Unfortunately there are no forecasters who can predict as accurately as meteorologists what the future holds for businesses.
Hardly a day goes by without someone, usually working in the media, asking me to predict what is going to happen in the graduate market in 2010. Few of the enquirers expect an optimistic response. I suspect some might even by dismayed to receive one such is the dependence on 'bad news' in today?????s media.
However, I can say that the mood in the sector is more upbeat than it was earlier in the year and a number of firms have publicly stated that they will be recruiting more graduates in 2010 than this year. The significance of these announcements is that they include investment banks and they tend to be the trendsetters so we must hope that other sectors will follow on behind.
My own view is that 2010 will be marginally better than this year but that growth will be slow and offset to a large extent by high volumes of graduates expected to come onto the market. In addition to a record number of students graduating next year there are all the graduates who did not find a job in 2009plus the record number of students who decided to take apostgraduate course rather than face the dole.
In short there will be heavy competition among graduates for the vacancies that exist and for employers that is a mixed blessing. Yes, they should be able to fill all their vacancies but the process of selecting the 'best fit' from a large pool of candidates is a time consuming and expensive process.
I do hope, however, that employers treat each application with due care and attention. Behind every letter of application is an individual with their own needs, desires and ambitions. Employers have a responsibility to treat candidates as they would themselves like to be treated. That means not using inappropriate criteria to get the numbers down. It is essential to only set criteria that are relevant to the job. I recall one recruiter proudly telling me, in a previous recession, that he was raising the entry standard for his vacancies to straight 'A's at A level. I asked why and his response was simple, if misguided, I can so I will!
Best practice suggests that employers should also ensure that they keep all candidates informed of their progress or lack of it. And, for those who are called forward to interview or an assessment centre, the offer of feedback on their application should be automatic.
It is not just a case of treating people fairly. It makes good business sense. The first real job I was offered was snatched away from me just a few days before I was due to start work. It seems that the manager of the insurance firm had changed and the new incumbent went and appointed his own trainee actuary. Not only had I lost a job I was promised, I had missed the summer round of other vacancies and faced an autumn of unemployment. It happened many years ago but I remember the experience well and have stuck to my vow never ever to give that company any custom, personal or business! And on several occasions I have told others of my treatment.
People have long memories when it comes to being treated badly and the candidate the firm forgot to inform that they have not got a job may, in the future come, be a potential customer.
So, to sum up, good practice in selecting candidates for jobs is also good practice in building the employer brand and business reputation.
Time to batten down the hatches!
Carl Gilleard
