Tag Archives: elearning

Disruptive cloud e-learning has positive implications for employers

start a short course with avpt using mobile phoneThe current speed of change means that employees need to be trained continuously in order for Companies to avoid the dangers of being out-thought and out-maneuvered by competitors.

article by Diane Shawe M.Ed

Real and tangible data proving the argument and the added value of E-Learning initiatives to stakeholders constantly endorse the use of online technologies to:

  • Keep the workforce appraised of their job functions’ developing requirements, enabling them to make a positive impact within their Organization and help that Organization achieve its aims and goals;
  • Aid succession planning, helping workers to acquire the knowledge and skills to help them progress within their Organization;
  • Allow Organisations to keep training budgets under tighter control, develop and retain existing employees and reduce the costs related to external human resources recruitment, selection and on-boarding.

This system of Training management — often referred to as a learning management system (LMS) — is a key element of an effective professional development plan as well as being a key element of an Organisation’s human resources strategy.

There seems to be universal agreement that the worldwide E-Learning market will show fast and significant growth over the next three years. The worldwide market for Self-Paced E-Learning reached $35.6 billion in 2011. The five-year compound annual growth rate is estimated at around 7.6% so revenues should reach some $51.5 billion by 2016. While the aggregate growth rate is 7.6%, several world regions appear to have significantly higher growth rates. According to recent regional studies, the highest growth rate is in Asia at 17.3%, followed by Eastern Europe, Africa, and Latin America at 16.9%, 15.2%, and 14.6%, respectively.

Each of the world’s regions has its idiosyncrasies In terms of the factors that drive this market. The U.S. and Western Europe markets are the most mature. The U.S.A. spent more on Self-Paced E-Learning than anywhere else in the world. Western Europe is the world’s second largest buying region for E-Learning products and services but Asia is predicted to outspend Western Europe in E-Learning terms by 2016. In 2012, Bersin & Associates stated that there were some 500 providers in the LMS market and only five of them have more than a 4% market share. According to this, the LMS market was expected to reach $1.9 billion in 2013. However the growth exceeded expectations, closing the year at $2.55 billion.

The Cloud is changing the way Organisations, Employees and Partners interact and collaborate. Within the Cloud solutions universe, Software-as-a-Service (SaaS) is playing a major role. According to Gartner, SaaS will continue to experience healthy growth through 2014 and 2015, when worldwide revenue is projected to reach around $22 billion. Gartner has stated that many Enterprises are now replacing their legacy systems with SaaS-based CRM systems. Enterprise clients also report that SaaS-based CRM systems are delivering new applications that deliver complementary functions which are not possible with older, legacy CRM platforms.

Various surveys and analyses into the reasons behind this big growth in SaaS agree on at least three. SaaS brings:

  • Speed of implementation
  • Savings on capital expenditures
  • Savings in terms of operational expenses

The SaaS model is also playing a major role in helping to increase the size of the E-Learning market. Small and Medium-sized Enterprises (SMEs), as well as large Corporations are making the adoption of a SaaS LMS a key priority. In particular, large Corporations are switching to a SaaS LMS from in-house LMS solutions or they are now using a SaaS LMS as a secondary learning system for special training purposes.

E-Learning is subjected to the influences of sales trends related to smart connected devices and the Internet megatrend (that is, the spread of the Internet in the world).

According to IDC, the number of PCs will fall from 28.7% of the device market in 2013 to 13% in 2017. Tablets will increase from 11.8% in 2013 to 16.5% by 2017, and smartphones will increase from 59.5% to 70.5%.

The new frontier to address is the trend towards Bring Your Own Device (BYOD) — where individuals take their personal (usually mobile) devices to workplaces. Increasingly, these seem to be being used to help their owners perform work activities (including formal training), both in and out of the workplace. Smartphones are the most common examples of these devices but employees often also use their tablets or laptops in the workplace.

While the corporate-training market has lagged behind other education-based sectors, it continues to represent a viable investment opportunity.

The corporate-training market is among the most cyclical within the education industry. Since 2010, employers’ total spending on training and the amount spent per employee — the key data used to measure this sector — have been declining. However, the corporate market related to outsourced services (net of all ancillary costs) has grown to reach 42% of total expenditure.

Download report here Strategies for Modernising Corporate Learning by Diane Shawe M.Ed Dec 2014

Within the training industry, the E-Learning sector has grown consistently in recent years. All its subsectors (Packaged Content, Platform, and Authoring tools) show positive annual growth. Market acceptance of E-Learning has resulted in its increased use for both large and small companies. SaaS/ Cloud E-Learning solutions are particularly suitable for Organizations ranging from SMEs to large institutions.

General budget constraints appear to be the main drivers of the shift towards using E-Learning. However, E-Learning is not merely a solution which is attractive during an economic downturn but it is also an efficient and cost-effective solution when workers — especially those in Organisations with a widely geographically distributed workforce — need to be brought up-to-speed quickly on relevant knowledge and skills.

With the inflow of an estimated $6 billion of venture capital over the past five years, E-Learning is being driven not only by startup dot-com entrepreneurs but also by big corporations, for-profit spin-off ventures, as well as big and small universities

AVPT, a disruptive Cloud E-Learning solutions provider with over 400 courses. We welcome the opportunity to further the conversation with you to discuss the white labelling of a LMS system populated with bespoke softskills courses or access to a

Our training initiatives (incorporating individual and group training activities) are monitored and managed via a consistent and reliable tracking system that can be stored, consulted and analysed as required. The system’s data will be useful for management reports on productivity and for assessing individuals’ career advancement.

Please contact us to learn more about how an integrated learning management system can empower your employees to greater effectiveness without incurring massive development cost and extensive lead time. www.startashortcourse.uk or call 0203 551 2621

Sources:

  • GSV, Education Factbook 2012
  • IBIS Capital, E-Learning lesson for the future
  • Tower Watson, Global Workforce study 2012
  • Accenture, Technology Vision 2014
  • BMO Capital Markets, US Education Research 2011
  • The EvoLLLution ,
  • Lifelong Education and Labor Market needs
  • Georgetown University, Projections of Jobs and Education requirements through 2018

Why strategies for modernising corporate learning should focus on outcomes

there's never been a better time to start a short coureTHE SPEED OF CHANGE IN MODERN BUSINESS DEMANDS A NEW APPROACH TO SUPPORTING LEARNING AND PERFORMANCE AT THE POINT OF NEED.

article by Diane Shawe M.Ed

“THE IMPORTANCE AND EVIDENCE -BASED APPROACH TO
LEARNING USING MOBILE TECHNOLOGY IS INFLUENCING HOW INVESTMENT IN CONTINUED PROFESSIONAL DEVELOPMENT OF A WORKFORCE IS ACHIEVED”

New market opportunities open and close at blinding speed, new competitors emerge overnight, product lifecycles are getting shorter, and customers are more knowledgeable and sophisticated. This fast-changing environment has led to requirement to change learning and training. However more often than not, the task of aligning the learning organisation to the business can be challenging and the perception of how the business views the learning organisation in terms of aligning to strategic initiatives is different to how the learning organisation perceives itself.

Downsizing has resulted in a mass drainage and outflow of skills as employees or contractors are let go. To ensure that an organisation can compete globally and remains at par with the technological changes in the global market committing to the investment of on-going skill training is often viewed as a potential unnecessary incision into the bottom line
Start a short course to grow

Corporates, enterprises and charities all wish to run their operations at the minimum costs allowed. We all recognise that in today’s environment, business moves faster than ever. Most organisations now recognise the importance of developing a strategic approach to learning and harnessing the internal skills of their teams. Moving away from more tactical based activities associated with training such as measuring skills-based behaviours, to focusing on acquisition of knowledge and learning transfer that result in individual and organisational performance improvements.

With the explosion of mobile technology, organisations need to take advantage of the benefits, scalability, and viability of using mobile e-learning, using smart phones, tablets, and notepads that offer a blended solution.

E-learning has the potential to fully integrate the benefits of personal freedom with connectivity (belonging to a purposeful group of learners). From an educational perspective the “e” in e-learning stands for more than electronic; it can also stand for extending and enhancing the learning experience.

Fulfilling the buyers requirements

Corporate strategy for modernising learning free report by Diane ShaweThe four pillars that go to underpin the buyer’s requirements and therefore still define the industry offerings are centred on the following: • Compliance and accreditation

  • Scalable and flexible whilst achieving a real reduction in Cost
  • Improving, tracking and measuring Learners’ performance
  • Real time management, alignment and communication to support on-going changes.
  • The ability to track and report learner performance remains uppermost in many procurers’ minds.

Isaac Asimov’s quote is now more urgent and relevant if corporates are to gain a lean and competitive advantage with a progressive highly skilled workforce for the 21st century.

“No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be.”

Why strategies for modernising corporate learning should focus on outcomes rather than input by Diane Shawe M.Ed

How mobile hair extension technician could rent a salon chair

How hair extensions are sourced, treated and graded by Diane Shawe 2014Renting a chair has become so popular that it is estimated around 70% of the salons are following this business model. What made the salon chair rental so popular and why it is rapidly expanding. It use to be looked down on, but this negative profile has been changed as more and more salons are taking advantage of this opportunity.

article by Diane Shawe M.Ed

Obviously, there are benefits to starting your own salon chair rental service over the traditional method of doing business. Here are some of them listed.

1. When you rent a chair in your salon, you become the landlord of that chair rather than an employer consequently, all you’re concerned with is collecting your rent each month. Similarly, if you decide to sell your salon chair rental, the buyer only has to be consumed with the same task… collecting rent! They wont be worried about transferring all of your employees’ entitlements.

2. Your salon chair renters will govern their own business. No longer will you have to arrange lunch breaks for your stylists. Whatever the stylist decide, they have to pay you the for renting that chair at the end of the month.

3. You do not have to worry about paying your stylists for working over time. In this rent a chair model, the stylists can choose to work for as long as they want or as little as they want. They can even choose to come only when they have an appointment scheduled with their client. Nothing makes a difference as long as you receive the salon rent at the end of each month whether the stylist does business or not.

4. Your record keeping pertaining to your employees such as the wage records, time sheets, pay slips and other records will not have to be maintained. That itself will eliminate a lot of clutter from your office or wherever you keep them. A great weight lifted from your shoulder because the salon chair renter is responsible for all her own records.

5. There can be a lot of red tape and procedures to be followed with employees and apprentices. With renting a chair to other stylist you do not have to worry about a variety of rules and regulations apart from insurance and your salon security.

Those traditionally operated salons use to look down upon the renting a chair model. But with benefits such as these, and the high turnover of staff and increased running cost (minimum way bills)and naturally making money, I don’t think we’re ever going see a decline in the industry. In fact, this is turning out to be a blessing in disguise for many hairdressing business who have seen a decline in revenue streams due to the recession.

Equally there are benefits to why you should consider renting a chair in a salon.

1. This can give you credibility if you are able to establish yourself in a reputable salon

2) You can tend to more customers in one day as appose to the travel time allocated to traffic problems.

3) Other staff in the salon could support you in other areas you are weak in.

4) Clients could feel much more confident in using your service because you have an established and reachable business address.

5) You could benefit from joint advertising and promotional campaigns.

If your thinking of setting up in business or expanding your business during these economically challenging time, a couple of publication may be of benefit to your business.
Getting started in the hair extension business by Diane Shawe

However there are certain things potential renters should also look out for in order to evaluate the financial commitment when renting a chair.

 

1) How long has the salon been established

2) What type of customer base do they attract and are they similar to the client base you want.

3) What level of footfall do they have each day

4) Does their opening time work with your client base

5) What level of support would you be getting e.g appointment book, telephone answering, availability of working space and facilities

6) How many rent a chair clients have they had in the past and how long have they stayed

7) Do they do any advertising?

8) Are they in financial trouble hence why they are renting a chair?

9) Who would you be reporting too and could you get on

10) How much money would you have to pay up front and what are the guarantees.

It is estimated that the hairdressing sector is set to grown over the next 3 years by 15% especially specialist areas such as hair extensions, hair enhancement and specialist technicians and consultants.

Training is now available to assist anyone wanting to expand into this market and then take the opportunity to rent a chair in many of these salons today.

Visit http://www.hairextensiontraining.academy

become a hair extension technician

Diane Shawe launches online mentoring call preparation form for business startups

mentoring by diane shaweDiane Shawe’s passion for turning dreams into realities has been launching her clients beyond their limitations and into the lives they truly deserve since 2003.

She provides the benefits of mentoring through a number of career planning workshops and online mentor programs globally accredited by IAO

Because we are all busy people, once again Diane believes that technology can help bring about a better lever of convenience and speed to getting constructive assistance.  You can visit www.get.mentoring.dianeshawe.info to start the process or you can click here to complete your Call preparation and request form.

Since establishing her business through AVPT Diane has been committed to offering the benefits of mentoring to individuals and organisations and helping them overcome the range of challenges they face. By continually adding to her vast scope of knowledge, qualifications and experience her clients have been able to enjoy the workable tools she offers that lead to their desired personal and professional success.

Get mentoring with diane shawe business start up loans
Whether you’re looking to add structure to your career planning, provide your workers with professional training in areas such as conflict resolution, time management, and leadership skills you’ll appreciate the confidential, professional and friendly way all her materials are delivered. Diane’s holistic approach to making a positive difference has seen her broadening her scope of influence while giving back to philanthropic organisations such as the Kensington Chelsea and Business Club, Pink Shoe and Nexters.

Diane’s membership to some of the more prestigious bodies such as the Institute of Directors, Chartered Management Institute, Solicitors Regulation Authority and International Accreditation Organisation offers you the utmost peace of mind. As they’re member regulated by lawyers, CEOs and directors both in the private and public sectors you can rest assured that you’ll be enjoying approaches that have been proven to bring about success.

Over the year Diane has been passionate about supporting individuals around the world to become independant.

She is now proud to show you all how she have been able to support all types of people around the world via Kiva to help start or expand their business.

I have now supported over 96 loans in 37 countries and you can see them all by clicking here.

View copy Diane Shawe Draft-Mentoring-Contract

Millions of grandparents expect to have to help fund their grandchildren through university

Grandparents up skill your grandchildren with a soft skills course

Grandparents up skill your grandchildren with a soft skills course

Millions of grandparents to fund grand children’s university education as students continue to struggle with high tuition fees

article by Diane Shawe M.Ed  AVPT

Due to the rising cost of tuition, it has been reported that grandparents are helping to bail out their family by contributing to the rising cost of education for their grandchildren.

Around one in eight over 55s think they will need to contribute to fees of around £9,000 a year, with many dipping into their savings to help out their grandchildren when they go onto higher education.

Researchers found as people got older more expected to make a contribution, 10 per cent of those aged between 55 and 64 planning to help with funding, which increased to 15 per cent for the over 65s.

Around 637,456 students applied to university in 2013, compared with 618,247 in 2012, which suggests people could be using their families to help them pay fees.

Accessing quality courses online and on the move

Accessing quality courses online and on the move

Ucas reveals 4% increase in the number of applicants to UK universities despite slight decline in number of 18-year-olds according to the Guardian’s report in  January 2014

The study of over 55s by Key Retirement Solutions found as many as one in eight grandparents – equivalent to 1.7 million over-55s – expect to have to pay towards their grand children’s university fees.

“The numbers of grandparents providing financial assistance for university tuition is set to rocket from current levels as the implications of the maximum £9,000 a year tuition fees become clear.

Young people from the worst-off areas in England are now almost twice as likely to apply to university as they were 10 years ago, according to the Ucas data.

But academics and policy experts said the buoyant figures masked some unhealthy trends, with wide gaps in participation and a worrying fall in the number of young men applying to university compared with women.

“With finances for the over-55s under strain from falling annuity rates and historically low savings rates taking on extra commitments requires careful thought and planning.”

Why online education will woo the person with the purse strings?

The higher-education model of lecturing, cramming and examination has barely changed for centuries. Now, three disruptive waves are threatening to upend established ways of teaching and learning.

Around the world demand for retraining and continuing education is soaring among workers of all ages. Globalization and automation have shrunk the number of jobs requiring a middling level of education. Those workers with the means to do so have sought more education, in an attempt to stay ahead of the labour-demand curve. In America, higher-education enrollment by students aged 35 or older rose by 314,000 in the 1990s, but by 899,000 in the 2000s.

So demand for education will grow. Who will meet it? Universities face a new competitor in the form of massive open online courses.
These digitally-delivered courses, which teach students via the web or tablet apps, have big advantages over their established rivals.

With low startup costs and powerful economies of scale, online courses dramatically lower the price of learning and widen access to it, by removing the need for students to be taught at set times or places.

This could eventually be the saving grace for lots of grandparents.

As one of the disruptive effects of the job market is the requirement for more people to develop and have doing skills, entrepreneur skills and all round communication skills, looking at short expert courses could be the best gift a grand parent or parent could give to their child.
AVPTGLOBAL almost 400 courses all globally accredited

AVPTGLOBAL almost 400 courses all globally accredited

What are the 10 less flashy skills employers want?

It can take up to 3 days to gain a new soft skill with expresscourses.co.uk

It can take up to 3 days to gain a new soft skill with expresscourses.co.uk

The less flashy skills are the ones really dominating employers selection criteria.

article by Diane Shawe CEO AVPT

“Knowing which skills are in high demand can help guide decisions around education and work experience,” says Diane Shawe CEO of Academy of Vocational and Professional Training UK. “It can help workers identify where they can potentially transfer their current skill sets or supplement their education to prepare for future opportunities.”

No. 1 Critical Thinking (found in 9 out of the 10 most in-demand jobs)

Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.

No. 2 Complex Problem Solving (found in 9 out of the 10 most in-demand jobs)

Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.

No. 3 Judgment and Decision-Making (found in 9 out of the 10 most in-demand jobs)

Considering the relative costs and benefits of potential actions to choose the most appropriate ones.

No. 4 Active Listening (found in 9 out of the 10 most in-demand jobs)

Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate and not interrupting.

No. 5 Computers and Electronics (found in 8 out of the 10 most in-demand jobs)

Knowledge of circuit boards, processors, electronic equipment and computer hardware including applications and programs.

No. 6 Mathematics (found in 6 out of the 10 most in-demand jobs)

Knowledge of arithmetic, algebra, geometry, calculus, statistics and their application.

No. 7 Operations and Systems Analysis (found in 5 out of the 10 most in-demand jobs)

Determining how a system or operation should work and how changes in conditions, operations and environments will affect outcomes. Understanding the needs and product requirements of a particular design.

No. 8 Monitoring (found in 5 out of the 10 most in-demand jobs)

Monitoring and assessing performance of yourself, other individuals or organizations to make improvement or take corrective action.

No. 9 Programming (found in 3 out of the 10 most in-demand jobs)

Writing computer programming for various purposes.

No. 10 Sales and Marketing (found in 2 out of the 10 most in-demand jobs)

Knowledge of principles and methods for showing, promoting and selling products or services. Includes marketing strategy and tactics, product demonstration, sales techniques and sales control systems.

Click to order your copy today

Click to order your copy today

 

Why employers and training organisations need to take heed of this global trend

Diane Shawe CEO AVPT

Diane Shawe CEO

The Changing face of Skills and Training

article by Diane Shawe M.Ed CEO

In a report conducted by Kelly Global Workforce Index in 2013 over 120,000 respondents from 31 countries across the Americas, EMEA an APAC regions where asked several questions about Skills and Training.

When asked to identify the main motivation for earning new skills or undertaking training, the largest share of employees 57% cited the opportunity for promotion with their current employer. A further 47% cited the opportunity to work in another organisation, and 42% planned to enter a new field of work.

Globally, 60% of worker are either actively seeking further education or training (23%) or considering it (37%).  The APAC region stands out as a skilling hotspot, with 69% of those surveyed either considered or seeking further training for a new field.

Across the globe, there are markedly different approaches to the notion of additional training and professional development. The highest rates of planned upskilling are predominantly in developing economies, while the lowest rates tend to be in some of the most prosperous nations.

Russia heads the list for training intensity, with an astonishing 92% planning some form of training. Also high on the list are Thailand, Mexico, Brazil, Indonesia, Puerto Rico and Malaysia.

Surprisingly the lowest rates of planned training are in France, Luxembourg, the US and Switzerland.

Among professional and technical employees, those most likely to be actively seeking to upgrade their skills are in Math, Engineering and IT, while the least likely are in Science, Health Care and Education.

Investing in Training that Works

For training to be meaningful it needs to be relevant and practical – not “training for training sake”.

When asked to identify the mot desirable means of furhering their skills, the overwhelming preference was for on-the-job experience and training, identified by 70% of respondents, significantly ahead of the next hightest ranked “continued education and training” cited by 58%

Building a durable Skills base

The last two decades have radically altered the way skill are acquired and developed. Skill are no longer “front-end loaded” onto a career. Rather they are increasingly embedded as part of lifelong learning and development.

The upgrading and renewal of skills plays a critical role in personal and professional development. It also has a vital role in broader workforce development, which is the cornerstone of organisational efficiency and productivity.

All skills have a finite life, and in industries subject to high rates of technological change and innovation, the lifespan of skills is becoming shorter. Increasingly, new skills will need to be learned and deployed throughout a working life.

It is clear that decisions about training and professional development are now an integral part of the employment equation, and have an important bearing on employee moral, performance and retention.

What Employers can do

  • Consider opportunities for training and personal development.
  • Help to build a culture of continuous learning so that employees are encouraged to develop and use new skills
  • Encourage employees to think about career plans and the type of skills and training they need to stay equipped.
  • Consider training as a key element in employee attraction and retention.
  • Champion individuals who have devoted time to upskilling so they can become ambassadors for an organisation.

The landscape has changed

The scale and duration of the downturn has forced may employees to look afresh at the whole area of training and professional development – one that was previously guided by employers.  Employees now recognise that they cannot solely rely on an employer to direct in this important element of their lives.

A new generation of workers is taking on much greater responsibility for their training and professional development, including the way it is provided and funded.

The global economic shock-waves have unleashed a new orthodoxy and a unforeseen outcomes has a new generation of employees are more independent, globally focused and adaptive.  The new challenges for global employers is to understand why the landscape has changed and prudently look beyond the present and where the best skilled workforce will be and what work will look like in 10 or 15 years.

Call us to enquiry about our soft skills courses

Call us to enquiry about our soft skills courses

 

Pre employment Short Courses

Call us to enquiry about our soft skills courses

Call us to enquiry about our soft skills courses

Whether you are a complete beginner or more experienced, on one of our career development short courses you will find yourself learning in our enjoyable and professional environment.

Our courses allow you  to take full advantage of our specialist facilities and the expert tuition at your fingertips with a full take away manual for further reading.Taking a short course is ideal if you want to add new skills to your tired CV, brush up on an old hobby or refresh your skills, build on your current practice develop expertise to help start your own business review your career build a portfolio for college or work.  We have a range of different creative short courses available. Follow the links below for further information.

 

Call 0203 551 2621

visit http://www.expresstrainingcourses.co.uk for more information.

Why the legal profession is changing – Part-time partners

CPD on the move with expresscourses

CPD on the move with expresscourses

Only 9.4% of equity partners in law firms are women, despite equal numbers of men and women entering the profession

Article by Nicky Richmond Guardian Professional,

The statue of justice at the Old Bailey court in London. Photograph: Martin Argles for the Guardian

In the world of big law, equity partnership is broadly equivalent to being on a board of directors. In the top 100 law firms in the UK, just 9.4% of equity partners are women. This is even lower than the percentage of board members at FTSE 250 companies who are women, at 9.6%.

Given that equal numbers of women and men enter the legal profession, why is it that so many women don’t reach equity partnership? The Women’s Business Council – set up to advise the government on how to get more women into executive positions – came up with some interesting conclusions in a recent report.

They reveal an overwhelmingly masculine, patriarchal corporate culture, and point to the double burden of work and domestic responsibilities, the “anytime, anywhere” model of management and, a particular curse in the UK, the long hours working culture wired into city law firms.

A large proportion of women who drop out of law do so because they decide to have a family. Many women feel that they simply cannot combine the demands of life in a law firm with the demands of their families.

It’s little surprise they reach this depressing conclusion; at most law firms it is either full-time or nothing. A law firm may offer a woman a career downgrade to ‘support lawyer’ status but for many the cut in remuneration for part-time working or a lesser role are options not worth considering. Factor in the expense of childcare, and it’s little wonder many women conclude that the high cost simply isn’t worth it.

The goal of a partnership becomes more distant for many women once they decide to have a family. In many firms there is no route to partnership for lawyers who work part time. It just isn’t allowed. This is not only morally wrong, it is nonsensical.

There is no reason why a part-time lawyer – female or male – cannot make an outstanding contribution as a partner in their practice. Critical to a woman’s decision as to whether or not she returns to work following maternity leave must be the availability of flexible working. This means flexibility in both hours and location.

In order for things to change in law firms, firms must prioritise retaining their best people for as long as possible. This could include accommodating requests for part-time or flexible working. Given the demands of clients this isn’t always easy, but in most cases – with a real will on both sides – it can be done.

I work for a law firm that is owned equally between men and women. This is key to the day-to-day operations. A number of our lawyers work on a part-time basis. Some work certain days from home, others are consultants who hardly ever come into the office. We try to accommodate people’s real lives and ultimately, it’s the service to the client that counts.

Equality in the law will not happen on its own. In the 25 years I have been in practice I have seen all sorts of attempts to deal with ‘the women issue’, but evidently none of them have worked. Suddenly, however, it has become clear to City law firms that losing women is losing them money. So now, in line with the government’s recommendations, some of those firms have introduced their own targets for senior women. Money talks, and that’s what will drive the change.

AVPT CPD PRESSED FOR TIME LAW FIRMS

The not so golden rule of recruiment for small Entrepreneurs

Recruiting is not what it use to be in the 60's

Recruiting is not what it use to be in the 60’s

When it comes to recruitment, I have made every mistake in the book…and then some!

A fascinating blog was sent to me and I just had to reblog it because it is so important for expanding businesses.

Over the years I have signed psychopaths, nymphomaniacs, super depressives, dishonest reprobates, cheats, scoundrels and lazy-good-for-nothings.

I have also hired some of the most talented people in the universe – people with the intelligence, energy, determination and moral character to make a difference and achieve great things.

The golden rule of recruitment is that there is no golden rule! There is no secret formula for pinpointing the perfect person or for identifying the world’s worst worker.

Nonetheless, I have picked up a few nuggets of recruitment wisdom in my journey through life. I’m afraid, however, my methods are not for the faint of heart or the puritans of the planet so, if you are easily offended, STOP READING NOW.

If, on the other hand, your goal is to cease hiring ordinary people and begin hiring extraordinary people – read on!

In the recruitment game, the starting point is realising that every employee will either increase or decrease the profitability of your business.

It’s a fact of life that every employee will either make you money or cost you money.

So, resolve from now on to recruit only employees who will positively impact your business and, at the same time, start weeding out existing employees who are not contributing.

The ten million dollar question is – how do you identify the winners from the losers, the right people from the wrong people?

It’s not easy but it becomes a lot simpler when you realise there are only three categories of employee:

  • People who work against your business.
  • People who work for your business.
  • People who work with your business.

You obviously don’t want people who work against your business and, fortunately, they are as easy to spot as male peacocks during mating season.

Here are a few of their characteristics:

  • They are always happy to lend a listening ear to moaners and groaners.
  • They often have a hidden agenda.
  • They are lazy but they are good at making themselves look busy.
  • They sabotage success.
  • They undermine successful colleagues by gossiping behind their backs.
  • They tend to run in packs with others just like them.

These people are the devil in disguise. They are a cost, not an asset. Don’t hire them and, if you’ve already got them, get rid of them because a leopard can’t change its spots!

Let’s now move onto the second category – employees who work for your business.

Surely these people are OK?

They might be if you are prepared to settle for ordinary people rather than extraordinary people but if you want to build a great business they are not good enough!

The hallmark of people who work for your business is that they are not truly committed. They do what’s necessary to get by and they usually have some excuse for not going the extra mile such as doctor appointments and childcare demands.

They want to get paid for doing the job but their hearts are not in it. In sports parlance, they are people who are happy to settle for a draw. They are not losers but they are not winners either.

This may sound harsh but in my book – you don’t want them in your company unless you are prepared to settle for second best.

Employees who work with the business are the only people you should be hiring.

Here are the characteristics of the men and women you should be recruiting:

  • They are committed.
  • They always go the extra mile.
  • They feel responsible.
  • They are loyal.
  • They love to get involved.
  • They want to win.

In short, they know that the more they put into life, the more they will get out of life. That’s what makes them extraordinary.

Next time you are recruiting, resolve not to settle for ordinary people, instead be determined to hire only extraordinary people.

To ensure you identify these superstars, here are some questions to ask yourself about each candidate you interview:

  1. Will you enjoy working with this individual?
  2. Did they demonstrate an enthusiasm for your company and a passion for the job?
  3. Will they be dedicated to working shoulder-to-shoulder with you to help you achieve your goals?
  4. Will they inspire their colleagues?
  5. Will they be compatible with your team?
  6. Do they have the character to do what it takes?
  7. Will they be loyal through thick & thin?
  8. Will your customers and clients like them?
  9. Will they be industrious and hard working?
  10. Will they be ambitious for success?

If you can put a tick in the ten boxes, you may have found yourself the perfect employee.

There is, however, one more question you might want to ask yourself: “Could they be better than me?”

If the answer is yes – hire them immediately!