The employer’s view

All sensible military commanders would consider the point of view of both enemies and allies when making their plans. It is similarly sensible to look at the job hunt from the angle of the other very interested person involved: the employer. This amalgam of comments and experiences described by several employers drive home the point that this is a very personal business – an agreement between you and them. Let us imagine the process from inside the head of an employer …

‘I need a widget maker right now because Charlie has suddenly left, and I need one who can do the job as soon as I employ them. I don’t really care where they come from as long as they can hit the ground running.

‘I don’t care if they’ve been in the Armed Forces as long as they don’t shout at other people and can do the job without a sergeant-major standing over them.

‘I know we’ve got to follow company recruitment and selection procedures. But I need that job filled or I won’t look very good when they consider the next promotion. Every day that I’ve only got three widget makers – and I’ll be down to two soon because Maisie is off on maternity leave – my profits fall and there’s nothing I can do about it.

‘I wish I hadn’t thrown away that speculative letter and CV I got last week from that bloke. He’d have been ideal for the job. I’ve asked around friends and family to see if anyone knows a widget maker looking for a job, but no joy yet.

‘I’m due to go on holiday in a month. My wife’s booked it and the children are looking forward to it. But I can’t leave the department without adequate cover. If I can’t get a replacement in time, she’ll have to go alone. I’ve already had to cancel the training I’d organised and I can’t leave us short-handed for two weeks without output falling and my job being on the line.

‘Big trouble. The widget section shortage is now starting to delay the whole production schedule, and it’s getting noticed. I’ve used up all the stockpiled components and we’re soon going to have to buy them in from competitors. The managing director isn’t going to like that one little bit.

‘Personnel have come up with a shortlist of six candidates for the job. They’ve all been through the initial sift, although I sometimes wonder how efficient that is. I mean, it’s all very well checking the qualifications but what I want is someone who can do the job.

‘They want them each to have a one-hour interview, a tour of the plant and an informal meeting with the production director. That’s a whole three days spent on selection. More wasted production time. I really hope we can get the right person this time round.

‘Three likely lads and lasses, two idiots and one who spent half the interview telling me that the way I run my department is wrong! No one is absolutely ideal but it’ll be hard to choose between the three who fit about 85 per cent of the job description. Now we’ve got to balance age with experience, qualifications with employment history, easy compatibility with drive and energy.

‘Whoever we choose, it’ll be on a long probationary period or a three- or six-month contract so that we can get rid of them easily if it doesn’t work out. And we’ll start them on a lowish salary – we can always raise it quickly but it’s hard to reduce it.

‘After weeks of hassle, we’ve got someone in place who can do the job. Production volumes are restored, my boss is happy and my wife is speaking to me again.’

Never forget that employment is a two-way process. You may need employment but they also need the employee. Give them every reason to select you … and they will.

This month we talk with the Career Transition Partnership about the ten-year resettlement contract that started six months ago. We then look at the vast area of human resources and their management, and the even bigger one of distance learning and how to access it. Other potential employment fields covered in this edition include nursing and allied professions, close protection (a firm favourite for many Service leavers), and the prison and probation services.

In skills terms we also provide an insight into project management, health and safety, and the increasing demand for freight transport managers and drivers. Modern regulation and consumer demands fill all these areas with job opportunities for the ambitious Service leaver. As well as our monthly ‘Hands-on’ building trades feature, our ‘Despatches’ round-up, ‘Factfile’ and a look at England’s north-east complete a full magazine.