Recruitment News
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21 November 11 List Recruitment Evesham's Office Celebrate List Recruitment has been established in Evesham for many years and this month heralds the third anniversary of their move to newly refurbished offices at 58 High Street. Despite the turbulent economic situation during this period which has witnessed the worst recession in living memory, List Recruitment has continuted to develop and grow its business. This can be attributed to the caring and ethical approach the company supports and the freindly, experienced staff who are dedicated to finding the right candidates with the relevant skills sets for their clients. A member of the Recruitment & Employment Confederation and the Gangmasters Licensing Authority List Recruitment has a strong focus in the Industrial, Commercial, Administration, NHS, Logistics and Catering sectors whilst successfully meeting client requirements in more specialist areas. Serving businesses both locally and througout worcestershire, Warwickshire and the Cotswolds, and equipped with the latest sophisticated search and selection software, List Recruitment is proud of it's achievements during its time in Evesham and looks forward to sharing continued success with both clients and candidates. If you are a work seeker, please see our vacancies on line or call 01386 444270, if you are a client looking to hire please call Annie Potter on 01386 444270 or email annie.potter@listrecruitment.com |
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29 July 11 Engineers Urgently Required for Oil and Gas Contracts in Tyne and Wear List Recruitment and List PEC are currently working hard to fill various contract positions for a new client in Tyne and Wear. Positions available include Engineers and Designers for a new contract for the Oil and Gas industry. Please see the Technical Vacancies for more information or contact 01469 571888, enquiries@listrecruitment.co.uk. |
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16 June 11 Follow List on Twitter For the latest news about jobs, employment legislation and recruitment news - follow us on Twitter @ListJobs |
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03 June 11 National Minimum Wage Increase from 1st October 2011 The new hourly rates for the National Minimum Wage that will apply from 1st October 2011 are as follows: Workes 21 and Over: £6.08 (currently £5.93) Workers 18 - 20: £4.98 (currently £4.92) Workers 16 - 17: £3.68 (currently £3.64) Apprentices: £2.60 (currently £2.50) |
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17 January 11 Agency Workers Regulations When they come into effect on October 1, the Agency Workers Regulations will be one of the most significant acts of legislation ever seen in the UK recruitment industry. Non-compliance could cost employers millions in tribunal proceedings and awards, according to Daniella Wilson of List Recruitment, who outlines their main features and what employers need to do to prepare themselves. Are agency workers a vital part of your company’s workforce? If so, now is the time to get to grips with these new employment rules. The Agency Workers Regulations have been designed to give such workers the same basic working and employment conditions as if they had been directly recruited by the employer. Equal treatment becomes effective after 12 weeks and applies to pay, working times and rest periods. When calculating what constitutes equal pay, companies need to consider basic salary/wages, commission, shift payments, holiday pay, overtime pay, bonuses and incentive payments. However, agency workers will not be entitled to benefits such as occupational sick pay, pension payments, maternity, paternity and adoption pay, redundancy pay, share and option schemes, health insurance, loyalty bonuses or any bonuses which are not directly attributable to work performance. All of these benefits are considered a reflection of the long-term relationship between an employee and their employer. From day one, agency workers will also be entitled to access to collective facilities such as canteens, childcare facilities and transport services. They will also need to be informed of any vacancies in the company and be given the opportunity to apply for permanent positions. Liability for equal treatment will usually lie with the agency supplying the worker, yet this will be passed to the hiring company if they fail to provide accurate information about relevant employment conditions. It is therefore essential for companies to act now in reviewing and identifying those terms and conditions which fall within the scope of the new regulations. The UK government has estimated that compliance with the new regulations will cost employers nearly £2-billion. Costs can be minimised, however, with careful planning and by working in close partnership with agency suppliers. As a corporate member of the Recruitment and Employment Confederation (REC), List Recruitment has access to the most up-to-date and comprehensive AWR Implementation guidance. We are currently in consultation with our customers about the impact of the regulations and developing new procedures to ensure compliance. Despite the cost implications and administrative burden associated with the new regulations, agency workers will remain key in many organisations – especially in an uncertain climate when a flexible workforce is essential. So perhaps now, more than ever, it is vital to protect such valuable resources. For more information, call Daniella Wilson at List Recruitment on 01469 571888 or email enquiries@listrecruitment.co.uk. |
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17 May 10 List Recruitment (Midlands) Ltd win Approved Supplier status List Recruitment are today delighted to announce that they have been awarded an Approved Supplier contract with Ethos Recruitment, to supply Unipart Automotive with staff. A spokesperson for List Recruitment said "We are very excited to start working on this new contract" |
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15 June 09 We’re Number One! The List Group have recently been named as one of the fastest growing companies in the UK. Topping the Real Business/LDC Hot 100 League table of privately owned companies, the success of the List Group over the past 5 years has been largely due to diversification. Founded by Terry List in 1971, recent years have seen the List Group supplement their engineering design business with recruitment and documentation services. Being able to offer such a comprehensive range of solutions has had a phenomenal effect, with sales rising from £207,000 in 2005 to £21.9 million in 2008. Terry List has stated that the recruitment division of the Group has been the shining light over the last few years. Covering a wide range of industries and job disciplines, List Recruitment have the scope and experience to meet both general and specialist requirements. Being part of a larger group, List Recruitment consultants are trained to look at the bigger picture and can offer not just recruitment services, but comprehensive business support. Although now operating in a difficult climate, with almost 40 years in business the List Group have experience in riding tougher times and even managing to spot opportunities for further growth. There is still every chance that the next 5 years will be as spectacular as the last! |
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10 June 09 Peter Hipkiss, Consultant at Peninsula, takes a look at redundancy Paraphrasing somewhat the definition of redundancy is: “…the need for employees to carry out work of a particular kind has ceased or will cease, has diminished or will diminish at that site.” Redundancy is a dismissal in law. It is one of the only six potentially fair reasons for dismissal. It is extraordinary how often employers say, “No, I didn’t dismiss him, I made him redundant,” or employees saying, “No I wasn’t dismissed, I was made redundant.” For employment to be terminated, by reason of redundancy, is a dismissal and there is a minefield of legislation to be negotiated before it can be carried out safely. It is necessary to understand the essential difference between redundancy and the other potentially fair reasons for dismissal. With redundancy there is no culpability on the part of employee as there is, say, for someone who steals and is dismissed for gross misconduct. The employer is in effect terminating the employment of someone who is guilty of no wrong doing whatsoever. Consequently the terminology, conversations, letters, offers of assistance with references, even things like outplacement counselling, should reflect this fact. There is complicated legislation governing redundancy. Statute identifies different rules depending on thresholds of numbers to be made redundant. Contract law will dictate certain requirements. Best practice either through ACAS codes, case law or simple “what is fair” as perceived by a Tribunal will all control the procedure to be followed. Governments over many years have believed in the value of consultation in potential redundancy situations. The belief is that the employees carrying out the job(s) will know it best and, if consulted meaningfully, may well come up with ideas as to how the job(s) might be saved. Considerable importance is attached to consultation with any trade unions involved or, lacking their presence, the opportunity to elect worker representatives, to consult with the employer on behalf of their colleagues, must be provided. If employees do not wish to elect workforce representatives then it will still be necessary to consult with the workforce. Consulting with employees may help to initially show how the job could be saved; reducing the numbers to be redundant and only proceeding to the second stage, of how the people carrying out the jobs can be saved; be more willing to agree to changes in working practices, job determination issues etc, and, having been part of the process, understand the necessity for any redundancies at the end of the process. If the potential number to be dismissed is less than 20 then the statutory dispute resolution procedure applies as may a contractual redundancy policy or trade union agreement. For 20 or more redundancies, 30 days consultation is required and for 100 or more, 90 days consultation is required. For 20 or more the employer should also complete an HRI form and send it to the local job centre. For the purposes of consultation with a trade union or employee representatives the employer must disclose to them, in writing, the: • reasons for the proposals; • the numbers and description of proposed redundancies ; • the total number of employees of any such description at that site; • the proposed method of selection; • the proposed method of carrying out the dismissals (subject to procedures) and the timescale; and • the proposed method of calculating redundancy payments. It may be beneficial to give full details of the circumstances leading up to the current situation and what has been done so far to try to prevent it. Redundancy situations commonly arise either because of a financial problem or there is now a job imbalance. Tribunals take a dim view of an employer faced with a financial problem who fires a few employees as a resolution. In this situation employers need to explain to employees the attempts which have been made to increase sales by perhaps reducing prices and increasing income, renegotiating with suppliers, changing suppliers and perhaps sales promotions etc. A Tribunal will expect an employer to consider all these factors before considering redundancies. If ideas of how the jobs can be saved are not forthcoming then the next step is to consider how to identify how potential redundant employees can be saved. Sometimes the selection is straight forward and a selection procedure can be carried out. Statute does not state what the procedure should be just that it should be “fair.” The two most commonly used procedures have been last in – first out (LIFO) or an appraisal selection procedure to identify the most valuable employees to retain. LIFO has fallen out of favour recently following the introduction of age discrimination legislation. When using selection criteria ensure they are objective and relevant to the role. Individuals identified as potentially redundant should be invited to a meeting to discuss their score(s) taken from their appraisal. Provide, prior to the meeting and in writing, their own score(s) and that of the others in their pool. If possible have more than one person score. Ensure scorers have read each individual’s personnel file. Individuals identified as potentially redundant should be invited to a meeting to discuss their score(s). Provide, prior to the meeting and in writing, their own score(s) and that of the others in their pool. Sometimes individuals argue that they should not be shown other employees scores because of “confidentiality.” Wrong-it is only by seeing their own score and being able to compare it to their colleagues that they can sensibly comment on the accuracy of the marking. Mistakes do happen and far better to discover the mistake before they are dismissed than at the Tribunal! Assuming that no adjustments to the scores are necessary the employer must then consider if there are any alternative jobs available. A suitable alternative is one where the role is broadly similar with regard to the work itself; the emoluments for it; the status; the hours and the location. If such an offer is made, and the individual refuses it, they lose their right to a redundancy payment. If an alternative is “not suitable” then the employee has a right to a trial period of it, normally for up to four weeks. If they decide they do not want the job or the employer decides they are not suitable for it, then their right to redundancy payment still stands. Special rules apply to women on ordinary or additional maternity leave. Such an individual is entitled to be offered, before the end of her current employment, alternative employment, if it is available, with her employer or associated employer. The new contract takes effect immediately following the old (i.e. with continuity of employment). The role must be both suitable in relation to the employee and appropriate for her in the circumstances and it must not be substantially less favourable than if she had carried on her old role. This area is fraught – take professional advice before acting! Having reached the end of the process those selected for redundancy are dismissed. Employers should send a formal letter to the employee terminating the employment which contains either within the body of it, or as a separate attachment, a financial statement which complies with the requirements of statute, with regard to notice, or pay in any ex-gratia payments etc sufficient to enable them to calculate that the figures are correct. The formal letter should also contain the right to appeal. Although, if the numbers to be made redundant are less than 20, there are no periods of time laid for consultation before dismissals can occur, since statutory disputes does apply i.e. “letter, meeting, appeal” it is unlikely that a period of less than two weeks would be adequate. The process on consulting as to how the jobs can be saved followed by how the job holders could be saved follows the same process as for redundancies of 20 or more. Although there is no requirement to allow the election of workforce representatives, you may still need to consult with a recognised trade union. Getting the redundancy process wrong can be extremely costly with awards not only for unfair selection for redundancy, unfair dismissal and possible enhancements of up to 50% for breaches of the statutory disputes procedures but, alternatively, punishment awards of up to 90 days pay for failure to consult. Employers should take advice – and do so in good time- whenever situations such as these arise. For further information contact Peter Hipkiss on 07966 112075 or via e-mail, Peter.Hipkiss@peninsula-uk.com. |
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22 May 09 Ongoing Vacancies with List Recruitment List Recruitment (Midlands) Ltd are always looking for Medical Secretaries, Ward Clerks, Administrators and Receptionists for their N.H.S. Contract vacancies. These jobs are situated throughout Worcestershire. Some are short term bookings and some long maybe even becoming permanent. The NHS like the Medical Secretaries to have an Amspar qualification and some of the bookings require a CRB check. If you are interested in any of these bookings please contact either the Evesham office or the Redditch office. |
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