A Tough Job - the dispiriting task of looking for a new job

A tough job

The dispiriting task of looking for a new job

I’ve been looking for a job for the last few months. With my background in HR (I’ve handled more than 100 recruitment drives over the last 7 years), I have over that time thought carefully about how to make the process as friendly and accessible as possible. To experience this process from the other side has been illuminating and disconcerting. The organisations concerned (all charities, mostly in the arts) have not always emerged covered in glory. Some of the more unsavoury behaviour has included:

• Not acknowledging the application 
• Not supplying a job description
• Referring to the wrong job repeatedly during interview 
• Interviews where the panel looks bored and disengaged
• Waiting weeks to get back after the interview or forgetting entirely
• Not giving feedback (saying someone else was ‘stronger’ is not feedback)
• Withdrawing a job offer when you tentatively suggest condensed hours

As charities, shouldn’t we strive to be ethical employers, and follow best practice? Not only does treating people like this create resentment and build a bad reputation, but it means that we are missing out on a good opportunity.

Recruitment is a huge opportunity
I will remember the genuinely thoughtful acknowledgement and rejection letters, the lovely CEOs and Trustees I’ve met along the way, the incredibly thoughtful feedback that has both boosted my confidence and given me understandable ways to improve. I have followed these organisations on Twitter, become a supporter of their work and may work with them again in the future. 

Whilst it’s important to treat people well for its own sake, recruitment can be seen as a way of promoting how great it is to work for you, and the values of your organisation. If the process isn’t done thoughtfully you could risk getting a member of staff who is not right for the job, and without accessible and friendly recruitment you’ll also have a hard time diversifying your workforce. 

I know this blog may sound like just one person's point of view of their own experience, but its message is relevant to everyone and intended to be positive. Here’s how you can improve:

• All employers need to let every candidate know the outcome of their application. 
• Get back to people as soon as possible, or send a holding email if you are genuinely taking a while to decide
• Feedback should be constructive and focused on what the candidate did well and how they could improve, rather than focusing on the successful candidate 
• Consider giving feedback to interview candidates without being asked
• Don’t be defensive when the candidates ask questions - they have invested time and energy on their application and are genuinely interested, as well as potential audiences, participants or partners.
• Remember that being told no is hard. It’s always best to make it a ‘not this time’, and offer ways that people who really want to work for you can get closer to a job offer. I’ve run application-writing and interview technique workshops in the past, to give candidates a better insight into the process
• How about offering something to the people who came for interview but were rejected - a free ticket to an upcoming show for example. That might help turn a difficult experience into a positive one for both you and the candidate
• Ask for feedback about how the recruitment process was from the candidate’s viewpoint so you can learn and measure your progress

Functional or Fluffy? Defining wellbeing at work

Functional or Fluffy?
Defining wellbeing at work

You know that people are your number one resource, that wellbeing is important and that it can give your organisation a competitive edge, but have you considered what it really means in the workplace? 

What’s the first thing that comes to mind when you think of wellbeing? Often it is activities like yoga and mindfulness. These kinds of ‘fluffy’ add-on activity tend to divide opinion and are focused on the individual. The concept of wellbeing is actually much broader and there are functional ways you can design the structures and build the culture of your organisation to increase engagement,  efficiency, autonomy, sense of purpose and environment, to dramatically increase a sense of wellbeing. 

Wellbeing is more than happiness
Emotional health is complex. Stress and anxiety are normal and necessary responses to ordinary life. Wellbeing does not mean that we reject these emotions entirely, and they can often be useful at work. For example fear is an excellent way of ensuring you meet your deadlines. If wellbeing is not just about pleasure or seeking positive emotions, what then does wellbeing at work cover?

What is wellbeing at work?
Many aspects of our work life contribute to our wellbeing. Signs that wellbeing is a high priority in an organisation include where it:

- Has a clearly defined mission, vision and values
- Contributes to a better and more equal society
- Builds a culture of trust and acknowledgement
- Sets expectations around healthy behaviour 
- Encourages discussions about mental health
- Has clear structures for assessing wellbeing and for when things go wrong
- Provides line managers with training
- Sets expectations around meetings and email

For employees, a sense of wellbeing increases when they:
- Have autonomy
- Have job security 
- Are recognised for their contribution
- Have a clear job description
- Have enough money to live and a level that is demonstrably fair
- Have challenging yet achievable objectives
- Have opportunities to progress
- Feel able to talk about mental health
- Have regular opportunities to learn
- Feel comfortable in the work environment
- Are encouraged to be creative
- Are physically and mentally healthy

Summary
Whilst the kinds of ‘fluffy’ activity like meditation or gratitude practices can be useful for some individuals, an employer who is serious about building wellbeing at work is more concerned with functional structures and culture, and a comprehensive wellbeing strategy can empower staff to become more resilient and effective and significantly increase wellbeing.