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The Power of Networking - 5 Benefits Networking Can Have on Your Career

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In last week’s blog we looked at 5 Tips to Build Your Professional Network, this week we want to take a look at why networking is so important to your professional development. It can be a daunting task for those who wouldn’t consider themselves overly social, but the rewards to your professional and personal growth are endless.

 

1. Get Help and Be Helped

One of the most significant parts of building a professional network is the opportunity it presents you to ask others for help when you need it and to help other people in your network. It happens to all of us at some point when we need an extra pair of hands to help us solve a problem. All jobs present bumps in the road and it’s great to have a professional network you can lean on in times of struggle and vice versa you can lend a helping hand when your network need help.

 

2. Be Inspired by Ideas

Networking can be so beneficial to our creativity and inspire us to do more in our work. If you’re feeling a little lost or not as pumped about your job as you once were, go to a work event or conference and start talking to people! These people can have a similar role as you or a completely different role, or just work in the same industry. Don’t focus on what level they are either. Different levels of experience will bring you all kinds of different insights. It doesn’t matter what role they are in or what level they are, they will always share something new with you. It’s a great way to come back to the office with new and exciting ideas.

 

3. Build a Good Reputation

Building your network will get you known among those in your industry. More visibility is a great way to build your reputation. Getting yourself out there and being noticed by your peers will help you make a name for yourself. Word of mouth can go very far and if you make enough good impressions a level of trust for you and what you do will follow. This will stand to you if you decide to apply for a new role. You may not know your interviewer directly, but they may have a connection to you through a mutual contact, who has nothing but positive things to say about you.

 

4. Grow your Confidence

Career advancement isn’t the only benefit to networking. It can help with your personal growth as well. By continually putting yourself out there and meeting new people and stepping out of your comfort zone on a regular basis, will help you to build invaluable social skills and self-confidence that you can take with you anywhere. The more you network, the more you’ll grow and learn.

 

5. Gain New Friendships

The last benefit doesn’t impact your professional career, but it doesn’t make it any less significant. Spending time socialising and building your network will naturally lead you to making friends. Some of the strongest and long-standing friendships have started as work connections. The people you network with will be like-minded with similar aspirations and struggles as you so it’s not unlikely that a work relationship could develop into a friendship.

 

We have heard it time and time again, advancing in your career is just as much about who you know as what you know. That’s why networking is so important to your career, but networking can benefit you personally just as much as it can professionally. Spending time networking will be very worthwhile and the best part is that it’s never too late to start investing in your network.

Posted by Clare Reynolds on 27 March 2019

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Sigmar Announces “COVID Ready” Learning Partnership with Alison to Upskill Newly Unemployed & Help Mobilise Irish Workforce for Faster Rebound

Sigmar Announces “COVID Ready” Learning Partnership with Alison to Upskill Newly Unemployed & Help Mobilise Irish Workforce for Faster Rebound

Sigmar Recruitment and Alison today announce a COVID ready learning partnership as part of the emergency jobs initiative www.covidresponsejobs.com. The initiative is an online platform set up by Sigmar Recruitment to help connect the displaced workforce with current frontline job opportunities, and to upskill the restricted workforce to enhance career prospects and enable a faster economic recovery. Alison, one of the largest learning websites worldwide, is now offering access to all of its courses free and unencumbered through www.covidresponsejobs.com. The learning content being offered through the platform has been hand curated to reflect in-demand, recession-proof skills across an array of business and IT disciplines, including; data science project management customer service accounting web development computer networking e-commerce The core learning has been paired with lifestyle courses covering mental health, stress management and practical content on parenting while working from home for example aimed to support those working remote throughout the crisis period and beyond. The learning pathways have also been designed with jobseekers in mind with content on public speaking, job hunting, personal development supported by jobseeker advice on how to compete in the current marketplace, including tips on video interviewing, digital collaboration, remote onboarding and much more. Commenting on the partnership, founder of the initiative and Sigmar CCO Robert Mac Giolla Phádraig says: “As one of the world’s largest free learning platforms, Alison presents an excellent opportunity for newly unemployed in Ireland to upskill. The learning content has been COVID curated for maximum impact encompassing business skills, IT skills, mental health and personal development. We also aim to support the restricted workforce by providing upskilling opportunities during the downtime, to better equip our workforce to rebound from the crisis in the medium term.” Speaking at the announcement, Alison Founder & CEO, Mike Feerick stated that the gesture is one Alison is happy to make. “While being a global learning business, most of our team live and work in Ireland and know personally people whose employment has been jeopardised by the coronavirus pandemic crisis. Alison has over 1,500 free certificate and diploma courses, in subjects from project management, languages, IT, to health & safety, elderly caregiving, MS Excel and free courses on GDPR. “If you have been laid off, it is an opportunity to build up and strengthen your workplace skills to enhance your chances for employment in the months and years ahead. We are delighted to partner with Sigmar on the COVID Jobs Initiative.” www.covidresponsejobs.com is a for purpose “Team Ireland” initiative created by Sigmar Recruitment, supported by Alison, Candidate Manager, The Irish Times and Communicorp, established to mobilise the Irish Workforce.

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Sigmar Launches Emergency Jobs Initiative to Connect Displaced Workers with Employment Opportunities for a Faster Rebound

Sigmar Launches Emergency Jobs Initiative to Connect Displaced Workers with Employment Opportunities for a Faster Rebound

In light of the COVID-19 pandemic, which has seen hundreds of thousands of people lose their job, both temporarily and permanently, Sigmar Recruitment is today launching an online platform to connect jobseekers with employment opportunities as well as offer upskilling opportunities for the restricted workforce to ensure a smoother return to the workplace once the isolation restrictions have eased. The initiative is online for ease of use by those at home. Jobseekers are invited to register on the website, so that employers can make direct contact for current opportunities. Jobseekers sign up for a daily email, which will inform them of companies that have immediate vacancies on either a permanent or temporary basis. Jobseekers can then apply directly to employers. The site also offers highly relevant jobseeker advice on how to compete in the current marketplace, on a range of workforce topics, including tips on: video interviewing online engagement social branding digital collaboration remote working COVID restriction employee rights societal consciousness remote onboarding and much more Furthermore, the website also directs jobseekers to free online training to support upskilling during down time. Employers can post immediate or short-term staffing requirements for free so Sigmar can keep supply chains running and redeploy Ireland’s workforce that have been affected by COVID-19. Employers can also “shop direct” for talent on the website. Commenting on the initiative, founder of the initiative and Sigmar CCO Robert Mac Giolla Phádraig says: “www.covidresponsejobs.com was created by Sigmar Recruitment to support displaced workers and employers during the COVID-19 outbreak. Our aim is to connect people who have been impacted by short-term business closures with employers who have seen rising demand for frontline staff, those in healthcare and those needed to keeping Ireland’s supply chains operating. “The economy has temporarily stalled and the traditional recruitment process is on its head. However, the current pandemic has created new positions especially in retail, distribution, manufacturing and the health sector, to include many administrative, customer support and back office roles. In addition, we are actively supporting many other organisations balance business continuity with sustainable employee flexibility throughout the crisis.” Commenting on the restricted workforce, Mac Giolla Phádraig adds: “With the introduction of the COVID 19 Wage Subsidy Scheme this week, a significant cohort of the workforce is now likely to be retained, but with restricted workload. We aim to support the restricted workforce through upskilling during downtime, to better equip our workforce to rebound from the crisis in the medium term. “At this time of national crisis, we all have a responsibility to play our part. At Sigmar, we have adopted a frontline first approach and will deploy all resources available to us to support the national interest. “ www.covidresponsejobs.com is created by Sigmar Recruitment, supported by Candidate Manager, The Irish Times and Communicorp

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Hire for human instinct in the digital era

Hire for human instinct in the digital era

In an age of big data, analytics and artificial intelligence (AI), relying on instinct, intuition or gut feel may seem like an inferior system when recruiting talent but it may just be the edge you need to recruit the best. We live in the digital era. Artificial intelligence (AI) guides our choices of restaurant, how we get there, and helps us get home later if we need a taxi. We talk about generations Y and Z as digital natives and organisations throughout the world are actively discussing their digital transformation strategies. It is also having a profound impact on the workplace where everything can be measured and reduced to a series of ones and zeros, and a growing number of activities and processes previously carried out by people are being automated in the drive to reduce costs and improve productivity. But the digital world is not necessarily a better one. Faster and less prone to error certainly, but better is open to question. And hiring people who will thrive in a given workplace is equally important, according to Sigmar head of European recruitment, Shaun O’Shea. The Sigmar recruitment framework addresses three dimensions, he explains, competency fit, motivational fit, and culture and values fit. It has been tried and tested and proven its worth in successful candidate selection over the years, but it also acts as an indicator for the limitations of technology in the recruitment process. “I have been in the recruitment business for eight years,” says O’Shea. “Eighteen months ago, we set up the largest tech-nology recruitment hub in Europe here in the middle of Kerry. We lean quite a lot on technology tools, artificial intelligence (AI), machine learning, robotic process automa-tion. I recruit for the technology sector, so I am very pro-technology, but you’ve got to build in human intelligence as well.” Technology has its limitations, he explains. “When you hear people talking about new technologies, they say they are quicker, more accurate and better. They certainly can be quicker and more accurate but not necessarily better. They lack human instinct, that gut instinct. You can use technology quite a lot for the first two elements of our recruitment framework. You can search for competency matches and so on but there is no questionnaire, AI algorithm or chatbot which can tell if the candidate lives and breathes the values of your organisation.” That’s where the interview comes in, when people can interact with each other to tell what they are really like. “People want to know what will happen when your backs are up against the wall, when the organisation is in dire straits, is the candidate a person who can be relied on to live and breathe its values. Technology is important, of course and we use all the latest tools. But we are combining technology with human instinct. We are using it to complement our own capabilities.” No matter how advanced, technologies like AI and machine learning can be prone to the same errors as humans. “They are designed to do what a human or a group of humans will do but will never have human relationship skills and instincts”, he notes. But they can repeat the same mistakes as humans. In the US, when AI was used in an attempt to overcome unconscious bias in the recruitment process it was actually found to perpetuate it. This was because the algorithms use data on previously successful candidates to hire from the next bunch, thereby repeating and possibly amplifying the behaviour of its human predecessors. Indeed, in 2018, Amazon ceased using AI assessment of CVs after it was found that the software was biased against those which include the term “women’s”, such as in “women’s team captain”. Again, this was due to trends in the dataset of previously successful candidates. This is not the only reason to be cautious of an over-reliance on technology. Mistakes are costly, says O’Shea. “The Work Institute published research last year that showed that wrong hires are costing businesses around the world $600 million every year. The average employee in Europe now changes job every 12 months. We have to look at why people leave, and it’s usually because they are not a technical or motivational fit. It’s generally about culture.” “Every organisation needs to hire the right people for them,” he continues. “Every hiring process should be unique, not off the shelf. Technology should be used as an enabler. It can be used for creating a long list of candidates and identifying a large talent pool. You need human input for short-listing and interviewing. If the recruiter works for the company, they will already know the culture. If it is an external recruiter, they will need to learn the client’s culture. I recently spent three days in Stockholm with a client learning their culture. Before that I was in Berlin and Barcelona.” It’s not about organisations having a good or bad culture. “I explain to clients that their culture is their culture. They shouldn’t try to hide it or represent the organisation as something that it is not.” But culture can vary. “It can be different from country to country, office to office, and between sales and production and engineering. You have to understand it, if you are to hire candidates who will be the right cultural fit.” He concludes by pointing out that the human interaction at interview stage is now critically important to hiring the best people. “The economy is now at full employment and financial, accounting, and technology candidates can have five or six job offers at any one time. It’s a two way process now. Candidates are as much as interviewing the company as they are being interviewed. It’s now almost a question of them hiring the company.” Mac Giolla Phádraig adds: “You can take the human out of the stone-age, but you can’t take the stone-age out of the human. Certain instincts are hard wired in us all, some in our self-interest; survival, fight or flight, reproduction and others which are altruistic; compassion, tribal instinct and a societal instinct.” Intuition is when you trust your instinct, which is often perceived as being “fluffy” as a decision-making factor when used to recruit. “We should not pit data against intuition, rather we should use our intuition to develop a hypothesis about a candidate and test that with the data in a experiential way at interview. Afterall, instincts are the fundamental drivers of how we behave and how we feel. I for one, would love to see a new recruit display, compassion towards my customers, tribal instincts towards my team and societal instinct towards the world at large. Use your instinct to hire for human instinct.”

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Doing These 10 Things will make you the Best Boss in the World – According to Google

Doing These 10 Things will make you the Best Boss in the World – According to Google

Today, 16th October is officially known as Boss’s Day. It’s a significant day considering we all have a boss or we are a boss, but what we want to know is makes a great one? You can go to great lengths to hire the best team but without a great manager the team will ultimately fail. Google is acutely aware of this, so for the last 10 years they conducted extensive research on this topic under the code name Project Oxygen. The goal? Figure out what makes the perfect manager, so companies like Google could train its leaders to be the best in the worlds. The research has paid off, as over the years Google has seen improvement in employee turnover, satisfaction, and performance. Want to know what make the perfect boss? It all comes down to these 10 behaviours… 1. A Good Coach A great boss allows their employees to solve their own problems. Rather than doing everything themselves, they teach others to do the work so they can be responsible for their own tasks. Taking the time to teach staff and encouraging them to upskill makes for a more empowered staff. A great boss allows their employees grow and guides them as much as they can. 2. Empowers Team and Does Not Micromanage Giving staff the freedom to do their job is key to being a great boss. Employees need to be trusted in order for them to succeed. Robert Gibbs, Chief Human Capital Officer of NASA is an advocate for this. During Robert Gibbs keynote at Talent Summit he explained how NASA’s raison d'être boils down to the flourishment of human kind, giving NASA the ultimate competitive advantage. Robert believes in “the power of presuming positive intent”. Belief goes a long way and sometimes to get the best out of people the best thing a boss can do is to just believe in them. 3. Creates an Inclusive Team Environment, Showing Concern for Success and Well-Being Putting emphasis on building social capital in the workplace is a trait of a great boss. Margaret Heffernan is an entrepreneur, CEO, writer and keynote speaker who understands that social capital takes time, focus and energy, but if the ingredients are right, can bind human capital to achieve success beyond measure. A great boss will know that loyalty, friendship and comradery in the workplace create a shared commitment to success, something we may struggle to replicate in the gig economy. In short, being trusting and trustworthy is the basis of creating a just work culture that inspires success. 4. Is Productive and Results-Oriented The best type of boss will motivate and inspire their team purely by just working hard at their job. If a manager is lazy and their team doesn’t really see them doing much it really just encourages the staff to do the same. Having a boss who is not afraid to roll their sleeves up and get stuck in to any given task is the type of leader that inspires their staff. 5. Is A Good Communicator — Listens and Shares Information A great boss shares information from their staff. Having a transparent boss means staff learn more and are encouraged to be transparent themselves. A great boss is a good communicator but an even better listener. 6. Supports Career Development and Discusses Performance A great boss will always encourage their staff to develop, praise them when they do well and constructively criticise when it’s needed. Sir Ken Robinson is a believer in the importance of a culture that gives us the opportunity to engage in creativity and how creativity should be encouraged in our businesses. Humans are born with endless capacities but they need to be adapted in order to become abilities. Sir Ken uses a clever anecdote about learning to play guitar to explain his theory. We are all born with the capacity to play guitar, but we don’t have the ability until we learn to play the instrument. We need to open up our employees to new opportunities to learn and adapt skills and unlock talents they didn’t even know they had. Criticism is also very valuable to employees. A great boss will always praise their staff on doing a good job but will have the capacity to explain in a constructive way when work isn’t at it’s highest standard. This kind of behaviour encourages learning and development which is a key behaviour of a great boss. 7. Has A Clear Vision/Strategy For The Team A great boss had a plan. They know where their team is, where they are headed and what is needed to reach their end goals. A great boss needs to be catalyst for the team/companies vision. When the team loses motivation or drive, the boss needs to be there to remind everyone of the strategy and keep things in motion. 8. Has Key Technical Skills to Help Advise the Team Understanding every staff member’s job is crucial to being a great boss. A great boss will appreciate the work that goes into completing tasks and is on hand with useful advice when needed. If a boss has unrealistic expectations because he/she doesn’t understand their staffs role, employees will only ever feel like they are underdelivering and when they need advice they feel their boss doesn’t quite understand the problems at hand. A boss who has the technical skills will welcome their staff seeking guidance. 9. Collaborates Across Effectively A great manager always sees the big picture. They work for the good of the company as a whole and encourage their teams to do the same. A great leader will promote camaraderie and integration and encourage everyone to come together and work on goals that benefit the company as a whole. 10. Is A Strong Decision Maker A great boss is decisive and not impulsive. They are confident in their knowledge and make decisions that they stick to. Being a leader means being brave in your actions to lead and guide others. You need to be courageousness to lead beyond the odds, stick to your decisions to be a great boss. Google have really hit the nail on the head with these behaviours. If you can promote these behaviours and train your leaders using these 10 points from Google, you’ll build teams that will trust and inspire one another to achieve success beyond measure.