Building an employment brand: Responsibilities of a HR executive

A great work place is where each one of us wants to find ourselves in. But which is the right place? Your prospective employee will also have this question in his mind. If you want your company name to pop up in his mind, get ready, you have a great deal of work to do - Build an employment brand for your company.

Employee brand is a relatively new coinage but definitely a critical factor, which will help you resolve most of your recruitment hardships. It is all about being a company where people will want to work. And definitely stressing on literally "being a company where people want to work", because unless you have a great workplace you cannot create such an image.

How can a good employment brand help me as a HR?

You will surely love it if you do not have to struggle in convincing your prospective employees about the positives of joining your company, right? Having a brand image as a good employer will help you:

• Keep ahead in the talent war
• Attract and induce the right kind of people you are looking for
• Enhance your ability to get quality resumes to choose from
• Retain your existing employee pool
• Subsequently see a dip in employee turnover
  
  How can I help in building the company brand?

Being in the HR space, you have the most potential to drive the company towards building its brand. Perhaps you should be the spearhead of this project. Before you start, remember that building a brand cannot happen overnight. It is a long term strategy which needs a complete relook at the way your organization works.

So, where do I start? Once you get your top management convinced about your strategy, go ahead with setting your brand objective. Be clear as to what is the employment brand image that you want to achieve. This is the first step and you proceed with your internal strategies and slowly move into external promotional activities.

Encourage your senior management to support best practices in HR :

Value, vision and practice have to start with the key strategy players - the top management. Get their support to implement best HR practices in your organization and you are sure you can head start to create a great work place.

Build a great work place :

If salary is not the only measure of good work place anymore, then what are employees looking for?

• Freedom of work
• Good work culture
• Leadership opportunity
• Recognition for good work
• Learning and career growth
• Flexibility of timings
• Challenges and responsibilities
• Job Security
• Good work life and social life balance

In simple terms, be a good employer and give your employees the maximum reasons to reject another job offer and stay on with you.

Most valuable! Make your employees speak good about you :

Make them feel good and they'll speak good. There is nothing like a satisfied employee who spreads the goodwill of the company by word of mouth. He is speaking from his experience and he is the best brand ambassador you can find.

Help your company develop a space in the recruitment industry :

While calling for resumes, word your advertisement in such a way that you build your company brand on terms of credibility and employee welfare.

Create a public image through PR :

Public relations can help you build a credible brand image through newspapers reports and magazines. Getting listed in those 'best employers' surveys will add a lot of value.

Online strategies like press releases, newsletters, articles are also a powerful media for spreading the word of your company. Have you considered writing for blogs? You can yourself take up the PR job by blogging about your company and its HR strategies. Also make the best out your corporate website.

Resume Writing Tips and Strategies

1. Keep It Focused and Businesslike
A resume should be specific and all business. Don't try to be too smart or too cute. After all, you are asking an employer to invest significant time and money by choosing you over many other similarly qualified people. Employers mainly want to know whether you are appropriately qualified and experienced, and if you have the ability to "deliver the goods."

2. More Than Two Pages Is Too Much
For students, recent graduates, or people with just a few years of experience, try to keep your resume to one page,two as an absolute maximum. Even a resume for someone with20 years or more of extensive working experience, should not exceed three pages. In some cases, one or two "optional"pages can be referred to as "available upon request." These would be such optional annexes as a list of references or an inventory of recent projects and/or publications.

3. Get The Words and Punctuation Right
Make sure the grammar, spelling, and punctuation in your resume are perfect. Any obvious mistakes will hurt your credibility. Also, be sure to keep the language clear and simple. If you draft it yourself, have someone with excellent writing skills do an editorial review and a careful proofread of it. If a professional prepares it for you, such reviews are the responsibility of the resume preparation firm. Use an accepted English language "style guide" if you want to be sure of the finer points of word usage, punctuation, capitalization, abbreviations, etc.

4. Read Between The Lines
Customize the resume to match the stated requirements of the job that you are applying for, without being misleading.Review and analyze the job advertisement carefully. Look for and itemize the key qualifications, skills, and abilities the employer is seeking. Then identify certain key words that are usually repeated in such ads. Make sure that the wording and sequence of points in your resume reflect and address these "corporate terminologies" and"code words" as much as possible. When possible, study the company's annual report and Web site, and weave the themes and terms found there into your resume and cover letter.

5. Make Sure It Looks Good
Use a crisp, clean, simple presentation format for a professional looking resume. Just a bit of simple line work and/or shading, done with standard word processing software will do the trick. If you don't have the aptitude for this,there is most likely someone among your friends or in your office who can help you achieve a professional presentation.If not, seek professional advice. It won't cost much for a good simple layout, but it will make a world of difference to the product.

6. Show What You Can Do Today
Focus, first and foremost, on your recent experience that is most relevant to the position at hand. Less relevant and/or dated experience should be either eliminated or summarized in brief point form near the end of your resume.When reviewing your resume information, a prospective employer wants to know what you are doing now, what you have done recently, and how that relates to the job requirements of the post they are trying to fill.

7. Be A Straight-Shooter
Be completely honest. When people lie or "creatively exaggerate" on their resume, they are almost invariably exposed, sooner or later. Think about it - who really wants to get a job based on a lie(s) and then have to live in fear of eventually being found out? We often read in the newspaper about high-profile folks who get caught in are sume falsehood or exaggeration, and it isn't very pretty.

8. Follow The Instructions
Submit your resume in exactly the form that the prospective employer requests. If they say e-mail or fax is okay, do it that way. However, if they ask for it by regular mail, send it the way they ask. They must have reasons for requesting it in such a form and they are geared up to process it that way. If your resume is to be sent by snail mail, use the complete address that they specify, or it could go to the wrong office, especially in a large organization.

9. Don't Get Lost In The Mail
Be careful to respect certain conventions that the potential employer may require in your resume. For example, make sure that the cover letter mentions the exact name of the specific position you are applying for, and the competition number, if applicable. Sometimes an employer will request that the job title and/or number be printed on the outside of the envelope. You would not want to miss out on a job because you didn't follow minor administrative requirements.

10. Keep The Cover Short and Focused
In the cover letter, don't repeat what is already detailed in the body of the attached resume. It is a "cover" letter.It should be short and to the point. Introduce yourself first, and then briefly summarize why you believe that you have the qualifications and experience to fulfill the duties of the position better than anyone else. Express enthusiasm about the job and the company. Close by stating how you are looking forward to hearing more from them soon,and that you will follow-up if necessary.

The Value of Hiring from Within the Company

When the time comes to fill an open position within your company, one of the most cost-effective and practical methods you can use is to hire a candidate from within the current employee pool. In many cases, there are employees already working for you who are well qualified to fill your new employment openings. Look around - the perfect person for the job may be right before your eyes!

You can start by making sure to communicate with your entire staff when a position is opening up, and let people know that the company is open to considering current employees for the position. Depending on the size of your business, you can ask the HR department to review the skills and qualifications of people who are already employed by the company to see if there are "hidden talents" among the staff. Existing employees generally require less training than new hires do, and a current employee brings a wealth of company experience and knowledge to the job. Hiring a current employee ensures that your "new hire" will already be familiar with the company's policies and business goals. In addition, hiring from within the company can save you a good deal of money just on recruiting costs alone.

When a company hires from within, it has the advantage of being familiar with the employee. Having already evaluated the person's strengths and weaknesses while on the job (and having observed him or her in action over the years), employers are in a better position to know if the employee will be a good fit or not. When hiring from outside the company, however, there is always the risk that someone who appears ideal during the interviewing process will prove a poor fit once on the job.

If the employee is looking for a position that is a step up from his or her current one but still in the same department or general area, the switch will be a relatively painless one. If an employee is looking to make a more significant change - changing the course of their career path by switching to a completely different department and different type of job, for example - then while there may be a learning curve to deal with during the transition, you illustrate your company's commitment to employee development by allowing your staff member to learn while on the job.

A company that demonstrates a policy of hiring from within also fosters greater employee loyalty, which can have concrete benefits throughout the company. Employees at all levels are more likely to challenge themselves when they know that there is potential for future job advancement within the firm. This means a lower employee turnover rate and a higher job-satisfaction rate, both of which are always good for business.

Top 60 soft skills at work

A governing body based in the US, conducted a survey recently. The results of the survey was called the Workforce Profile which found an across-the-board unanimous profile of skills and characteristics needed to make a good employee. The people most likely to be hired for available jobs have what employers call "soft skills".

The most common traits, mentioned by virtually every employer, were:
1. Positive work ethic.
2. Good attitude.
3. Desire to learn and be trained.

Most of the business leaders observed that they could find workers who have "hard skills" i.e. the capability to operate machinery or fulfill other tasks, but many potential hires lack the "soft skills" that a company needs.

Top 60 soft skills
They are applicable to any field of work, according to the study, and are the "personal traits and skills that employers state are the most important when selecting employees for jobs of any type."

1. Math.
2. Safety.
3. Courtesy.
4. Honesty.
5. Grammar.
6. Reliability.
7. Flexibility.
8. Team skills.
9. Eye contact.
10. Cooperation.
11. Adaptability.
12. Follow rules.
13. Self-directed.
14. Good attitude.
15. Writing skills.
16. Driver's license.
17. Dependability.
18. Advanced math.
19. Self-supervising.
20. Good references.
21. Being drug free.
22. Good attendance.
23. Personal energy.
24. Work experience.
25. Ability to measure.
26. Personal integrity.
27. Good work history.
28. Positive work ethic.
29. Interpersonal skills.
30. Motivational skills.
31. Valuing education.
32. Personal chemistry.
33. Willingness to learn.
34. Common sense.
35. Critical thinking skills.
36. Knowledge of fractions.
37. Reporting to work on time.
38. Use of rulers and calculators.
39. Good personal appearance.
40. Wanting to do a good job.
41. Basic spelling and grammar.
42. Reading and comprehension.
43. Ability to follow regulations.
44. Willingness to be accountable.
45. Ability to fill out a job application.
46. Ability to make production quotas.
47. Basic manufacturing skills training.
48. Awareness of how business works.
49. Staying on the job until it is finished.
50. Ability to read and follow instructions.
51. Willingness to work second and third shifts.
52. Caring about seeing the company succeed.
53. Understanding what the world is all about.
54. Ability to listen and document what you have heard.
55. Commitment to continued training and learning.
56. Willingness to take instruction and responsibility.
57. Ability to relate to coworkers in a close environment.
58. Not expecting to become a supervisor in the first six months.
59. Willingness to be a good worker and go beyond the traditional eight-hour day.
60. Communication skills with public, fellow employees, supervisors, and customers.

Can We Train Others To Be Creative?

This question is a 'poser'! Throughout my life, I never thought for one minute that one could 'train' people to be motivated, positive, kind, polite, respectful, creative, innovative, and so forth. These are intrinsic qualities people have or do not have.

Sometimes, it is qualities they did acquire throughout their life due to circumstances, environment, and experiences, but it usually takes them many years to acquire, if these are not part of their nature and early upbringing.

One can teach them to 'demonstrate' kindness, politeness, and respect, and maybe pretend to be creative and innovative (by stealing other's ideas). We must always remember that we train people to have them perform a task or demonstrate a certain behavior. If they 'demonstrate' a behaviour this does not mean that this is part of their nature, nor of their psyche. However, based on my personal experience with others, whether in private life or as trainer, instructor, coach, or consultant, I discovered that some people do have such qualities which they 'stifled' due to difficult circumstances, never daring to bring them out in the open.

Through guidance, coaching, and leadership, we can indeed impact others in such a manner as to encourage them to bring to the surface and to outer expression the gifts they were born with, to use and develop their potential. We can gently get them to shed off their protective shell and amorphous personas with stimulus and courage, and let the juices of creativity flow. We can help them realize their value as 'intelligent' human beings, who can contribute something uniquely theirs.

We coach, guide, and lead by example, prod and encourage, offer support, open the doors to what's possible, and we give easy to understand examples.

After preparing this creative setting, and sharing with them personal examples, as well as the examples of others (individuals, groups, and companies), we begin bringing back the subject to our immediate interest: the organization and our area of work.

We select (for discussion) one or two facets of the operation. We analyze these, with input from the group. We ask if the status quo is the best way it can be done or if the organization, or 'we people', can improve on this.

We (trainers, facilitators) present at least two different proposed improvements, and ask the group to join in and suggest alternatives no one maybe yet thought of (way to improve service, operations, work procedures, product quality, customer satisfaction, sales, savings, or profit).

We, ourselves, speak with excitement, so we can communicate it to the group. We treat the people we speak to with respect and as equals. We create an environment in which 'we all', as a team, plan to find better solutions.

We begin seeing their interest perk up, their eyes sparkle. We can almost see many thoughts racing through their minds. We ask a few, by name, to share their thoughts with us.

Once we break the ice with one, two, or three, of the group, and get them to present ideas, we sense that all the rest now want to pitch in. Sometimes, we cannot contain the rush of thoughts and have to begin establishing some order. When individuals propose something, we ask the group what they think and who is ready to comment on this proposal. We ask who else has a proposal 'we can learn from'. We get a dynamic discussion going.

From 'presenter' we now turn into 'facilitator' and 'leader'. Each suggested proposal is given importance, analyzed by the group to see if it indeed offers additional value to the operation and/or to customers.

We sense the excitement and high motivation in the group. We go one step further and ask someone to come to the whiteboard (or flipchart) to write down the different ideas presented.

We regularly express our appreciation for their contributions. We wonder aloud at their creative thinking. We ask them how all these valuable ideas could be practically implemented.

We gently make sure that whoever speaks is not interrupted or derided by others, however impractical the idea presented. We (ourselves) find value in each contribution. We engage people in a respectful conversation about their idea(s).

In such a session, we turn a roomful of listless and cynical supervisors (and/or employees) into a highly motivated and creative team, working towards one objective: How to come up with ideas to improve operations, the organization, service, etc.

Please note that this is 'not' a training session to teach creativity, but is a dynamic exercise in creative thinking, which we, ourselves, lead like a maestro. The participants are the members of the orchestra who will realize the 'production' we want.

In such sessions, we often discover ideas we and all of management never thought of. Participants too are amazed at their individual gifts and collective power of thought. It gets them excited. It also give them the opportunity to demonstrate their value as individuals and be acknowledged for this.

Following such a session, we continue receiving more ideas from the individuals in our group. We can keep this up we honestly discuss the feasibility and practicality of each idea presented, explaining why some cannot be implemented. We critique, but do not criticize.

We have to show that we did take their contribution into serious consideration, and appreciate it sincerely.

The purpose is not only to create a dynamic discussion, but to follow through on this. It must have meaning which relates to them.

I cannot think of any other way to lead people to think creatively. If you do, please share with me, but make sure it is based on actual, successful experience.

We cannot 'train' people to be creative. We can only lead them by personal example (we give them clear examples of 'our' creative thinking) and examples of others, as well as guide, coach, and inspire them.

All this is easier said than done because not all supervisors and trainers are 'creative' themselves, or capable of leading and inspiring.It is not only a matter of quality, but intelligence, sensitivity to others, experience, and sawy.

This is why we should always focus on training and coaching supervisors (and trainers). Their performance in this area does not depend on their reading, nor on college degrees. It is much more refined. We are asking one person to affect the mind and innermost soul of others.

Such supervisors and trainers must not only be intelligent and sensitive, but have a sincere desire to help others succeed. They must not be driven by personal agendas and selfish interests.

This is why it is so important to choose trainers and supervisors most carefully and, once hired and/or promoted, to offer them full training support, whatever the cost. It is always wiser to promote 'after' such training will have been provided.

Believe it or not, I wrote the above on a pad while sitting at a coffee house on the beautiful Vancouver beach front yesterday. Wish you were all here so we could discuss the points made.

One thing more, which needs to be said again: Employees are not robots we can command with pushbuttons. They are led by generals (supervisors) . We must concentrate on supervisors before demanding a certain behaviour from the rank and file.

Researching The Company - Know Who You Want To Work For

A career in the hospitality industry can be an incredibly rewarding experience. Not only will a hospitality job provide outgoing people with an excellent chance to broaden their horizons through the people that they meet, there are always opportunities for growth and advancement within every niche of the industry, whether you choose a hotel job, a restaurant job, or any one of the other dozens of possibilities available. The key to a long and satisfying career within the industry is careful selection of the company that you choose to work for.

Businesses that cater to providing services to people out to get away from the grind can have a wide range of employee satisfaction. It is very possible to find the right fit for your career conditions through a simple research process.

Pinpoint Your Perfect Employer: The Research ProcessThere are several areas in which a job seeker can look for information that determines whether or not a specific company is right for them. Dave Fischer, who has worked in management positions in several restaurants and now runs a consulting firm which caters to resort jobs, suggests the following list of criteria when looking for the right hospitality job:

1. Are there possibilities of advancement within the company?
2. Determine how the company advances their employees. Is seniority or work ethic and skill the deciding factor?
3. Does the company have a good record when it comes to employee retention?
4. What kind of benefits does the company offer to long-term, full time employees?
5. Does the pay scale reflect industry standards?

"I have found the companies that can offer examples of employee advancement, that reward their long-term employees with better-than- competitive benefits and pay scales, and that base promotions on ethics and understanding rather than on seniority have the most satisfied employees," says Fischer. "These employees tend to make the business their career."

Conducting Research: Where To Look
There are several places that prospective employees can look when seeking the answers to their questions. Each option offers varying degrees of reliability and quality of information, but taken as a whole they will provide a job seeker with a good idea of the big picture as far as company/employee relations.

1. Word of Mouth
The first step in any process, including searching for that perfect foodservice job or other hospitality job, is to work your contacts. Most people within the hospitality industry will have contacts in various places of employment; make sure to check with your friends and acquaintances to see how they and their co-workers are treated at the company you are interested in.

2. Public Records
Another great place to find information on companies are public records. This includes resources such as the Internet and other forms of media as well as local records from Better Business Bureaus and Compensation Boards. These sources will let job seekers know what type of customer service the company provides, and how busy the company is. Most hospitality job holders will tell you that the busier the company, the better the job.

3. Interviews
A lot of potential employees seem to forget that their interview is just a much a tool for their use as it is for employer," says Darren Parsons, owner of Ric's Mediterranean Grill. "The interview is probably the best spot for a potential worker to find out all that they want to know about the company and their spot in it, both for the present and the future. What's more, hiring managers are more likely to hire someone who has an interest in the operations and history of the company. It works both ways." Make sure that you are prepared not only with the answers to questions during your foodservice interview or your hotel interview, but also with some good questions of your own!

Good Research Will Lead To A Great Job
The old adage "the more you put in, the more you will get out" seems to hold just as true for finding a job within the hospitality industry as it does everywhere else. Job seekers who take the time to do a good background check on their potential places of work are not only likely to be happy at their positions, they are also more likely to be hired. From the start of the search right through to the interview questions, gathering information is vital to a long and happy career.

Beef Up Your Resume - Don't Let Lack of Experience Limit Your Success

Kathy Broughton had worked in customer service most of her life, but never as a hotel front desk clerk. She had experience as a barkeep, server and retail sales clerk, but no specific training in an industry that interested her. When the opportunity arose to apply for a job at a local hotel chain, she was concerned her lack of specific experience would hinder her chances of landing this hospitality job.

After taking some industry-related courses, she faxed her resume in response to a newspaper ad, then was called for an interview and was working three days later.

Her secret? "I stressed my customer service on my resume, and they took my experience as a plus. I knew I had the personality and qualifications to do the job."

Just Starting Out?

Being new to the hospitality industry isn't an automatic "don't call us, we'll call you." There are ways of tailoring your resume to get that all important interview, even if you're new to the business.

Your objective needs to be really clear, advises chef-consultant Gary E. Miller. "If you don't have the resume to back it up, you must say up front you really love the restaurant industry, you have spent some time in the business, you have the interest and a willingness to learn."

Quite often, he adds, applicants don't have relevant experience, especially if they're applying for a starter job in the restaurant industry. But he doesn't see this as an impediment to advancement.

"I'm a huge believer in attitude over aptitude. Tremendous attitude has it over the person with a world of experience who thinks he can change the world. I want someone who does what I ask and can do it well."

Focus On Your Skills: Quantify What You've DoneEveryone, says recruiter Peter Shrive, a partner with Cambridge Management Planning, has work experience. Summer jobs, assignments, coop placements, part-time jobs, internships all count. "Almost anyone has skills that can be marketable," he says.

He offers the example of a student who might have run an ice cream stand. How would that person describe her job experience on a resume? "What you did was purchase raw materials, planned inventories, dealt with 31,000 customers, grew sales by X%, generated Y% in profits, managed banking, handled cash transactions, honed customer service skills, arranged for repairs, located and hired staff, worked with the owners." Suddenly, that summer job sounds very relevant to a position in the hospitality industry.

Shrive also advises job seekers to quantify previous experience on their resumes. You weren't just a server working in a particular restaurant. Include on your resume how many customers you served in a day, how many bills you managed daily, how many receipts you gave without mistakes.

"Servers have to remember all the specials, have to be able to tally the bill properly, have to be able to carry all those plates. These are marketable skills," he says.

Mind The Gaps

Gaps in your resume can be inevitable if you're switching careers or have taken time away because of maternity leave, illness, traveling, or periods of unemployment. To a prospective employer, though, gaps can become red flags, so they should be handled carefully. If the gap was legitimate, be honest. If you were unemployed, explain what you did with your time and what types of jobs you applied for. Backpacking in Europe, however, suggests irresponsibility. In that case, Shrive advises you talk about the opportunities you took to study hospitality trends, comparing restaurants or studying customer service in different countries.

Tips For Beefing Up Your Resume

1. Start with a strong "functional" resume.
2. Lay your cards on the table. Let the employer know if you lack specific experience, but that doesn't mean you lack appropriate skills and an enthusiasm for the hospitality industry.
3. Make up for your lack of experience with a knowledge of the industry, plus specific knowledge of the establishment to which you're applying.
4. Emphasize your skills, not your places of employment.
5. If you've worked in one job for the past 10 years, don't assume this is the only job for which you're suited. Job skills are transferable.Let's say you want to move from a front desk job in a hotel to a different hospitality sector. Talk on your resume about how you've honed your customer service skills, developed your money management, learned computer skills, increased international skills, enhanced your local knowledge.
6. If you've jumped around from job to job, be prepared to explain why. Employment instability can be a red flag, especially in a high turnover industry like hospitality.
7. Instead of listing your months of employment, use years and consider not listing every job you've held unless it's relevant.
8. Trying to shift careers? Research your new industry and tailor your resume accordingly. If your number one skill is people handling, then look back at your career and find the top examples of customer service experiences.