or anyone) would have been way better,” (even if it’s true). You can be truthful without being cruel: “It was a factor, but not the entire reason. I felt our working styles and approaches just weren’t a great fit, and that we never meshed as well as I wished we had. Still, the overall experience here has been positive; and with this opportunity, I feel excited to have new challenges.”
  7. Have a copy of your letter of resignation in hand. Make your letter brief, non-confrontational and professional. An example: “Dear Mr. Spacely: It has been my honor to work for Spacely Sprockets, Inc. This letter is to notify you that I will be leaving to accept a new position with another company as of [a date which is AT LEAST two weeks from the date of your conversation and letter]. Please accept my thanks for our association, and best regards to you and the entire company for the future. Sincerely, George Jetson.”
  8. Shake hands, smile, and thank your boss. Whether your departure is to relocate, to take a better job, or just to get away from this guy, show some class when you’re walking out the door. Shake hands, thank your soon-to-be-former supervisor (yay!) for “everything,” and leave. Go to your work station and stay there for at least 10 minutes. Now you can go blab it to everybody, but don’t rub it in your boss’s nose – be classy and simply confirm that you will be leaving.

 

by Randall S. Hansen, Ph.D.
Source: http://www.quintcareers.com/interview_follow-up-dos-donts.html

Job-seekers must remember that your work is not done once you finish the job interview. If you want the job, you can’t just sit back and wait for the job offer, so consider these key rules, guidelines, and strategies for following-up your job interviews.

  • Do ask at the end of the interview when the employer expects to make the hiring decision.
  • Do be proactive and consider follow-up a strategic part of your job search process. Follow-up can give you just the edge you need to get the job offer over others who interviewed for the position.
  • Do use these follow-up techniques to continue to show your enthusiasm and desire for the position, but don’t make it seem as though you are desperate.
  • Do obtain the correct titles and names of all the people who interviewed you. (Ideally, do get each person’s business card.)
  • Do write individual thank you notes or letters to each person who interviewed you — within two business days. Each letter can be essentially the same, but try to vary each a bit in case recipients compare notes. Don’t ever fail to send a thank you — even if you are sure the job is not for you. And do write thank you notes after every interview.
  • Don’t worry so much about hand-written versus typed thank you letters, but don’t make a mistake by sending it through the wrong medium; make sure you know the best method of reaching the employer, whether by postal mail, email, or fax.
  • In your thank you letter, do show appreciation for the employer’s interest in you and do remind the employer about why you are the perfect person for the position. See some sample interview thank you letters.
  • Don’t ever have any errors (misspellings or typos) in your thank you letters.
  • Do alert your references — if you have not done so already — that they may be getting a phone call from the employer.
  • Don’t stop job-hunting, even if you feel confident that you will get a job offer. Do continue to interview and attempt to find other opportunities.
  • Do follow-up with a telephone call to the employer within a week to ten days (or sooner, if the employer had a shorter timetable) to ask about the position. And do continue to build rapport and sell your strengths during the phone call.
  • Do be patient. The hiring process often takes longer than the employer expects.
  • Do continue following-up, especially if the employer asks you to. Remember the adage about the squeaky wheel getting the oil. Just don’t go overboard and annoy or bother the employer.
  • Don’t place too much importance on one job or one interview; there will be other opportunities for you.
  • Do use other job offers as leverage in your follow-up — to get the offer you really want.
  • Don’t burn any bridges if you do not get a job offer. And do try and turn the situation into a positive by bringing the interviewer(s) into your network, possibly even asking them for referrals to other contacts. Read more about the art of networking.

QuintCareers.com Founder Dr. Randall Hansen Dr. Randall S. Hansen is founder of Quintessential Careers, one of the oldest and most comprehensive career development sites on the Web, as well CEO of EmpoweringSites.com. He is also founder of MyCollegeSuccessStory.com and EnhanceMyVocabulary.com. He is publisher of Quintessential Careers Press, including the Quintessential Careers electronic newsletter, QuintZine. Dr. Hansen is also a published author, with several books, chapters in books, and hundreds of articles. He’s often quoted in the media and conducts empowering workshops around the country. Finally, Dr. Hansen is also an educator, having taught at the college level for more than 15 years. Visit his personal Website or reach him by email at randall(at)quintcareers.com.

by Rachael Del Pino
Source: http://jobtrakr.com/2012/06/04/6-seconds-to-impress/

RecruiterI recently read an article stating that Recruiters spend an average of 6 seconds looking at your resume.  As a Recruiter, I would wholeheartedly agree with that statement.

Since you only have moments to capture our attention, it seems only fair that you have some insight into which components make us want to keep reading and which will cause us to swiftly move onto the next resume in our queue.

The first thing that I notice, before I look at any of the data on the resume, is the format.  If it is clean, concise and consistent it makes it easier for me to read and consequently, makes me want to keep reading.

Fonts should be the same size and type throughout the document.  If you bold one title, bold them all; or vice versa.  Keep your spacing and section headers consistent as well.

The next place my eyes go is to your name and contact information.  Make sure you include your email address (and also ensure that it is professional) and a correct phone number.

If you are applying for a job outside of the local area (that does not offer relocation assistance), remove your address or use a local address where you might be staying if you move there.

Most Recruiters will not consider non-local candidates if there are no relocation dollars available, but if you are serious about relocating yourself, this method can be an effective work around.

The next area I scan is the summary/qualifications statement.  This section should be tailored specifically to every job you apply to.  If I read the summary statement and it appears to be totally unrelated to the job you are applying for, that is a big red flag.

The job market is too competitive to for you to appear complacent, especially in the first paragraph of your resume.  There is NO one-size-fits-all resume.

You must modify it to the job or at a minimum the industry you are applying to.  Use keywords and phrases from the job description to further impress and captivate the reader.

The next section I will look at is education or work experience, depending upon which you have listed first.  Education should be listed before work experience only if you are a recent (within the last 2-3 years) graduate.

In the education section, I’m looking for a related degree (if required) and the year of graduation so that I can determine how much experience you likely have.

In the work experience section I’m scanning job titles, company names, start and end dates for at least the last 2 positions held.  I am looking for any red flags – short tenure, unrelated jobs or industries, etc.

The technical skills section is another area that I will scan within the first few seconds, especially if I am recruiting for a highly skilled/technical role.

I want to know that the candidate has the required technical skills before I read anything else.  For these types of positions, it can be a good idea to put that information at the top of your resume (below the summary statement) so the Recruiter doesn’t have to go searching for it.

These recommendations are general guidelines to follow.   Every recruiter may give you a slightly different spin on this and certain jobs require unique resume formatting, but from my experience, this is generally how it goes.

With an average of only 6 seconds to capture a Recruiter’s attention, it is imperative that you make it easy for us to find the critical job related data and entice us to want to keep reading.

Rachael Del Pino

Rachael Del Pino has significant experience in recruiting and talent management for Fortune 100 companies, as well as a master’s degree in Management with an HR concentration from the University of Central Florida. She also owns Accendo Careers, a career development and coaching company.  She has an innate passion for helping people reach their highest career potential.