Welcome to People Vision's March 2008 Newsletter.

A few of our clients, concerned about the shaky economic climate, have been contacting us to assist them in "right- sizing" their business. Put bluntly making redundancies. If you are head-count heavy and need help in this difficult area, please give us a call.

Although some are making redundancies, my colleagues in recruitment inform me that executive recruitment has not yet been affected so therefore: This month's topic is on "Executive Induction".

When a new executive first joins a company it’s all too common for them to be left to their own devices as their new employers assume they know the ropes. Often, it seems that people do not want to insult a senior figure, or are too nervous to suggest that an induction may be necessary.

If this sounds familiar then alarm bells should be ringing. As a company, you have invested a huge amount of money finding and employing this individual. Recruiting an executive is likely to have cost you upwards of twenty five per cent of their annual salary - no laughing matter.  It is imperative that any induction is thorough, and the level of induction should reflect the job position – the more senior the role the more important the induction needs to be. This isn’t hand-holding, it’s just common sense.

So what do we recommend? Here are some key suggestions that should be considered if you want to ensure that, once you have found the right person, they feel comfortable and are successful.
 
Any induction at senior level needs to be focused around three key points. Employers firstly need to make sure that the new executive understands the whole business, from parking bays to business plan. Secondly they need to understand their departmental objectives, and lastly they need to be totally comfortable with their management responsibilities – who they are managing and the objectives they have for their team. This may sound simple but expectations can vary radically from organisation to organisation.

‘On-boarding’ is an Americanism that many people use to encapsulate this process. This is really all about proactive, supportive induction. There needs to be quite a robust meeting schedule put together during the first twelve weeks of the start date. Meetings need to be between the new employee and carefully selected team members within the company and spread out over a twelve week period.

At the end of the induction schedule the new executives will be in a position where they understand precisely what their job requirements are, how they contribute to the business and their targets: short, medium and long term.

However, it doesn’t end there. Someone needs to be making sure that any new executive is on the right track for at least the first six months. Many companies adopt a mentoring scheme to help new management find their feet. This process depends on the size of the business and the induction culture that exists within it. But, human resources should encourage this and make it as simple as possible for all concerned to buy into the idea.

Coaching is also a useful tool in the induction process. During the first three months it is becoming increasingly fashionable for an individual to have a personal development plan created for them with the help of a designated coach. This can help them to measure their own progress and speak freely about any issues. The person responsible for delivering the coaching should not be their new boss, but someone who can impartially support and guide them. It has to be an independent relationship.

Don’t forget, your company has invested in this individual. Human resources need to act as an enabler in their induction programme. They can create and support the process, but it is up to senior management to make sure it happens, and happens consistently.

Alyson Pellowe

 
Employment Law Update

What's new?

Corporate Manslaughter and Corporate Homicide Act 2007

• This Act will come into force on 6 April 2008 (save for some provisions in relation to deaths in custody)
   
• It seeks to make the offence of corporate manslaughter easier to prove
   
• An organisation will be guilty if the way in which its activities are managed or organised causes a person's death or amounts to a gross breach of a relevant duty of care owed to that person
   
• If convicted the penalty is an unlimited fine; because the new offence can only be committed by an organisation, imprisonment would not be an appropriate penalty
   
• The court may also order the organisation to take steps to remedy the management failure
   
• A company's directors and managers could also be prosecuted under the common law offence of manslaughter by gross negligence
   
• The Act makes it all the more important that an organisation carefully considers and deals with its health & safety and environmental obligations and documents all steps taken in this respect

Clare Wheeler                                           
Associate                                                  
Penningtons Solicitors    

                                                                             

Specialist advice should be obtained before taking, or refraining from taking, action based on comments in this paper, which is only intended as a brief note.  If you require specific advice on any employment related matter, please contact a member of the Penningtons employment team. 

Human Resources Excellence Awards 2008

"Green HR!"

"Check your carbon footprint!"

 People Vision Recruitment

Need help recruiting the right candidates? Why not give us a call and we can help. To date we have filled roles ranging from 27K to 250K pa.

Please check our web site www.pvhrcareers.com
or
 Call Keith Corbin - 0870 241 6383

Read the article about us here
 

"Different Team Building Experiences from PVHR"

What about having a go at an "Off Road 4x4" team building event. Test your driving skills in a 4WD on an off road site and on a wooded course.
You will be marked on accuracy, confidence and speed. Any scratches on the vehicle will be paid for in points or cleaning!
This is a stress busting event and provides an energising challenge.

For details contact info@pvhr.com

Useful Books

This guide contains all the do's and don'ts needed to make meetings successful including chairing, controlling discussions and use of minutes.

"This is a no nonsense reminder of the rules, a must read before your next meeting!" Alyson Pellowe

This book contains all the questions that every employer needs to deal with. This is an accessible and concise "on the job" companion and it offers expert guidance on all types of "people" issues.

"An invaluable guide to the many facets of Human Resource administration "Alyson Pellowe"