How to be an ethical leader in 6 steps

Do you want to find out how to be an ethical leader in 6 steps?  Do you want to be a leader who inspires your team to make ethical choices or be the one in the news for your bad ethical failures?

How to be an ethical leader

Ethical Leader

How does one be an ethical leader when surrounded by a lack of organized standards of behaviour and training, a lack of accountability and not enough positive role models?  When you find yourself surrounded by individual leaders ignoring organizational values and industry codes, lacking self-control and following the crowd, how do you stand out from it?

 

Will you put your ethics before the bottom line?  Doing this will make your team loyal and ethical in return.

 

Steps to take to be ethical

These are 6 steps you can take to define the ethical standards for yourself and your organization and how to put these into practice.

 

  1. Know Your Personal Values

What standards of behaviour are really important to your company?  What specific values do you admire in certain leaders? Do you identify with those values?  Would you still live by those values, even if they put you at a competitive disadvantage?

You need to answer these questions and decide if you follow your own personal values as well as your organizational values.  Good leaders do.

 

  1. Define Your Organization’s Values

As a leader, people will look to you to set an example in ethical leadership.  To do this you must know your organization’s values, so that you can incorporate and live them in your day-to-day business.

Ethical companies uphold the highest standards and are aligned with their core values.  They have clear rules about the behaviour expected of its people that are specified in the organization’s mission and vision statement.

You need to communicate these rules clearly to your team members.  When people understand why ethical behaviour matters, they will more likely behave accordingly.

 

  1. Define the behaviour

Once you have defined your organizational and personal values, you can create the right environment for your team and your organization.

Being a good role model is the best way to do this.  The people in your organization will ‘follow your lead’, and do as you do.  By being a good role model you set an example for others to follow.

If one of your values is honesty, ensure that you demonstrate this by being transparent with everyone around you. And if your company values free speech, make a point of allowing your team members to openly communicate their ideas.

Once you have defined the good behaviour, let your people know the consequences of behaviour that doesn’t follow the corporate values, or behaviour that breaks the rules. This is to remind people of the standards of behaviour that is expected of them.

Rewarding, or appreciating people who consistently act according to the company values is important too.

 

  1. Identify Ethical Dilemmas

Some ethical dilemmas you face in the workplace are not totally obvious, such as if a colleague is dishonest about the performance of a project.  How do you identify unethical behaviour in your organization?

Some situations seem to attract ethical dilemmas such as promotion, hiring, firing, purchasing and bonuses.  You need to be aware of your actions and behaviour when in these situations.

If a situation makes you uncomfortable, or goes against one of your core values or beliefs, stop and think things through rationally before proceeding.  Listen to your conscience, it will tell you when something is wrong.

 

  1. Address Ethical Dilemmas

Now that you have recognized the ethical dilemma, you have to decide what to do about it.  This is the difficult part.

There are various ways to respond to an ethical dilemma:

  • Prepare in advance. Consider how you would handle an ethical dilemma, and be prepared to do so in reality.  If you had to respond immediately, be ready to do so.  Getting team members to recognize and prepare for ethical dilemmas of their own can also be helpful.
  • Take the time to investigate and assess whether someone has behaved unethically before taking action.
  • Revisit your decision before you act. Before you do anything ask yourself how you would feel if your actions were made public. Would you be proud of what you did? If not, reconsider your decision.
  • Get advice. The most senior leaders take advice in difficult situations, so get input from others to help you assess a situation more rationally.  This can help you reach a better-quality decision.
  1. Be Courageous

Ethical Leader - courageTrust yourself and your instincts in uncomfortable situations.  You will find yourself having to act on decisions that you know are right, but they will have unpleasant consequences.  If you calm your anxiety and look logically at the situation, your instincts will often guide you in the right direction.

 

Doing the right thing

To be an ethical leader means doing the right thing.  This means that you need to make hard decisions and even be unpopular with those who follow you.

You need to set an example for those you lead.  Having values defined for your organization will help you keep on track.  These values and your instincts will lead you through the ethical dilemmas you will face.

Lead and inspire those around you by being honest and always do what is right.

 

 

Source

  • mindtools.com

 

Now trending: The Employee Experience

Employee experience is a hot topic on the web, in the press and on the airwaves. Not to be confused with company culture, employee experience also takes the technological and physical working environment into account.

Put simply, the idea behind creating a great employee experience translates into providing the right tools for the job and creating a place or environment that inspires employees.

Employee ExperienceIn considering all things related to the employee experience, I was reminded of my experience at an excellent conference I attended in Boston in 2013.  ‘Inbound’ is an increasingly popular marketing conference, hosted by Hubspot, and attended by more than 10 000 delegates annually.  Their lineup of speakers include the likes of Seth Godin, Ariana Huffington,  Alec Baldwin and more. (As an aside, this year’s conference will see Brene Brown, Elizabeth Gilbert and Michelle Obama as keynote speakers at Inbound 2017).

Going back to 2013, one of the talks was about how people perceive far better value when they purchase experiences as opposed to purchasing material goods. The presentation was delivered by Elizabeth Dunn one of the co-authors of the book “Happy Money – The Science of Smarter Spending”.

The book explains how your money can actually buy happiness if you follow certain principles.  Spending on experiences, or on others, always trumps spending on stuff. The authors go on to say that the five principles explained in their book can also be used by “companies seeking to create happier employees and provide happier products to their customers.”

At this point you may be asking what on earth this has to do with HR or the employee experience, so let me explain.  Firstly, Inbound marketing is all about digital transformation. Companies who are adapting to take full advantage of the digital era are embracing digital throughout the organization.  This now includes the Human Resources Department.

According to Forbes “Digital and consumer marketing are permeating new ways of recruiting, working, learning, and engaging employees.”

So the whole digital disruption or transformation has now permeated into the HR department seeking to optimize the work environment to ensure that employees are fully engaged.  More and more companies are realizing the benefit of providing the employee with a great experience and not just a salary cheque at the end of each month.  Companies are increasingly improving their workspaces to help create better environments that people enjoy working in.

Over and above the physical environment, companies have recognized that the tools that people use have become quite a personal choice.  If you use a tool that you are most comfortable using, you are likely to produce a better product.  Thus the era of companies standardizing on certain hardware and software seems to be coming to an end.

We see this as an essential step forward in the workplace and fully support the move towards better experiences all around.  Has your company made any moves in this direction? Please share your thoughts and experiences with us in the comments box below.

Sources:

  • Happy Money Elizabeth Dunn, Michael Norton
  • Forbes

 

Succession Management: Are all managers leaders?

In an organisation, there can be leaders that aren’t managers and managers that aren’t leaders but in modern society, organisations should be employing managers that can lead their subordinates at each level of the organisation and by employing successful succession management to equip employees with potential for management positions to be leaders.Succession Management: Are all managers leaders?

There are a few differences between leaders and managers. The goal should be to employ managers that are leaders throughout all levels of the organisation.

Leaders vs Managers?

A leader is someone that motivates and inspires people to work together and align to achieve a common purpose. Leaders set a directive and create change in an organisation.

A manager performs the functions of management and managers the change created by leaders and deals with complexities within the organisation. The functions of management are planning, organising, leading and control.

Leading and management in an organisation share one thing in common – they both aim to achieve a specific purpose through others.

The 4 management functions and leadership

Planning: A manager implements and creates strategic plans to achieve organisational objectives and set goals to figure out the best way to achieve new strategy and direction for the organisation. A leader needs to plan to align people, culture and values in order to achieve these objectives and goals.

Organising: This task leads to the development of the organisational structure which serves as a guideline for employees to understand how activities in the organisation are divided and how resources are allocated. A leader is able to organise people and resources by dealing with change accordingly, finding new opportunities and capitalising on the strengths of the organisation.

Leading: This is “a social process of influencing people to work voluntarily, enthusiastically and persistently towards a purposeful group or organisational goal.” Managers are able to lead by having a vision and inspiring people to work toward achieving that vision. Managers that are leaders are able to choose other leaders that buy-in to their vision and lead their own subordinates in the direction of that same vision.

Control: This management function makes sure that the organisation is on the right course to achieve its goals for the organisation and implement corrective action when plans are steering off course. Managers that are also leaders are able to control human resources more effectively as people are more willing to be controlled by a great leader. Leaders are also able to communicate gaps in actual and targeted performance while maintaining respect from their subordinates and creating change to achieve performance standards.

John W. Gardner identifies 9 tasks of leadership:

If you want the managers in your organisation to be effective leaders, here are some of the tasks they should be able to complete as stated by John W. Gardner

  1. Envisioning Goals: Leaders have visions which they share with and are able to translate this vision into objectives that need to be achieved in order to obtain a vision or goal.
  2. Affirming Values: Leaders ensure everyone knows what the values of an organisation are by behaving in a way that expresses these values.
  3. The Regeneration of Values: Leaders need to create an awareness and appreciation of values in an organisation. They need to remind people of these values and revitalise shared values and beliefs. Leaders also need to stay on top of changes in their environment and ensure that values are aligned.
  4. Motivating: In order for all employees to work toward a vision and ultimate goal, they need to be motivated to do so. Whether it is money, family, security, work success or acknowledgement that motivates employees, without a job they would not be able to achieve any of these. Leaders know how to motivate their employees in a way that means something to them.
  5. Managing: This means carrying out the 4 functions of management as a leader.
  6. Achieving Workable Unity: This is not only workable unity within the organisation but also the workable unity of the organisation with its environment by capitalising on opportunities and avoiding threats while knowing what strengths and weaknesses lie within the organisation.
  7. Trust: Organisations function when people trust one another and their motives. A leader creates an environment of trust that enables people to work cohesively and in harmony with one another.
  8. Explaining: Leaders are able to convey messages to employees and alleviate any doubt in policy, practices or procedures.
  9. Serving as a symbol: Corporate culture needs to be implemented by senior management – leaders serve an example of the company beliefs, values and ethics in order for the culture to be realised at all levels of the organisation.

Are your managers, leaders? Do your succession management plans enable you to choose the right candidates for management positions?

Sources:

  • BJ Erasmus, J. S. S. R.-K., 2013. Introduction to Business Management. 9th ed. Cape Town: Oxford.
  • Gardener, J. W., 1988. The Tasks of Leadership. NASSP Bulletin, 72(510), p. 77.
  • Vrba, M., 2016. Principles of leading. In: M. V. T Brevis, ed. Contemporary Management Principles. Cape Town: Juta, pp. 445-457.
  • Brevis, T., 2016. The Management Process. In: M. V. T Brevis, ed. Contemporary Management Principles. Cape Town: Juta, pp. 28-43.
  • Werner, A., 2011. Leadership and Followership. In: A. Werner, ed. Organisation Behaviour – A contemporary South African Perspective. Third ed. Pretoria: Van Schalk Publishers, pp. 351-379.

Maintaining healthy employee relations

A company needs to transform a few basic inputs into outputs –  the final products or services they trade for a profit.Maintaining healthy employee relations These basic inputs may differ slightly for each industry but generally, they are known as the factors of production. These general and most basic factors of production include natural resources, human resources, capital and entrepreneurship. One cannot combine financial and natural resources effectively or efficiently without human resources – employees. Maintaining healthy employee relations is imperative to ensure a happy and satisfied labour force.

What is ‘employee relations’? It is a term given to the relationship employees have with other employees in the organisation. Considering that employees’ coordination and synergy is essential to achieving business objectives of all kinds, having healthy relationships – throughout the organisational hierarchy, is imperative

There are a few basic elements of an organisation that tell its story. The first is the quality of products and services they provide, the second is the symbols of an organisation which they choose to associate with, the third is the values they project through their vision and mission statements, the fourth is their customer service and lastly – the way the employees perceive the organisation.

The last two elements make maintaining healthy employee relations an incredibly important task carried out by the human resources manager. Healthy employee relations need to be formed and maintained because human resources include the mental and physical talents and skills of employees that combine the factors of production – losing a skilled employee to a poor working environment due to unhealthy employee relations is a situation that needs to be avoided at all costs. The increase in demand for knowledge workers multiplies this need, putting healthy employee relations at the forefront of all human resource activities.

Not only are employees essential to combine other factors of production, they are also one (if not the first) contact point for customers and clients. An experience with a single employee of a company can form a long-lasting impression about the company as this single employee serves as a representative of the entire company’s labour force and its corporate culture. Good customer service is all about having positive interactions with customers. This is essential for creating long-term value customers (those that keep returning to purchase goods and services from the company) and to gain loyalty from clients and customers. Customer service is also a key differential for any company – putting them at a competitive advantage or disadvantage. On the other hand, having excellent customer service is a long-term cost-saving strategy as customer acquisition is a far more expensive endeavour than customer retention. How about that? – Happy employees = saving money on marketing budgets.

So, now that we have established that one factor of a sustainable competitive advantage is good customer service and that good customer service depends on healthy employee relations, the question we need to answer is why.

Employees, customers, investors, banks and the community are just some of the stakeholders in any business. The most important stakeholders that you need to keep happy are your employees. Your employees are the organic mouth piece of your organisation and their perception of and attitude towards the company is an incredibly important aspect to manage during reputation formation. If employees are disgruntled, what impression does that give the public of the business practices within the organisation? Is that really a company that people want to interact with when we live in a free market with plenty other options and a democratic society that affords us the right to choose? No. And the first sign of disgruntled and uninterested employees is the level of customer service.

As we mentioned in the definition of employee relations, this could be relationships with anyone in the hierarchy of the organisation – employees and their managers, managers and other managers or just employees. So, with all these different dynamics, how is it possible to form healthy employee relations and maintain healthy employee relations?Maintaining healthy employee relations

Here are a few tips:

  1. In motivation theory, there is a theory regarding the equal distribution of rewards. This is known as the equity theory. An employee compares their input-output ratio to those they perceive to be equal to them. If an employee feels that one of their ‘equals’ is being rewarded unfairly, they will become unmotivated and there will be tension between these employees. It Is essential for management to understand who employees are comparing themselves with and ensure that there is no misunderstanding in the distribution of rewards.
  1. Create an environment that fosters healthy employee relations. This sort of environment would be one that employees feel comfortable to solve disputes and form relationships in. Perhaps you have a mediator that employees can deal with directly to solve issues or an anonymous help desk on how to deal with certain issues in the workplace. Having a little cafeteria or coffee shop on your premises where employees can meet and sit together is also a great way to foster relationships. Remember that these sorts of facilities in an organisation shouldn’t be exclusive because all employees want to feel like equals and not below management. If management had their own ‘executive cafeteria’ it wouldn’t create an environment for employees to form healthy relationships with those at higher levels of the organisation.
  1. Teambuilding! Yes, it is a little bit of a cliché and some employees can’t stand the thought of some teambuilding activities but if you manage to get this right you can create strong relationships between members of an organisation that enable them to work productively together toward achieving organisational goals
  1. Honesty and trust. When employees trust each other and the intentions of other employees (again, this isn’t only applicable to employees on the same hierarchical levels) then employee relations are strong. There is little hostility in organisations built on honesty and trust because employees never feel there is malicious intent in the actions or criticism of their fellow employees.
  1. Track employee relations and disputes to identify patterns and put measures in place to prevent future disputes and remove obstacles inhibiting healthy employee relations. Allow employees and managers to log disciplinary and grievance incidents which are work flowed between the relevant parties with suitable software such as SmartHR’s People Administration Module.

As an HR manager, what other ways do you ensure and maintain healthy employee relations within your organisation? If you’re an employee, how would you want employee relations to be handled?

Developing employees through different training methods.

Developing employees through different training methods enables them to meet their needs and the needs of the organisation. Once you’ve recruited your employees the hard part is retaining them, especially if they are knowledge workers. Developing your employees includes empowering them with new skills through organised activities which gives them the opportunity to meet their current and future work demands.

You may have a standard training procedure that you use for all employees. This is known as the shotgun approach and the attitude with this approach is that if a training programme is good for one person it must be good for all employees in the organisation. This approach may waste precious company resources.

As an HR manager, your job is to gain as much value as you possibly can out of training and development programs.

How to get value out of training programmes

  1. Identify a skills deficiency in the company to assess training needs that can be fulfilled through different training programmes
  2. Identify eligible employees for these programmes. These include employees that have the potential to be developed and the willingness to learn. This is important because your company is investing money into these employees to uplift the company. Choosing the correct employee ensures that there is a return on investment.
  3. Find ways to incorporate newly learnt skills into the employee’s work duties by ensuring their direct supervisor utilises the employee to their full potential.
  4. Follow up with the employee and their immediate supervisor to find out whether the training effort was a success.

Once you have identified which employees are the best candidates for training programmes you need to decide which training method would be most beneficial.

Different development methods

  1. Job rotation:
  2. Moving employees between jobs on the same difficulty level to learn new skills from different positions. The ultimate aim of this method is to find out what job an employee is best suited for and to expose them to different skills and tasks to keep them satisfied if job tasks are mundane.

  3. Job enlargement:
  4. Giving the employee more tasks and autonomy increases their responsibilities and empowers them with more knowledge about their department and helps them gain a holistic understanding on the importance of their job in the organisation. This is known as horizontal work loading.

  5. Job enrichment:
  6. Also known as vertical wok loading, the employee must perform higher level tasks that would normally be done by an employee in a more superior role. This is a motivating development method as it provides employees with a sense of personal accomplishment and fulfils their achievement needs while empowering them with new skills that are required at higher levels of the organisation.

  7. Job instruction training:
  8. This method enables the employee to become a student where they watch a supervisor perform a function while providing instructions on how to do so, they try out the function themselves and then their supervisor provides feedback and follows up on the training to teach the employee.

  9. Coaching:
  10. An employee’s immediate supervisor shows their employee how to perform certain tasks which require new responsibility. The supervisor demonstrates and encourages the employee to perform these new tasks and provides support for the employee when dealing with difficult situations – they discuss the situations and work on alternative ways of dealing with these situations.

  11. Mentoring:
  12. A more experienced member of staff such as senior management guides and supports employees during their development.

  13. Apprenticeships:
  14. An unqualified employee may be allocated to work practically under a qualified senior member of staff where they learn and develop skills. After the apprenticeship, the learner will receive a certificate or formal qualification after the apprenticeship.

  15. Internship:
  16. A student may do an internship to learn practical skills and achieve certain learning goals which they can add to their formal training and experience.

  17. Lectures:
  18. This isn’t only for new employees or students. The work environment is forever changing and employees should be up to date with the latest trends in their business environment. Lectures are useful in learning new information about their working world.

  19. Seminar:
  20. Not only are seminars excellent for networking but they allow employees to interact with specialist and highly qualified individuals to learn new skills and ways of thinking through interactive activities and talks.

  21. Vestibule/stimulation:
  22. A situation is created to resemble an employee’s actual work environment. This method teaches employees how to handle certain situations and how to react under different circumstances

  23. e-Learning:
  24. Employees can take courses online which they can complete in their own pace and be exposed to new technologies and ways of thinking. E-learning allows employees to learn wherever they are and is a flexible, cost effective development approach.

  25. Case Study:
  26. Employees exercise their problem-solving skills through this development method. They are given certain situations and organisational problems to which they develop solutions, recommendations and alternatives.

  27. Role-Playing:
  28. If employees deal with customers or are interacting with people daily, role playing can be an effective development approach because employees are put in a made-up scenario which helps them prepare for similar real-life encounters.

It is evident that one of these training methods would never successfully meet the development needs of all employees in various departments of the organisation. It is essential to analyse the skills deficiency in each department and select the most effective development method.
Which development methods has your company successfully executed and what results did you have? We’d love your feedback!

Sources

T Brevis, M. V. ed., 2016. Contemporary Management Principles. Cape Town: Juta. BJ Erasmus, J. S. S. R.-K., 2013. Introduction into Business Management. 9 ed. Cape Town: Oxford.

 

 

 

The five assets that could be essential to your business

In this day and age, the regular office equipment from the nineties does not suffice as sufficient employee equipment, and as technology has advanced so have the essential assets every employee needs to do an efficient job. The way businesses conduct their daily work has a lot to do with what assets employees have at their disposal.

Here are a few general assets that employees should be empowered with and that need to be kept track of. SmartHR’s asset management system can track all employee-linked assets.

Suggested essentials:

  1. A uniform
  2. Uniforms or branded items are essential for employees when representing your company. Even if your company doesn’t have a ‘blue-collar’ uniform, your employees may have shirts, caps, shoes or pants that need to be branded with your company’s logo. Each item of this uniform becomes a company expense and should be monitored to ensure each employee has sufficient clothing and that they aren’t misusing this company benefit.

  3. A laptop/tablet
  4. Laptops and tablets are mobile and are therefore perfect for employees who are always on the road, or for business meetings that take place out of office. Laptops make it easy for employees to access work files from any place in the world – as well as staying in touch! Laptops are also a reservoir of company files and data on hand. A laptop or tablet also proves as an entertainment hub where employees can present videos, presentations and take people on company journeys they might not have been able to go on.

  5. A company car
  6. Company cars are essential for certain fields – such as sales. Sales representatives need a car to get to and from clients. A decent company car is important because they form impressions – the clients will think that your business is successful and therefore invest time and money in you. You may think this is a little superficial but you would never trust a brokerage company who sends their investment brokers out in an old red Toyota Tazz, would you? If your employee is using the car sales purposes, or even for deliveries it could also work out to be more affordable than always renting a hire car or reimbursing the employee for kilometres they travel based on AA rates. The employee wouldn’t suffer any wear and tear on their car and the vehicles could always be transferred to a new employee, should the existing one move on to a new position or company. Company cars could also be used as an incentive for employees to work towards.

  7. Wi-Fi (and/or the dongle) that is stable.
  8. Businesses today are driven by computer technology and Wi-Fi is at the centre of that technology. Wi-Fi can be accessed by employees anywhere in the building which is important if you need informatino on the spot and need to quickly Google something or watch a demonstration on YouTube. Internet access has also been made mobile in the form of a dongle, so even if an employee needs to travel to an area that has no connectivity he/she could still gain access to their emails. Wi-Fi has made the employee much more efficient. With portable Wi-Fi, employees that travel a lot in marketing or sales will always be able to use their time to their advantage even though they are away from the office.

  9. A work cellphone
  10. The cellphone, an item that has been changing our lives since the 1970’s. Cellphones are essential for employees as they allow an employee to be reachable at all times no matter where they are. The fact that an employee is available at all times (within reason) can lead to them generating more business as a client can have contact with an employee at all times. Employees can also schedule meetings no matter where they are – and are not confined to the parameters of their desks. Cellphones also make it possible for employees to hold teleconferences while travelling. Cellphones these days are also able to perform basically all the same functions as a laptop – or very close to one, this makes it easy for employees to access their emails anywhere or send documents at any time. Cellphones also allow an employee to be “always at the ready”, in a situation where a client insists on being sent something immediately it isn’t a problem.

    A cellphone makes an employee extremely versatile and should be a standard employee asset.

As the world of business develops, so will this list of essentials – and by no means are these the only essentials. Stay ahead of the game as an HR manager by empowering your employees through innovative technology to help them be completely invested in their work and clients – no matter where they are. Technology is making the world a lot smaller and employees a lot more versatile.

 

 

 

 

 

Help your employees structure their CVs

Man writing his curriculum vitaeAs an HR manager, one of your duties is to ensure that employees’ CV stay up to date with their newly learned skills and position changes within the organisation. By maintaining this you are not only assisting the employee in raising his/her skill and experience levels on paper, but you are also raising the standing your company holds in terms of the quality of personnel employed within the company.

The standard CV

This is a document as old as time that is a summary of an individual’s education, skills, achievements and can also include things such as hobbies and goals. This document is intended to promote the writer as a prospective employee to a company and in order to do this it must contain the following;

  1. Personal details:
  2. These include the basic; Full name, contact details, residential details and possibly gender and race. This information can tell the employer general information about you as well serving to humanise you rather than being a number in a stack.

  3. Professional profile:
  4. This wouldn’t include your roles or experience per say, but rather your characteristics in such roles (that would make you stand out and seem unique).

    • This is where you need to punt the special qualities you can bring to a position that might not be seen as functional to the position, but will hold you in higher esteem above your competition. An example of this would be ‘A hands-on manager that listens thoroughly to employees and considers their concerns before making decisions that may influence them.’

  5. Professional experience:
  6. This is a simple summary of your life’s work experience, everything from part-time work during your schooling to your current position. Don’t forget that this list is always organised from most recent to oldest. Include the title of the position held, the company name, start and end date, a list of responsibilities and also provide any reasons for why your employment ended at previous companies.

    • This is where you will want to mention everything you have done, regardless of its relevance, however reserve more space for the positions you have held before that are more relevant to your current position.

  7. Education:
  8. Again this is a summary of all your formal education (the hula class you had on that beach one time doesn’t count), quite simply it should be a list of educational achievements for which you received some form of certification. This list again is from most recent to oldest.

    • Here you can show off your most pride-stimulating educational achievements. For those that are very significant, you can also list the various majors, or even the subject list required for the certification.

  9. Special awards and accomplishments:
  10. Here is the best place to show off the not so usual achievements.

    • These don’t need to be exotic but can include minor details such as bursaries, prestigious academic achievements for exceptional scores and even sporting achievements.

  11. References:
  12. Over the years of working and even schooling, you may leave a particularly strong impression with a lecturer or manager, or perhaps you just did your work quietly and efficiently.

    • This section is where you can list those usually higher ranking individuals whom you have worked with that could be contacted in order to pass on their experience of working with you.

  13. Hobbies and goals:
  14. This is not a necessary field however if you want to reveal a less formal side of yourself, this is where you do it (remember that hula class?)

    • Here you could write whatever you please, so long as it’s true. Don’t say you love doing the things the interviewer does simply to get into the lime light. Because trying to explain how you love fishing is hard if you’ve never held a rod.

Non- Traditional CV Forms

Not many people realise that there are other forms apart from the standard written CV. These CV forms can prove to be even more effective than your usual CV as they show a more in-depth view of the person you are as well as being more available to potential employers. There are two major forms of non-traditional CV’s that we will mention here;youtube video curriculum vitae

  1. Video CV’s:
  2. In today’s world, it is not uncommon to come across video resume’s. These while not typically holding all the content you would typically find in a regular CV are much more entertaining as well as creative. Needless to say, these types of CV’s are more targeted to creative companies. It’s unlikely that a mining company would consider you for an interview if you had to use this approach.

  3. LinkedIn:
  4. Now here is an evolution of the employment market. This powerful social platform helps you create a professional platform to connect with colleagues, upper management and even companies that interest you. Here you can virtually include all the information you would find in a regular CV, as well as being able to raise your hand by posting intellectually stimulating content that may get you noticed by the top dogs.

The unexpected CV’s

Now you may be thinking that everything has been covered, but there is one very important information pool that can be used to look into the type of person that you are and whether you are indeed the right fit for a position. Here are some key identifying factors that can easily be overlooked;

  1. Social media:
  2. Believe it or not but everything you post online is available for the whole world to see, last time I checked even your boss is included. Be extra careful about posting anything that could be damaging. As much as it can be immoral it could also get you dropped to the bottom of the options pile.

  3. Appearance:
  4. Not only is it important during interviews, but your day-to-day general appearance can say a lot about the person that you are, it can also point towards the way that you would conduct yourself professionally.

Whether on paper, video form or physical appearance, your employees are a constant ambassador for your company’s brand. It is your duty to make sure they promote themselves, and the company in the best light possible through everything they do.