UK worst G8 country for youth unemployme

UK worst G8 country for youth unemployment, behind only Spain & Greece, says @WorkFoundation http://ow.ly/hfEnD

CEO admits media pressure forced Goldman

CEO admits media pressure forced Goldman Sachs to ditch bonus plan http://ow.ly/hbg4f #davos #talentmanagement #employerbrand

Encouraging news for #graduaterecruitmen

Encouraging news for #graduaterecruitment according to @AGRtweets salaries rose by 4% and vacancies will be up by 9% http://ow.ly/h7fy5

Good read http://ow.ly/h7fjj Smart emplo

Good read http://ow.ly/h7fjj Smart employers know they must articulate the “why” if they want their #employerbrand to work #talentattraction

Where am I?

Announcement from 4MAT, Thursday 26th July:

4MAT announce that Andrew Soane has joined the business as Client Development Director.

4MAT is a full-service marketing services agency that provides websites and digital marketing to recruitment consultancies and corporate employers.  Clients include Aspire Global Network, Capita, SThree and RWE npower

Andrew is a well-known industry figure, with over 20 years’ experience in the employer branding and recruitment marketing sector. He has held a number of account management, sales, general and strategic management roles, with agencies such as TMP, Bernard Hodes Group, Barkers, Penna and most recently SAS.

Andrew joins the executive team at 4MAT, and will be responsible for client development, service and strategy, and – working closely with James Saunders, Managing Director, Claire Davidson, Operations Director, Gareth Jenkins, Head of Development, and Philip Jones, Technical Director as well as the wider 4MAT team – for developing the business’ offering.

“Over the last 13 years, we’ve built a successful, profitable business in the digital recruitment arena,” says James Saunders, Managing Director. “We’re already the leading recruitment marketing provider to the recruitment sector, and now we’re developing our offering to the corporate sector. Andrew brings with him considerable knowledge and experience, and we’re excited about how he’ll complement the skills and expertise we already have”.

“Talent attraction is all about digital, social and mobile”, explains Andrew, “so this was a fabulous opportunity to join a business that specialises in those areas. 4MAT have an excellent track record in this space, and I’m looking forward to working with the team and their clients to develop and grow the business.”

What lessons can we learn from the G4S London 2012 furore?

After two or three days of hiding in the metaphorical cellar, while the political and media hurricane raged about them, G4S have finally come out with the kind of response that they should have done a few days ago.  That they chose to wait, hoping that it would blow away, is no surprise; I’m certain that is exactly what they were advised to do by their PR advisors.

Mind you, I’m sure the delay in their response, and their initial (underwhelming) announcements, have only added to the strength of feeling being voiced in the media, and across the social mediasphere.

For anyone watching BBC’s Breakfast News this morning, they might have been surprised by the tough time that the normally mild-mannered Charlie Stayt and Louise Minchin were giving G4S CEO Nick Buckles, who duly explained that G4S is “disappointed, embarrassed, and sorry”, which more or less echoes the company’s latest statement released late yesterday.

Yesterday’s statement (and Nick Buckles uneasy interview) go an awful lot further than the low key announcement the company made on Thursday, saying that it understood “the Government’s decision to bring in additional resources”, which clearly didn’t go anywhere like far enough.

Regardless of how successful (or otherwise) G4S’ media and crisis management strategy has been, as a recruitment, talent acquisition and employer branding professional, what I’m really interested in finding out is whether there are any lessons to be learnt from G4S’ failure to deliver.  (So, I suspect, is the board of G4S, given the £10m – £20m of contractual penalties they face on this contract, not to mention the likely impact on future potential contracts – Surrey and West Midlands Police forces  have already shelved plans to outsource a large portion of their middle and back office functions since the furore began last week).

Not being funny, but with unemployment topping 2.6m, including record levels of student and graduate unemployment, how difficult could it have been exactly to have recruited 10,000 people or thereabouts, to be part of the ‘greatest show on earth’?

Well, according to G4S, very.

Indeed, the company has described it as an “unprecedented and very complex security recruitment and deployment exercise”, during which it has “encountered significant difficulties in processing applicants in sufficient numbers through the necessary training, vetting and accreditation procedures”.

Except that G4S is the company that just 2 months ago, won the award for Best Global/International Recruitment Strategy at the 2012 Recruiter Awards for Excellence in HR. (No, I’m not kidding).  In its press release, G4S credited the win on its highly innovative and effective direct resourcing strategy that “has been achieved through the application of innovative technological recruiting solutions which match our business requirements”.

Oh dear.

Once the leadership team at G4S have finished wiping the egg off their faces, they will clearly turn their attention to finding out exactly what has gone wrong, along with the Commons Public Accounts Committee which has summoned G4S, two government departments and 2012 organiser LOCOG to answer questions in September.

When they do, I suspect they will find that all sorts of issues have contributed to the situation, including the decision by LOCOG to increase the number of required hires three fold, a year into the contract.  But above all else, I suspect they will find that it’s not been managed in a sufficiently robust and joined up way, and that the project has lacked clear pipeline management processes (in spite of those innovative technological recruiting solutions that G4S boasted about until so recently).

I hope that in due course, we can all learn and understand where it’s gone wrong.  That will be essential to the outsourcing and recruitment industry – in particular those organisations that work on large government contracts.

But in the meantime, I hope that we can all look forward to a fantastic, but above all safe, London 2012.

“Jobsite invents Twitter based recruitment”. Allegedly.

OK, strictly speaking the article that appeared in the Evening Standard on Tuesday 23rd June didn’t actually say that Jobsite invented Twitter based recruitment. But it might as well have done.

The headline actually read “Recruitment by Twitter as job search goes online”. That was in the print version. The digital version was slightly more reserved “Twitter launches job recruitment service”. I guess it would have had to have been a bit more reticent. Online readers are more likely to know that job search had gone online.

But either way, the content in both articles was the same.

It’s a new service that has been launched by Jobsite. It’s been a huge success. And my favourite bit. Gary Robinson of Jobsite (sorry Gary) explaining that after Facebook, “this seemed a logical next step” and that he “has no doubt it will soon be commonplace to find a job through Twitter”.

Blimey, talk about crystal balls.

To be fair, the article does say that Jobsite “is one of several firms offering recruitment via Twitter”. Which is true enough. It’s one of several hundred (thousand?) firms doing it. But then, it doesn’t mention any other by name, just Jobsite.

Perhaps more cynical readers might assume that this omission could in some way be related to the fact that both Jobsite and the Evening Standard are owned by DMGT. But I couldn’t possibly comment.

I’m at pains to point out that I think Jobsite is a great site. And it absolutely has a role to play. But let’s not pretend that they’re breaking any new ground here – in this instance, they’re treading a pretty well worn path. One hopes that media planners, resourcing professionals and HR teams aren’t taken in by this kind of nonsense, but if they are, my agency (and indeed every other credible, digital recruitment specialist or recruitment advertising agency) would be happy to help them unpick fact from fiction.

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