In this HR news, why more companies are using social media to recruit employees, how customer, Suffolk Coastal Port Health Authority ditched 21 spreadsheets to boost efficiency, and gender pay gap reporting, different emphases in the way in which two large organisations communicate the information to their employees.
Why more companies are using social media for recruitment
A lot has been written over the last few years about the increasing use of social media to reach out to job candidates, particularly younger people.
LinkedIn is seen as the most effective for recruitment, in a 2015 US survey, 96% of respondents said they used LinkedIn, 73% rating it the most effective social media channel followed by Facebook at 14%. LinkedIn is also useful in identifying potential new candidates with appropriate skill sets who may not actively be seeking a new job, known as ‘passive’ recruiting.
Social media is generally skewed towards filling professional / managerial roles but the research showed an increase in manual roles, 55%, also being recruited by social media.
Social media profiles are also often referred to during the recruitment process. The same SHRM US research identified that 36% of organisations had disqualified candidates based on information in their Facebook or LinkedIn profile. However the UK’s Acas cautions employers about bias when viewing candidate profiles on social media, which if detected could lead to an Employment Tribunal for the prospective employer.
Acas also comments that lower skilled and older workers may not respond to social media and a number of different channels should be used for recruitment, not just social .
- It’s generally agreed that making websites and the application process mobile friendly will benefit a wider spectrum of candidate types.
- Many larger companies have built specific recruitment websites which have proved successful in attracting good candidates.
- For SMEs simply posting jobs on their LinkedIn and Facebook pages and on Twitter can enhance their profile and widen the candidate pool.
Freed from the mire of HR management by spreadsheet
As a time and attendance software vendor we meet many customers with surprisingly large workforces still using spreadsheets and paper timesheets to manage holidays, rotas and general HR information. One such customer who came to us recently was Suffolk Coastal Port Health Authority, the organisation was using 21 spreadsheets to manage various aspects of workforce planning and management! A co-ordination nightmare, and with upcoming new GDPR legislation posed potential compliance issues too. Find out how they increased efficiency with our attendance software which also included the optional HR and Employee Self-Service modules. Read the case study
Communicating corporate values – gender pay gap reporting
How companies deal with gender pay gap reporting sends out a message not only to employees but to prospective employees and customers. We’ve taken a look at the pay gap brochures produced for employees by John Lewis and BT plc.
The John Lewis approach
Overall John Lewis’s pay gap is 1.4%. As a retailer the pay gap reflects more women in lower paid roles, 63% are in the lower pay band quartile. At the other end 44% women are in the top salary quartile.
The opening message in the publication is from the Director of Personnel. This is HR taking responsibility and laying out the company plans to improve progression and inclusion. The brochure takes the time to explain the difference between gender pay gap reporting and equal pay as well as how the pay gap is calculated. A member of the team also spread the message on LinkedIn View report
The BT plc approach
BT’s overall pay gap is 5.2%. BT reports 35.3% women in the lower pay quartile but only 22.7% in the upper quartile, very different to John Lewis.
In the publication, BT’s Chief Executive addresses BT employees, this is a message from the top not from HR.
BT acknowledges its male bias in engineering and tech dominated areas such as Openreach and the subsequent male bias in promotion into more senior management roles. View report
BT’s message overall is about increasing the balance between men and women in the organisation, how more women are being brought into tech areas as well as being supported and mentored at work. The message from John Lewis is broader in its approach, ‘unlocking progression for all our partners.’
Agency Workers may be entitled to better benefits – recent EAT ruling
Kocur v Angard Staffing Solutions Ltd, Mr Kocur had been an agency worker at Royal Mail for more than 12 weeks, but was unhappy that some terms of his employment differed from permanent employees.
Mr Kocur was entitled to 28 days annual leave and one hour’s break per shift, only 30 minutes of the break was paid. Royal Mail’s directly employed staff were entitled to 30.5 days holiday per year and a one-hour, fully paid break per shift.
The employment tribunal (ET) ruled that these arrangements complied with the Agency Workers Regulations (AWR) because Mr Kocur was paid a higher hourly rate than Royal Mail’s permanent employees. The higher wage was felt to offset the shortfalls in entitlements. However the Employee Appeal Tribunal (EAT) disagreed. The EAT ruled that a higher hourly rate doesn’t compensate for shortfalls in other terms. In the EAT’s view, each employment term must be assessed individually. Read more on the Springhouse Law website