Queens Court, 24 Queen Street, Manchester, M2 5HX
- Specialism: HR
- Sector: Commerce & Industry and Public Sector
- Roles: Permanent, contract, temporary and interim
- Location: Nationwide
Type a day in the life of sellick from Mark Croston
Liverpool, Merseyside | Contract/Interim
£10.00 - £13.00 per hour + Flexible working hours and free parking
ESR Administrator. Hourly rate: £10.00 - £13.00 per hour. Location: Liverpool Duration: 6 months with the potential that it may go on longer. Sellick Partnership are seeking an ESR (Electronic Staff Records) Administrator to support a busy Employee Services Team. The successful individual will have previous experience of accurate ESR input, They must also possess strong and pro-active organisational skills, working independently and within the wider team as necessary. Key responsibilities of the ESR Administrator: Ensure all starter, changes and leaver forms are accurately input onto the ESR system. Liaise with payroll and the wider HR team to resolve any inaccuracies. Act as first point of contact for a range of queries. Carry out any other ad hoc duties as directed by the Team Manager. Provide a range of administration support for the team. Key requirements for the Executive Assistant: Must have previous experience of using the ESR (Electronic Staff Records) system. You will ideally have experience of working within a payroll and/or HR department Highly organised with strong attention to detail and the ability to proactively manage a full workload. If you believe you have the necessary skills and experience for this ESR Administrator position then please apply now, or contact Mark Croston at Sellick Partnership Manchester office. Disclaimer: Please note our advertisements use years' experience and salary levels purely as a guide. We are happy to consider applications from all candidates who are able to demonstrate the skills necessary to fulfil the role. Sellick Partnership is a market-leading professional services recruitment specialist operating across the UK. Over the years we have built up an enviable relationship with employers and our expert team of consultants boast up-to-date market knowledge and a strong reputation making Sellick Partnership best placed to help you. Sellick Partnership is proud to be an equal opportunities employer. Please note our advertisements use years' experience and salary levels purely as a guide. We are happy to consider applications from all candidates who are able to demonstrate the skills necessary to fulfil the role. For information on how your personal details may be used by Sellick Partnership, please review our data processing notice which can be found in the footer on our website.
Wilmslow | Permanent
Up to £39095 per annum + attractive benefits package
HR Consultant Salary: £39,095 plus highly attractive benefits package Location: South Manchester Duration: Permanent Due to continued growth our client is looking to further expand their HR Consultancy team and therefore require HR professionals to join this Private Equity backed entrepreneurial service based business. The HR Consultant's position is an exciting opportunity and is a result of rapid and continued growth. Our client is looking for a self-motivated and highly experienced HR Consultant to add value and have a pivotal impact in the overall success of the business. Key responsibilities of the HR Consultant: Support and advise a variety of key Stakeholders on a wide range of HR/Employee Relations issues. Build strong working relationships with a range of clients at all levels including CEO, HR Director, Managing Director and other HR and General Management staff. Provide end-to-end advice and support on a wide range of issues including terms and conditions, disciplinary and grievance, sickness and absence, performance and misconduct, TUPE, redundancy, discrimination, dismissal, employee relations, recruitment etc. Draft documents to support advice given. Scope to assist in projects such as seminars, delivering training and workshops to clients. Skills required for the HR Consultant role: To be considered for the post you must have the following. Relevant HR experience gained within senior level or management positions Practical and hands on experience of complex employee relations issues and casework. You should have up-to-date and detailed knowledge of employment law and be comfortable delivering practical advice. You should be a great communicator who excels in fast paced and busy environment. In return you will be rewarded with a highly competitive salary combined with an enviable range of employee benefits such as 25 days holiday as standard with the ability to purchase an additional 10 days, your birthday off work, childcare vouchers and corporate gym membership discount. My client prides itself on providing a supportive and friendly environment and offering its employees an enviable and somewhat rare opportunity to strike a true work life balance. Candidates will be considered on either a 5 day or 4 day a week permanent basis. If you would like to apply for this role or would like to find out more, please contact Mark Croston at Sellick Partnership on 0161 834 1642. Sellick Partnership is a market-leading professional services recruitment specialist operating across the UK. Over the years we have built up an enviable relationship with employers and our expert team of consultant boast up-to-date market knowledge and a strong reputation making Sellick Partnership best placed to help you. Please note our advertisements use years' experience and salary levels purely as a guide. We are happy to consider applications from all candidates who are able to demonstrate the skills necessary to fulfil the role.
Diversity in the workplace is a hot topic in today’s business environment. The term diversity is nowadays widely understood, and most people understand its importance in the workplace, but when you take a good step back and take time to assess can you truly say your company is diverse? Managing diversity is about having the right person for the job regardless of sex, race and disability. It combats prejudice, stereotyping, harassment and other undignified behaviour and creates an environment in which people from all backgrounds can work together harmoniously. With strengthening laws surrounding LGBTQ+ rights and the global movement of different cultures coming together means that that the need to consider diversity in the workplace has become a prominent issue for business leaders. A complex global issue Diversity is a complex issue globally and has become a bit of a minefield for businesses who don’t fully understand it and are finding it increasingly difficult to stay up-to-date and adapt. Business leaders have to consider different races and genders, as well as considering the full spectrum of what diversity is about. Diversity laws nowadays cover race, gender, ethnic groups, age, personality, cognitive style, tenure, organisational function, education, and background, with the list constantly growing. It has become a hiring managers’ nightmare, and almost impossible to ensure all the boxes are being ticked when building a diverse workforce, which is possibly the reason why many tend to hire the same sorts of people. Human nature We instinctively strive to find our own ‘tribe’ in life and fit in with like-minded people, which in business can often lead to issues when hiring a diverse workforce. We are all drawn to traits and personalities we can relate to, and are most comfortable with. However, constantly hiring the same type of employee can do a disservice to your business, team and overall business reputation. On the other hand, creating, nurturing and building a diverse workforce can bring with it an abundance of different skillsets, experiences and points of view and can help promote growth, new collaborations, and huge success. It is difficult to do, but recruiters and hiring managers need to step out of their own comfort zone, and leave personal preferences at the door when taking new staff into the business. Diversify and get noticed While diversity in hiring is one part of the task at hand, promoting complete inclusion within your organisation on every operational level is essential. Businesses adopting innovative diversity business models are reporting huge success and being recognised for it. For example, PwC was named the 2017 LGBTQ+ employer of the year at the British LGBT Awards (with the likes of HSBC, Deloitte and EY vying for the 2018 prize), IBM are the current top employer for women, and Barclays, Santander and Tesco are among those honoured in the Stonewall Equality Index. Receiving accolades like this is not only good for team morale, but also your overall brand reputation which is of the upmost importance. Progression aside, we still have a long way to go to truly achieve what the Equal Opportunities Commission (EOC) strives for, and even the most forward thinking and reputable companies have come under fire in recent years. Facebook, seen to be at the forefront of diversity success in recent years has recently been under scrutiny for having a “predominantly white male workforce” with the release of their annual diversity report showing only minor changes, and the likes of the BBC coming under fire for the pay parity between their male and female actors. It is instances like this that we still need to shout about to ensure we achieve complete gender equality in our time. The EOC is working tirelessly to ensure all businesses, big or small are complying with legislation but this is incredibly difficult to enforce, but we can live in the hope that one day, all inequalities within the workplace will be a thing of the past. Getting the business advantage When the EOC was set up, it was to tackle the issue of gender discrimination predominantly and to offer women the same working rights as their male counterparts. However equal opportunities has now been broadened and backed up by law to provide the same level of protection to other minority groups in the workforce. So today, we have a Race Relations Policy, a Disability Discrimination Policy and an Equal Pay Policy, and great steps forward to achieving total equality. Today, diversity in the workplace is much more than a vital social goal. Forward-thinking companies understand that building diverse teams of employees within their ranks at every level is actually critical to their organisational and operational success. In other words, diversity is not just a business requirement, and it is not just the right thing to do; it is the basis of a powerful business advantage – sparking innovation, creativity and efficiency. To capitalise on the remarkable workplace culture that results when differences in talents, viewpoints and experiences are embraced, organisations should start by developing a clear strategy to embed the search for diversity within their core principles. Manage diversity effectively Your employees should be a true reflection of your diverse customer base. Injecting multiple world perspectives into your teams, attracting and retaining employees who speak a variety of languages, and seeking out individuals from different backgrounds can only enhance your offering. The benefits are clear: a more collaborative workplace, the promotion of innovation, greater synergies with customers and a powerful business reputation. For more information about Sellick Partnership’s own diversity strategy contact our Diversity Champions on firstname.lastname@example.org.
New technology is changing the way we do business every day, and that includes the way we recruit and hire the best people. In the past, it was all about paper CV’s and traditional sit-down interviews. Now job seekers are applying for roles from their phones, connecting with employers over social media platforms like Twitter and LinkedIn, and constantly developing new and innovative ways to secure their dream jobs. Here are some of our thoughts, and those of our specialist job boards on how digital has changed applying for roles Reviews in job hunting may become the norm Employer-review tools like Glassdoor allow candidates to go behind the scene and see what the culture and environments are like at companies. Platforms like this allow ex and current employees to review the organisations, giving prospective candidates a real insight into what the organisation is really like. Platforms like this mean that job seekers can prepare for job-specific interviews and determine whether a company is a good fit before the first interview simply by checking out what other people have said about them. This is a trend we believe will continue to grow, and we expect sites like Glassdoor to become even more popular. Make applying as easy as possible and accessible for all devices Job site CV Library believe that job applications need to be simplified, and digital has really helped this happen. Lee Biggins, founder and managing director said “Nowadays, most candidates want to apply for jobs at the click of a button, which means that lengthy application forms no longer cut it. In fact, our research tells us that job hunters will abandon an application entirely if they feel it’s taking too long to complete. What’s more, people tend to search for relevant jobs on their mobile, whilst on the move. Therefore, employers are under pressure to ensure they optimise their pages for mobile and are as engaging as possible. “Think about the vital information you want to gain from candidates and shape your application page around this. For example, is a long form necessary or will the CV and cover letter suffice? How are you shaping your job descriptions? Are you using bullet points to break up your text? Put yourself in the candidate’s shoes and you’ll stand a better chance of attracting the right people to your roles.” Digital has helped streamline job hunting GAAPweb believe digital has had a positive impact, and is helping recruiters work more efficiently. They said that “one of the biggest effects of digital recruitment technologies for candidates has been the accessibility of a much wider range of relevant opportunities, and the ease with which they are able to access and apply for them. This creates high levels of competition, meaning recruiters have to work harder to compete for available talent and skills. Fortunately GAAPweb, the UK’s #1 job site for accountancy & finance professionals, helps streamline that process for both recruiters and candidates by capitalising on the wealth of data available and applying those learnings through targeted and personalised digital messaging, both on-site and through email. A data-led, personalised marketing strategy ensures that both candidates and recruiters save time and increase their chances of finding that new role or ideal candidate via GAAPweb.” The rise in social media As the go-to professional social network, LinkedIn has played a major role in how we search for jobs and how recruiters find candidates. With a strong profile, you can attract hiring managers and recruiters — bringing jobs straight to your inbox. Using social media platforms like LinkedIn and Twitter allows job seekers to see who they know at each company, and learn about prospective interviewers prior to meeting them — allowing them to vet what the culture and environments are really like. If you have any further comments on how you think digital has changed applying for roles we would love to hear them! Send your comments across to us at email@example.com. Alternatively you can check out more content on the power of digital using the link below.
Monday marked the start of National Apprenticeship Week 2017, which celebrates apprenticeships and the positive impact they can have on businesses and the economy. The first few weeks in a brand new job is daunting for anybody, but for an apprentice, who is likely to have very little work experience, it must be incredibly intimidating. To help ensure your apprentice succeeds in their first few weeks, you will most likely need to tailor your induction programmes and on-boarding processes slightly. Here are some key things to consider when planning the induction programme for your new apprentice. Before the start date There are a few key things you will need to tell your new employee before they start, to make the on-boarding process as smooth as possible. Start time/date – clarify the date and time you would like them to start on their first day. This varies company to company – some like new employees to start later than normal to allow everyone to get settled and set up for the day first. Asking them to start a little later means you can create some space in your diary to dedicate the time you need to making them feel welcome. Access – is it clear what they need to do when they arrive? How do they get into the building, and who do they need to speak to or ask for? Also, if you have any car parking or parking restrictions make sure these are communicated. Working hours – outline working hours for the week. If your apprentice has just left school or college, they will be used to shorter days and potentially more breaks throughout the day. Be clear on hours and any breaks allowed throughout the day. Dress code – provide details of the dress code for the workplace. Where possible, provide examples of what is and isn’t acceptable. Don’t forget to cover things such as footwear and outerwear if this is important to the business. Documents/paperwork – make a list of any documents and paperwork they need to bring with them on their first day such as proof of ID and address and any relevant qualifications. The first day The day has finally arrived – your new colleague is about to start and is likely to be feeling quite anxious. It is really tempting to provide them with a wealth of information on day one, but try not to overdo it. Here are some key things to cover on the first day. Introductions (to the immediate team) – make sure you take the time to introduce your apprentice to their immediate team members by name and also provide a brief overview of their role. Introductions (to the wider team) – briefly introduce your apprentice to the wider team and the business. If you work in a large office or team, try not to introduce every single person by name at this stage. They may feel pressured to remember everyone and feel embarrassed to approach them at a later date if they forget. Introduce teams and departments or divisions. Explain that there will be an opportunity over the coming weeks to meet everybody individually. Desk, computer, emails and phones – spend time explaining how to log in or get access to the work computer. Make sure they have access to emails (where appropriate) ensuring they take notes so they can do this themselves going forward. Determine how familiar they are with typical computer programmes, such as Outlook, Word and Excel – for example, don’t expect your apprentice to know how to use Outlook. Most will be used to using email providers such as Gmail and Yahoo. Also, your new employee might need a quick tutorial on how to use the phone system. Think about things such as whether or not you have to dial 9 for an outside line and how to put a call on hold in case they need to ask a question. Company policies and procedures – most companies will have standard policies and procedures regarding things such as health and safety, email and internet usage. As with any new starter, you should encourage your new starter to read these policies thoroughly, but make sure you explain why they are important. Any prevalent information they need to know should be covered as part of their induction. For example, is there a policy regarding personal mobile phone usage that they may need to be aware of? Office etiquette – depending on whether or not your new member of staff has worked in an office before, you may need to go through some office etiquette guidelines that they may not be aware of. For example, brew rounds, whether lunch times are staggered, whether employees are expected to answer each other’s phones, what the policy is on stationery – there’s a plethora of ‘unwritten rules’ that would be beneficial to outline from day one, to help them start with their best foot forward. Create a timetable – often, new employees can feel overwhelmed with the introduction of new processes, new surroundings and new people so it can be useful to discuss with your apprentice what you expect them to be doing on a day-to-day basis. Establishing a weekly planner for the apprentice can be particularly helpful in managing their (and your) time. As a manager or supervisor of a new apprentice, one of the most important things you can do is manage expectations – not just of the wider business but your own expectations too. Be really clear from the outset of what you expect from them. You may also find it useful to set objectives and outcomes for each piece of work in the short term to help guide them in the right direction. The more time you put in to training and mentoring your colleague the more they are likely to succeed! For further information about hiring an apprentice, read our latest apprenticeship blogs or apply for our very own apprenticeship role.