Letters

first_imgLettersOn 4 Jun 2002 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos. This week’s lettersWhose interests are catered for? Might the current downturn in HR recruitment be a useful point at which tolook at the way in which recruitment agencies charge, as well as the widerdebate about transferable skills in HR (News, 7 May). At present, fees are negotiated between the employing company and theagency. Therefore, the agency’s primary interest is to place a candidate andensure it gets the commission which, in turn, means the agency should always beacting in the interests of the candidates. But the current market has a surplus of suitable candidates and limitedvacancies. Who gets the jobs? Is it the ones who have the qualifications, or isit those who have specific industry sector knowledge? Are their skills really transferable, or is it more accurate to say it isonly possible to transfer skills within the same sector? What this boils down to is that agencies will assure candidates who registerwith them that they will have their interests represented and will be sure tobe put forward for suitable vacancies. Yet there is no incentive for an agencyto do so if it has someone else on its books who stands a better chance ofsecuring the post, and earning the agency its commission. Now is the time to seek a fairer way for the candidate. I would beinterested to hear ideas on this, as it might also be a step towards theresolution of the age discrimination issue. Andrew Galer MCIPDVia e-mail Demand remains strong at the top In HR, as with any profession, the demand for top talent is always fierceand is reflected in salary levels. This is reinforced by the CIPD’s Recruitmentand Retention 2002 research (News, 21 May) which highlights recruitmentdifficulties despite the economic downturn due to a lack of experience andskills. At Courtenay, we are currently finding the busiest strata for HR recruitmentactivity is for salaries ranging from £35,000 to £45,000 and again at themiddle to top end for those earning £65,000 to £85,000 upwards. In fact, although there has been a drop in recruitment overall, it is worthnoting that doors have not closed in the same way as in the recession of the1990s. This must be an indication that HR is now a key player in business strategy,and HR directors can use this period to help drive forward human capitalinitiatives. Jane Robson Director, Courtenay Procedure’s dull, but it still matters I was concerned to read Ellis Watson of Celador International discouragingHR directors from focusing on procedure (Conference news, 21 May). Procedure and process when properly implemented and communicated affect thebottom line. People know what they are going to do, how to do it and what to doif something goes wrong. An organisation risks breaching legally bindingprocedures without HR driving these guidelines. Skills within the business may not be recognised or used, resulting in lowproductivity and high turnover, without even the simplest form of proceduraldevelopment. Procedure is dull, but a necessary part of doing business. Lisa Watt HR manager, Encoda Systems Crass comments merit an apology I trust I will not be alone in saying how crass I found the comments ofEllis Watson of Celador International (Conference news, 21 May). These rent-a-quotecomments reflect very poorly on him. Can we expect an apology? Paul Leigh Via e-mail last_img

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