Category Archives: Employment

Employment Disputes

If you’re employing other people, there’s always a possibility that you may end up being involved in an employment dispute. In this article, we take a look at how a solicitor can help you to resolve employment disputes, should they arise.

The chances of being involved in an employment dispute can be minimised by ensuring that you follow the correct procedures when advertising vacancies, recruiting staff, drawing up terms and conditions of employment and making staff redundant. However, you may find that a member of staff is unhappy with an aspect of your employment and decides to take this further. Alternatively, you may be unsatisfied with an employee’s performance and decide to take action, in which case a dispute may arise.

Grievance and Disciplinary Proceedings

Most issues arising between an employer and employees should initially be dealt with through the employer’s internal grievance or disciplinary procedures. Therefore, it’s important that you provide details of these procedures in your company’s staff handbook and that all staff can access a copy of these easily. It’s also vital that your grievance and disciplinary procedures comply with current employment law, so it’s worth asking your employment solicitor to help you to draw them up and review them regularly.

If an employee decides to raise a grievance or you decide that you need to take disciplinary action in respect of an employee’s performance or behaviour, consult your employment solicitor as soon as possible. Your solicitor will be able to discuss the specific case with you and advise you about how best to proceed. By doing this, you can rest assured that you are complying with relevant employment law throughout the process.

Mediation, Conciliation and Arbitration

Issues between an employer and employee are often able to be resolved during an internal grievance or disciplinary procedure. However, sometimes further discussions are necessary. There are three main processes available – mediation, conciliation and arbitration.

Mediation involves the employer and employee discussing the situation with an independent party, known as a mediator. The mediator can often help the employer and employee to come to an agreement without needing to take the dispute to an employment tribunal. Conciliation is a very similar process, also involving a mediator. However, conciliation usually takes place when an employee is considering taking his or her employer to an employment tribunal or has already made a claim to an employment tribunal.

The third process, arbitration, is similar but the independent party involved, the arbitrator, listens to both sides of the dispute and makes a firm decision about the case.

Many firms of solicitors provide assistance with mediation, conciliation and arbitration processes and these can be quicker and cheaper solutions to employment disputes than going to an employment tribunal.

Employment Tribunals

If you are unable to settle a dispute with your employees, your employee may decide to make a claim and take you to an employment tribunal. At an employment tribunal, the case will be heard by a panel which will usually include a qualified employment judge and the panel will make a decision and decide whether compensation should be awarded. Employment tribunals hear cases relating to a number of different types of employment issues, including unfair dismissal, discrimination and breach of contract. Decisions made by an employment tribunal are legally binding.

If an employee decides to take their case to an employment tribunal, you should consult your employment solicitor as soon as possible. Your employment solicitor will be able to discuss the process with you, help you to prepare your case and represent you at the tribunal.

This article is intended as a general guide only and provides an overview of some of the legal issues that may need to be considered. It does not constitute legal advice and should not be relied upon as such. We recommend that you seek professional advice before taking action. No liability can be accepted by us for any action taken or not taken as a result of this information.

Thailand Employment

Termination of Employment

The Labour Protection Act B.E. 2541 (1998) (“the Act”) applies to all businesses operating in Thailand. The employer/employee relationship is regulated under Thai law, including matters relating to the termination of an employee.

The main reasons why Thailand employers may consider payroll cuts by terminating staff can be summarised briefly as economic, poor performance or misconduct.

It is common in the Thailand legal environment that the Labour Court tends to favour the employee and accordingly it is extremely important that business owners in Thailand adopt correct procedures insofar as termination of their employees.

Termination Payment Calculation Summary

The following is a summary of the quantum of severance pay which must be paid by an employer to an employee under Thai law if Section 118 of the Act is applied. This is calculated in accordance with the employee’s length of service.

120 days but less than 1 year – 30 days pay
1 year but less than 3 years – 90 days pay
3 years but less than 6 years – 180 days pay
6 years but less than 10 years – 240 days pay
more than 10 years – 300 days pay
Exclusions to Payment of Severance Pay

A. Short or Temporary Employment Periods

Labour laws in Thailand afford business owners certain exclusions from the requirement to pay severance payments if the following conditions apply:
An employee has served the company for less than 120 days.
An employee whose employment is stipulated in a contract set for a definite period and the employment is terminated at the end of that period, if this form of employment is in compliance with the Thai labour laws and regulations (Section 118 of the Act).

Employment with a definite period is allowed only for the following categories;
Employment on a specific project which is not the normal business of the employer;
Employment for occasional or temporary work; and,
Seasonal employment.

A written employment contract is required for the above with clauses stipulating the commencement and completion dates. In addition, all tasks must be completed within two years.

B. Termination with Cause

Under Section 119 of the Act, there are certain exceptions which enable an employer to avoid the payment of severance to an employee and which are as follows:-

The employee performs dishonestly or intentionally commits an offence against the employer;
The employee intentionally causes the employer to suffer loss;
The employee causes serious damage to the employer as a result of negligence;
The employee violates the employer’s working rules or regulations or the employer’s orders which are legal and fair where the employer has already given the employee a written warning, except in a serious situation where the employer is not required to provide a warning;
The employee neglects to complete his or her duties by not attending work without justifiable reason for three consecutive working days; and,
The employee has spent time in prison by final judgement, with the exception of negligence or petty offences.
The exceptions to which employers are liable for severance pay are stipulated in Section 119 (1) – (6) of the Act.

If the employer terminates the employment contract of the employee for other grounds, the employee is entitled to receive severance pay.

Nevertheless, to terminate the employment of any employee on the grounds stipulated in Section 119 of the Act, the employer must provide a letter of termination to the employee with the reasons for termination. Note that in accordance with Thai law, the reasons provided must be real or relate to the actions for termination of employment.

Special Severance Pay

In the case where an employer relocates the place of business in Thailand which affects the normal living of an employee or his/her family, the employer shall notify the employee at least 30 days before the date of relocation. Thai law allows the employee to refuse to move and become entitled to receive severance pay. Failure to notify the employee may result in a special severance payment in lieu of the advance notice of 30 days.

With respect to the termination of the employment on the basis of reorganising the Thailand based business, production line, sales or services due to the adoption of machinery or technologies which result in a reduction of the number of employees, the employer has a duty in compliance with Thai law (Section 121 of the Act) to notify the employee as well as the labour inspector not less than 60 days prior to the contemplated date of termination. Failure to do so will result in a special severance payment in lieu of the advance notice of 60 days being paid in addition to the normal severance pay.

Five Things an Employer Needs to Know About Employment

It is an unavoidable demand of running any business that an employer must have a good knowledge of employment law whether they are self employed and/or employ other staff. They should have an awareness of the rights of the employee, the employer themselves and where each party stands in the unfortunate event that the normal working relationship breaks down. This article addresses the five key areas that employers and HR departments need to consider when dealing with employment law in the UK.

1. How You Define Employees and Employers
It is important, before delving into the intricacies of employment law to have a clear idea of the parties that are involved and how their roles should be defined.

    • Employed vs Self Employed: This distinction can be less apparent than you may think. If a worker has agreed to provide a service/work under contract for an organisation then they will be a worker employed by that organisation unless the organisation is actually employing the services of that individual’s business, in which case the worker is self-employed and thus not a direct employee of the organisation. An example of such a scenario would be a contractor who offers his services to an employer via his own business rather than agree a direct contract of employment himself.

    • Part Time vs Full time: This is a heavily contextualised concept as the hours a full time employee works in one organisation could be the same as the hours worked by a part time employee in another. Once an organisation has set the hours that a full time employee is expected to work, a part time employee is defined as a worker employed on the same contractual basis but for reduced hours. The key thing to remember here is that part time employees should not be treated any less favourably in comparison to their full time counterparts purely because of the difference in hours that they work, unless their hours are a justifiable factor in the decision process. For example, pay should always be awarded on a pro-rata basis for part time workers in comparison to an equivalent full time role. Employees have the right to challenge and demand written explanations if they think that they are being treated differently on this basis alone.

  • Temporary vs Permanent: This distinction depends upon the contract of employment which we will discuss later on. The temporary or fixed term worker will have a contract which agrees their employment for a fixed period of time as opposed to an ongoing permanent relationship. As with part time workers, temporary workers must not be treated any differently to their permanent counterparts purely on the basis that they are on fixed term contracts.

2. Statutory Rights
These are the rules that govern and provide the framework for how you will need to deal with your staff from the start of the recruitment process to the cessation of the contract of employment. They cover not only the definitions of employment types mentioned above but every other area of individuals’ rights in the work place. They are too broad and detailed to discuss in their entirety here but, in summary, include:


  • Minimum Pay – Rates for over 16s, varying for different age groups
  • Equal Pay – Contracts for women employees must include the same pay and benefits as that of a man in an equivalent role
  • Pay Slips – To be itemised and provided before or on the date of pay
  • Discrimination – Employees must not be discriminated against based upon “protected characteristics” such as age and sex. Provisions must be in place for disabled workers
  • Equality Act 2010 – Employers do have the right to choose between two candidates of equal ability on such a characteristic if it is under-represented amongst their staff

Working Hours

  • Maximum Working Week – 48 hours, regular breaks etc. Opt outs can be agreed but not demanded
  • Flexible Working – Parents of children up to 18 years old have a right to apply to changes to their hours and work location which an employer can only refuse if specific circumstances are met
  • Parental Leave
  • Maternity Leave – 26 weeks ordinary and 26 weeks additional entitlement
  • Paternity Leave – 2 weeks entitlement with additional 26 weeks when mothers return to work


  • Sickness – Statutory sick pay entitlement etc
  • Compassionate Leave – Employees have a right to time off (but not pay) if they have illness or death in the immediate family

Whistleblowing – Protection for some disclosures in specific circumstances which would otherwise breach the employee’s contract.

Workplace Health & Safety (see below)

Redundancy – When an employee’s role is no longer required.

  • Statutory Pay
  • Notice Period
  • Relocation Opportunities

TUPE – Conditions of employment must be transferred in the event of a take over.

Pensions – Most employers must offer employees a stakeholder pension provision.

Dismissal & Disciplinary

    • Unfair Dismissal – The employer must have a fair reason (e.g., employee conduct) to dismiss an employee with 1 years employment and must follow a fair dismissal procedure. Some reasons for dismissal will qualify to be considered as automatic unfair dismissals such as union action, time off for parenting etc

    • Wrongful Dismissal – Notice must be given by all parties (unless a fixed term contract is lapsing) as set out in common law

  • Constructive Dismissal – If an employer breaks the terms of a contract and consequently forces an employee’s dismissal

Retirement – The Default Retirement Age is ultimately due to be scrapped by Oct 2011 although there are certain measures already in place to reach this end (Retirement is therefore no longer a fair reason for dismissal).

One of the most essential things to remember with statutory rights is that they are regularly changing. As an employer or HR worker you must remain familiar with the latest developments.

3. The Contract
Perhaps the most important element of any employer-employee relationship is the contract of employment. All parties will have certain statutory rights as mentioned above but the finer details and practicalities of the relationship will be contained in the employment contract. The contract will determine the procedures to follow in the event of staff under-performance or disciplinary proceedings, any employee benefits and concessions above and beyond their statutory entitlements (e.g., maternity leave, compassionate leave) and ultimately the conditions and processes of releasing staff either through dismissal, redundancy or resignation.

4. Trade Unions
If you are an employer of more than 21 individuals you may be approached by a trade union seeking recognition from your organisation. The Trade Union needs to show that it has a 10% representation in your workforce and that those members wish your organisation to acknowledge it. You will have 10 days to respond to the request otherwise you will have effectively rejected the approach. In the event of rejection the Trade Union can apply to Central Arbitration Committee to force you to accept their approach for recognition. Once a Trade Union has been recognised, an employee is entitled to take part in industrial action organised by the union (for a period of up to eight weeks) if the industrial action was called for by an official Trade Union ballot. Any dismissals resulting from this action would automatically qualify for unfair dismissal.

5. Health And Safety
An employer is obliged by common law to provide a safe working environment and to ensure that their workers are fully competent in the roles they are filling. However employers are also bound by statutory requirements which reinforce these obligations and the fact that all employees must, at all times, be fully capable, be trained in the safety procedures that they must follow and be aware of the Health & Safety Act 1974.

To this end employers are also required to perform regular assessments of the risk in the workplace, not only to their own employees but any other individuals who may be affected. Employers of at least five members of staff must document these assessments and are in addition required to produce a documented health and safety policy which is communicated to all members of staff.

There are many more requirements that an employer must be aware of to fulfill these objectives and specific additional regulations which apply to particular industries and workplaces.

As you can see employment law is a very broad and nuanced topic and it takes a fair amount of effort and time to become familiar with it. Therefore, if you are in doubt, or you need guidance on a specific circumstance you should seek advice from a qualified employment law specialist, such as Employment Solicitors Basingstoke to make sure you take the easiest and most economical path to a resolution.

Run Pre Employment Check on Yourself to Mark Success

“Over 90% of companies run background checks on applicants”.

Unemployment is soaring. Many employers have already seized new hiring ventures and very few jobs are available. Despite a very modest improvement in recent months, the job market is still hovering around 9.5% unemployment, unthinkable four years ago. In most fields and industries, competition for the best jobs is almost overwhelming.

Is there anything a common job seeking person can do to stand out from the unemployed crowd? Actually, there is a way by which you can mark your primal success over your competitor candidate and how it’s going to be happen, when you run your own background employment check before applying a job.

The question arises in every job seeking mind that how running an employment check upon yourself might help in getting a prospective job career. So it is simply because, first it enables you to find out if any erroneous information is being reported about you. And second, it reassures potential employers that the qualifications you present in your job application are true and correct. A study conducted by a human resource and recruiting firm stated that as many as 44% of the resumes and job applications contain inaccuracies or outright deceptions.

Every single employer is now conducting a background check or employment check before hiring. The fact you have presented your own self-background- employment check suggests that a problem is not likely to crop up when the employer runs its own background check. In other means, it can double your chances for being hired as employer will not be able to uncover something which will cause him/her to have to disqualify you at end of hiring process thereby wasting company time and resources.

What’s more, as said, if by chance there is some mistake being made in compiling your background check, for example, a State is erroneously reporting you have a criminal record when if fact you don’t, running your own background check will alert you to this problem so you can take steps to correct it before an employer sees it.

Bottom Line: This may be a good preemptive strategy in today’s killer job market. But how do you go about it? Let’s have a look at it through these simple easy steps to opt for a employment check.

There are four essential pre employment background checks that you can run on yourself are as follows;

  1. Education: Pre employment background checks
  2. Credit Record or History Checks
  3. Employment Criminal background checks
  4. Social Security Number Trace

Education Background Check Made Easy:

Education background checks is one of the most essentials checks employers perform as employment checks. Strict credentialing practices are used to verify your university/college accreditations, your study time (attendance and date of admission/passing out) and sometimes your grades are also verified.

    • When verifying your own university/college degree, the first place you want to look is The National Student Clearinghouse. They run the automated database that provides degree verification very quickly.

    • Typically, colleges and universities provide education verification over the telephone. You can contact your institution administration/registrar office to confirm the accreditation of university/college with accreditation authorities. Then you can double check your admission/passing out dates as well as your grades.

  • If your institution cannot find your degree or the name on degree is changed to your current name, (an unusual situation, but it might happen), you have to take care of the problem. You will probably need to fax the school a copy of your diploma or any other documentation you have, to remove the chances of being debugged.

Credit Records or History Pre Employment Background Checks:

Be aware of what is on your credit report, especially if you think a prospective employer might check it. That way, if there are inaccuracies on the report, you can take steps to correct them.

Employers are very keen to know about your credit histories as it can easily predict your future in their organization. So it’s feasible to run a credit history employment check on yourself by adopting these four basic precautions.

  • Contact your bank and ask them for your credit report.
  • If you find any mistake or discrepancy, point out and correct it right away.
  • Make your bank to certify you for clean credit history.
  • After these 3 steps to resurrection, you can notify your prospective employer of the inaccuracies and of the steps you have taken to correct them.

Criminal Background Checks as Employment Checks:

Employers want to know about your background, and you can be assured that they will check to see if you have a criminal history.

    • The best source of a complete criminal background employment check is the Department of Justice for your state. If you have a criminal record in multiple states, you will need to contact each state’s Department of Justice. You can also get a copy of your criminal record from the court where your case(s) went to court.

    • These local records are found in courthouses and police departments, you can also look in specialized searches which include the Terrorist Watch List, the Federal Wanted Persons List, and Sex Offender Registries. Most of these records are contained in large databases that are updated on a regular basis.

  • Criminal background checks be best searched by hand at the county/states level, with full names, date of birth, should be used as much as possible to confirm a positive identification.

Social Security Number Trace

An applicant’s social security number is used throughout the pre-employment screening process, checking your validity of the number accomplish several things.

    • It confirms that the number belongs to you and it provides a list of current and previous addresses, as well as other names used.

    • Make sure each numeral is clearly written so no one has to try and decipher your handwriting.

    • If you had reason to change your SSN, provide both numbers and add a brief note explaining why you had to change your number. Also, indicate when you started using the newer SSN.

  • This verification also provides other last names associated with the SSN and a list of previous addresses.

Drawn Conclusion and Recommendations:

The strategy is simple. Get your own employment check report done, and then offer it to an employer as a way of reassuring him that you’re on the up-and-up. This is not at all an uncommon practice these days. You can attach a printed copy of your Self-Check Employment Screening Report to your resume.

Not everyone knows what happens during a pre-employment screening. In fact, most people know very little about it. So, Consider hiring a specialize pre employment background checks company or try to check your background online with authentic sources and public record portals, they are extremely helpful and can easily detect you out of everywhere; they are reliable, cost effective and time saving.

Traits of the Transparent Employer Workplace

Employer Branding has taken on greater importance to Human Resources professionals over the past several years as talented job seekers exercise greater discretion in choosing their future employers. The information age has not only made it easier for consumers to research products before they buy, but also for job seekers to research companies before they apply. The best workers are no longer willing to just accept a job at face value. They will use the internet and social media to find out about a company’s workplace from current and former employees. Companies can no longer exaggerate claims about their employer value proposition on their websites, at presentations, or during interviews. Today’s job seekers will use their social networks to quickly verify a company’s claims. No longer can a recruiter or hiring manager simply “sell” only the good aspects of the job or workplace without being questioned by job seekers who want to know how the company is addressing the bad aspects.

For decades, companies have expected and required that job seekers be transparent during the application and interview process. Companies do not mince words when they state that any employment offer is contingent upon successful completion of a background check. It has always been assumed that the potential employee is the only one with the inclination to exaggerate their accomplishments – or flat out lie. For some reason, companies have not been held to the same standard by which they hold job seekers. Job seekers expect companies to be candid about their work environment as well as the duties of the job description. It should be an accepted practice that candidates receiving job offers give employers a document stating that their acceptance of an offer or continued employment is contingent upon a successful background check of the companies’ workplace and job description. Shouldn’t background checks be a two-way street? Many companies embellish job descriptions, career opportunities, and the workplace environment in order to lure top candidates to apply but are not held accountable for any major discrepancies of their claims.

The gap in expectations between job seekers and companies calls for greater transparency from companies regarding their workplace. This includes all of the key metrics used to measure how companies manage, develop, and treat their employees. Social media has already laid bare many of the barriers keeping job seekers from validating whether or not a future employer is being transparent. Even companies have taken advantage of social media to do “inexpensive” background checks on potential employees. Therefore, unflattering information posted online about both job seekers and companies can greatly influence the outcome of the recruitment process. Companies need to produce transparent metrics that objectively measure the statements they make on their websites and during talent acquisition processes. This will allow job seekers to make informed decisions based on objective data. It will also place greater emphasis on a company’s ability to optimize the statistics used to measure their workplace environment. The metrics will be clearly stated in the number of highly qualified applicants and the retention rate of high performance employees.

Workplace Advertising

Great Expectations

The majority of companies do not provide measurable data that corroborates their “sales” pitch to potential employees as a great place to work. While external surveys that measure a company’s employer brand are useful for a company, the prospective candidate or the pending employee has little factual data on an employer’s workplace to analyze prior to accepting a job. Companies exasperate this problem by not being more transparent and sharing the actual internal data of key employer and workplace metrics. In the social media age this is a dangerous practice that could lead to higher recruitment and retention costs. Companies are far more transparent in their annual reports than they are in their workplace reports. Potential investors have loads of quantitative data to pore over; replete with plans and strategies to address pending challenges and future aspirations. But the same does not hold true for potential employees seeking the best work environments in which to invest their knowledge, skills, and abilities.

Gaps in workplace expectations are created at the usual point of origin which is the company’s website. If companies promote and “sell” aspects of their workplace that they really do not value, then they are setting up an expectations gap with potential employees. Information on a company’s website is akin to the information that job seekers put on their rsums in that they are both expected to be truthful and transparent. When information on either of these representations of the company and the job seeker are found to be untrue then both parties will suffer penalties. In the case of the job seeker, he can expect that he will be excluded from further consideration of employment. In the case of the company, it can expect that the job seeker will exclude it from further consideration. In the worse case, a talented new-hire quits the company after a few months because of a company’s workplace misrepresentation. Fifteen years ago an incident of this nature would not get publicized in a way that would affect a company’s employer brand – but things are different in the current social media age.

Social Media Validation

Today’s social media explosion ensures that companies must pay attention to how they treat job seekers throughout the entire lifecycle of the recruitment process and beyond. It has never been easier for job seekers to do thorough background checks on companies that include talking to former employees on social media (LinkedIn, Facebook, YouTube, school alumni networks, etc.) and reading online employer reviews on Glassdoor and Jobitorial. Just as companies analyze rsums and do thorough background checks on potential employees, likewise do the savvy job seekers on the company’s employer brand. And while most companies focus on the known talent acquisition metrics as a measure of success, the metric that should concern them most is the one that cannot be measured – the number of high potential candidates who do not apply (or accept a job offer) because of negative reviews made on social media sites. We no longer live in the time of “Buyer Beware” but the time of “Buyer Aware”.

There was a time when the owner of a poorly designed car could only complain to his own personal network. Now, this same car owner can complain to millions by posting his user experience on any number of online car review sites.

Looking at the example of how social media has transformed consumer purchases of products and services, companies must beware the effects that current and former employees can have on their employer brands. Sites such as Amazon, Best Buy, and CNET list large numbers of products that are reviewed and rated by consumers. Sites such as Expedia and Trip Advisor allow consumers to rate their hotel and travel experience. The amount of negative comments listed for any particular product or service can have dire consequences on its future sales and reputation due to the speed at which information travels on the social network. Once word of a product flaw or service failure spreads across the social network it is hard for a company to undo the damage. A company’s employer brand is now evaluated the same way with potential candidates having access to more and more information about a company’s workplace than ever before.

Employee Sentiment

It has always been accepted practice for an employer to do background checks on a prospective employee before finalizing a hire. In the past, background checks were a one-way street and the only way you could know about a company was to read its brochures and talk to its recruiters. Nowadays, the internet and social media have made it easier for prospective candidates to bypass company-produced information and go straight to the people who will tell them the raw facts – former employees. If there is too much inconsistency between what a company’s propaganda and recruiters say versus what former employees say then there is cause for concern. This can have a negative effect on the attraction, hiring, productivity, and retention of new hires. Furthermore if the company’s current employees are not actively championing the employer brand or referring potential talent to managers then a company could soon find itself having higher recruitment costs along the value chain of the talent acquisition process.

Social media have ushered in a new era of culture change that starts from the bottom up. Disillusioned current and former employees have the ability to affect a company’s bottom line beyond its ability to attract highly-productive job seekers. The companies who have mechanisms in place to detect workplace issues that affect productivity will be successful, while those that do not will face ever rising costs to attract and retain talent. A culture of transparency will help to reduce many of the issues that produce negative employee sentiment in a company’s workplace. Oftentimes it is the problems that are not openly discussed that are the greatest threat to a workplace environment. Today’s job seekers have grown up in an era of increased calls for transparency in government, academia, and corporations. Employees are stakeholders in their company’s success and want to work in an environment that values their contribution. When management and employees work together to improve their workplace for the good of the business then it is a win-win. Managing employee sentiment is a business strategy that will pay dividends in a company’s employer brand value.

7 Workplace Transparency Traits

Below are the 7 workplace traits that employers should quantify and make objectively transparent to prospective job seekers and current employees. For each trait, companies should make every effort to list comparative data dating back to the previous 3 years at a minimum. Job seekers and employees alike want to be able to measure their company’s progress towards addressing issues that limit productivity.

1. Employee Engagement Reports (EER)

The surveys that measure employee engagement go by many names including “Organizational Health Surveys”, “Global People Surveys”, and “Voice of the Employee”. It is understandable that a company with a low overall engagement score will not want to publish this information on their website. But at the same time, this is the very reason why new recruits feel misled after experiencing a less than stellar work environment. A company experiencing high turnover of high productivity workers should work hard to address any issues in its workplace practices. Many companies do not publish any metrics from their EER. Some only publish the percentage of their workforce that completed the survey. For the surveys to have any validity there must be a 100% participation rate. Otherwise, an 80% completion rate could be interpreted as the remaining 20% being “disengaged employees” by default.

It is important that a job seeker know whether or not he’ll be working in a functional or dysfunctional workplace. The transparent companies must not only publish one EER metric, but they should publish the results of the key questions and scores that would most affect a job seeker’s decision to apply. At a minimum, the survey results to the following questions should be listed:

  • Would employees refer the company to potential candidates?
  • How do their employees feel about the company’s direction?
  • How do their employees feel about the company’s leaders?
  • How do their employees feel about the company’s people practices?
  • How do their employees feel about their own career prospects?

2. Work-Life Benefits (WLB)

Work-Life Benefits are very important to all employees regardless of their age. It entails creating practices that facilitate flexibility in working hours to incorporating the life changes of an employee in ways that maximize productivity. Many companies state that they observe work-life balance issues. But it seems that most companies offer work-life benefits grudgingly as if only to keep up with their competitors. It can become clear very quickly to a new-hire if a company truly values work-life balance. It is easy to observe the workplace cultures that frown upon employees who request a flexible schedule, sabbatical, or leave of absence – or that covertly punish employees who requests time off to care for a child or elderly relative. Companies that invest in work-life benefits and have strategies to manage their effects on business outcomes will be the winners in the bid to attract and retain high-performance workers.

The transparent company should publish more than just broad and appealing statements about WLB’s. They should publish the key metrics that prove that those benefits are encouraged and supported by the company. At a minimum the following questions and accompanying metrics should be published:

  • What is the annual number of employees requesting time off for childcare or elderly care?
  • What is the annual number of employees requesting flexible work schedules versus how many requests are actually granted?
  • What is the annual number of employees requesting telecommuting work schedules versus how many requests are actually granted?
  • What is the annual number of employees requesting sabbaticals and leaves of absence versus how many of those requests are granted?
  • What is the annual number of exempt employees who state by survey that they feel pressure to work past normal working hours?

3. Volunteering and Social Investments (VSI)

Corporate Social Responsibility has been viewed with greater importance for multiple stakeholders during the past decade. It is no longer just for investors and government regulators, but also for job seekers and employees. Companies have seized on this phenomenon to not only attract and retain Gen-Y recruits but also to build their brands and businesses in the communities in which they operate. What started out as philanthropy from the corporate coffers has transformed into a powerful force for social change and development. While companies tout on their websites all the organizations they support and how many volunteer hours per year they contribute to various causes, what doesn’t get clearly communicated is how employee volunteer activities are valued, promoted, and supported by the company. It is also not always clear how a company’s social investments are aligned with its business or values. Companies that make social investments purely for tax purposes or for compliance reasons risk diminishing their authenticity and employer brand. Job seekers who are active in volunteer activities and community programs can quickly discover whether or not it is promoted and valued in the employer’s workplace.

The transparent company should show the connection between company-supported volunteer activities and career enhancement/advancement. Instead of showing cumulative annual volunteer hours and financial investment in various organizations, data to the following questions should be published:

  • What is the annual number of employees at each level of the company who volunteer?
  • What is the annual number of employees requesting company support for volunteer activities versus those who are actually granted support?
  • What is the annual number of employee volunteers who receive company support (financial, time off, facilities, etc.)?
  • What is the annual number of employee volunteers (and volunteer hours) supporting company-sponsored organizations?
  • What is the performance management rating of employees who volunteer for at least 3 years versus those who did not during that same time period?

4. Career Mobility and Development (CMD)

Career Mobility and Development are important factors that many of the top job seekers take into consideration when evaluating potential employers. Mobility has taken on a broader definition in the global economy and now includes geographic mobility in addition to inter and intra-company mobility. Some companies have programs that allow employees to do short-term assignments with selected suppliers or service providers. Employee development includes both formal training and performance management discussions. Training and development of employees is essential to a company’s continued competitiveness. Most companies publish the number of formal training hours per year or the number of employees receiving formal training per year. Some even publish the number and percentage of employees working internationally as well as the percentage of employees receiving formal performance management discussions. But these metrics do little to prove to a job seeker that a company values mobility and development. Job seekers who value mobility and development won’t be patient with companies that don’t have clear policies on giving high-achieving employees the best opportunities.

The transparent company should show a clear link between development, performance, and mobility. Instead of showing the general number of training hours and number of employees working internationally that don’t target any specific employee segments; data to the following questions should be published:

  • What is the annual number and percentage of employees who request international assignments versus the employees who actually receive international assignments?
  • What is the annual number of employees at various grade levels who work internationally?
  • What is the annual number and percentage of employees receiving performance management reviews?
  • What is the annual number and percentage of employees who improved their performance over their prior year’s review?
  • What is the annual number of employees receiving formal training that was identified during performance management discussions?

5. Diversity and Inclusion (DAI)

Diversity & Inclusion practices have greatly changed in form and function since they first became part of the corporate lexicon. A company’s ability to integrate the various generations, genders, ethnicities, sexual orientation, education, experiences, ideas, personalities, lifestyles, and other unique attributes can significantly impact its bottom line as well as employer brand. The vast majority of large companies have DAI programs. However, they fail to give any meaningful metrics on their DAI programs that would be useful to prospective job seekers. Most limit their DAI metrics to the number of women and disabled employees hired. What doesn’t get communicated in a measurable way is how a company’s complete definition of a diverse workforce is distributed throughout the workplace.

Job seekers expect a workplace where they are able to interact with diverse people in an environment where they can maximize their unique attributes. At a minimum, the transparent company should publish the metrics that validate their definitions of diversity and inclusion by publishing data to the following questions:

  • What is the annual number and percentage of people representing different age groups across various management levels?
  • What is the annual number and percentage of women and ethnic minorities across various management levels?
  • What is the annual number and percentage of employees who state they are able to contribute their knowledge, skills, and abilities in the workplace?
  • What is the annual number and percentage of employees who say they feel pressure to conform to a corporate identity when they enter the workplace?
  • What are the annual metrics used by the company to show the results and impacts of specific programs that promote and leverage an inclusive workplace?

6. Web 2.0 Technologies (W2T)

With the ubiquity of social media, companies need to find ways to integrate the power of these collaborative technologies into their workplace practices. In the beginning of the social media boom most companies sought to block these technologies on their intranets for fear of diminished worker productivity. Time has proven that to be a huge mistake and many companies have embraced these technologies and upgraded their own internal intranets to include social media-styled collaboration between their employees. A lot of companies publicize that they have collaborative work environments but very few actually encourage and make use of collaborative technologies accessible by their entire workforce. If a company’s intranet has not been upgraded with Web 2.0, then it will be apparent to potential employees (and current ones) that the company is behind the technological curve. Job seekers (especially early career job seekers) are accustomed to communicating with their online social networks distributed across many countries. And this habit won’t vanish after they become an employee.

It’s important that job seekers know whether or not their prospective workplace utilizes Web 2.0 technologies. For many job seekers, their ability to maximize their performance is based on their access to their personal and professional social networks. At a minimum, the transparent company should publish the metrics that validate their embrace and strategic use of W2T’s by publishing data to the following questions:

  • What is the annual number and percentage of employees who are actively using the company’s Web 2.0 technologies?
  • What is the annual number of employee groups, discussions, connections, voip communications, file shares, and wikis on the W2T intranet?
  • What is the survey results rating how useful the company’s W2T is to employees’ jobs?
  • What is the annual number and percentage of employees at each management level who actively W2T?
  • What are the annual metrics showing how a company measures the business impact of its Web 2.0 network?

7. Rewards and Recognition (RAR)

Many companies realize the benefits of recognizing employees who perform exceptional work and duly publish their reward and recognition programs on their websites. Most only publish that they recognize high achievers or the name of specific rewards available. Having formal programs can motivate employees to perform at a high level and nurture a performance-based culture. Many early career job seekers in the professional world have been accustomed to competing for individual and team accolades since their youth. They expect to work with companies that recognize their achievements with more than just a bonus check or salary increases because peer recognition is just as valued. Companies that only pay lip service to rewards and recognition programs risk alienating or losing high achievers.

Job seekers that desire to be recognized for their above-average contributions in the workplace need to know whether or not a company values RAR. The transparent company should show more than just a list of RAR programs. At a minimum, data to the following questions should be published:

  • What is the annual number and percentage of employees receiving RAR at different status levels in the company?
  • What are the metrics showing the number and percentage of RAR recipients across diversity (including geographic location, department, etc.) measures?
  • What are the metrics showing how RAR programs are integrated into the performance management process?
  • What are the metrics that measure employees’ evaluation of RAR as a retention tool?
  • What is the performance management rating of employees who received RAR for at least 3 years versus those who did not during that same time period?


Workplace Transparency will play a key role in a company’s ability to win the war for talent. A company’s workplace transparency strategy supports its Employer Brand Strategy. As the top job seekers become more discerning in their employer selections, the companies that provide objective and quantifiable workplace data will be positioned to offer an employer value proposition targeted to the unique needs of diverse job seekers and employees.

A company’s survival will depend upon its ability to make full use of its employees’ knowledge, skills, and abilities in a way that supports strategic plans and goals. Companies that have a workplace transparencystrategy will be able to:

1) Address the metrics honestly and discuss plans to improve (or maintain) them.

2) Allow job seekers to see where the company falls short (or scores well) and adjust their expectations accordingly.

3) Attract job seekers who bring solutions to address specific workplace issues (or who value specific workplace practices).

4) Defend themselves against negative employer reviews on social media by showing their plans and strategies to address workplace challenges.

Companies that are transparent with their workplace metrics show job seekers their openness and willingness to accept feedback and criticism. Employers expect job seekers to be open and transparent during the recruitment process and job seekers expect the same courtesy. There are no winners when there is a poor match between the employee and employer. Besides the negative feelings from both parties, there is also the ripple effect of damage to employee morale, loss productivity, and high turnover among many others. It is a far better value proposition for employers to provide the same level of transparency in the key workplace traits that job seekers and current employees value. When companies treat job seekers and employees with the same level of importance as they treat stock market investors, they can expect to receive higher than average returns on their human capital investments.

We All Need Our Own Employment Plan

All of our employment related institutions are geared to servicing the full time employment model – being employed by someone else and receiving regular pay for the work performed, on a regular basis for a minimum of thirty-five hours per week. Think about it. Consider how employment rates are measured and how the popular press treats these figures. Consider how government employment support mechanisms work. They are based on the number of weeks worked within a certain period, the more you work, the higher portion of available dollars you receive.

Even our social and personal lives revolve around income generated by full time employment. When you meet someone new, they ask what you do, and expect you to be either employed full time with one employer or self-employed. Being employed full time by one employer is, unofficially, a measure of who you are and your value to society.

Growth industries such as social services, health care (due to demographic aging of our population), retail and wholesale trade, hospitality and food services tend to favour contract or part time employment models. Manufacturing and finance are not experiencing growth and some companies, within these areas, are even decreasing in size. Larger traditional industrial employers, such as US Steel and Canada Post have been in negotiations with their unions for changes to the traditional defined benefit type of benefit and pension plans to contribution plans where the employer no longer carries the responsibility for managing these funds.

It is over to the employee to manage their pension and benefit contributions, to take on total responsibility for investing and growing their future nest egg. This is another significant step away from the ‘caretaker’ role previously assumed by the employer for their full time workforce.

The employer is there to service its customers and is seeking more cost effective means to do this, including one of the largest costs, which is the labour force. Pension and benefit plans are expensive on their own merit. Having to employ administrative personnel to manage these plans on behalf of employees is now deemed too costly for employers. So they are seeking to opt out of these plans. Couple this with the view by Generation X and Generation Y, that employers no longer elicit loyalty by this move away from caretaker type of behaviour (downsizing their loyal boomer parents and reducing benefits previously associated with full time employment) and we see the workplace environment of loyalty and caretaker being replaced by one of self-importance and self-reliance.

And then we have human resource, training and development, organization and employee development gurus decrying the loss of employee engagement. Seriously, why do we expect employees to be engaged with their employer’s culture, strategy, customer service, and financial plans when these same employees do not believe employers care about their needs and requirements? Let us keep in mind, also, that approximately 40% of the senior manager and executive positions are held by the boomer generation – the same generation who decries the loss of loyalty and moans about the selfishness of succeeding generations. This is a conundrum, for sure.

So how do we grasp all these differing trends, bring them together in one neat package, and put this package to good use in our need and requirement to generate regular income? How does today’s employee find the type of employment they need to service their income requirements? There are a number of options available but the employee needs to understand that their role is quickly becoming one where they take control of their employment life and build a personal employment plan to make that happen.

How to Craft an Employment Plan

Any plan has to be well researched, well defined, have specific measurable milestones, be time-based, and have realistic actions and tasks built into it. Utilizing the tried and true SMART (specific, measurable, achievable or actionable, realistic, and timely or time-based) method for goal setting applies equally to crafting a good plan.

Your employment plan needs to be considered as part of a journey, with a clear direction, a clear strategy and, a concise marketing plan if you want the end result to be achieved.

Step 1: Scope out your market niche.

Just like any marketing plan developed for a business, your personal employment marketing plan is formal and incorporates actions required to reach your target market. Do you have a clearly defined market niche? What differentiates you from all the others seeking employment who have similar expertise? What are the features, advantages and benefits of working with you? What specific contribution will you bring to your potential target market?

And you need to make a decision about the type of employment model you want. Is it full time, contract, part time, self-employment? Don’t expect recruiters to work for you if you are not clear about your desires and requirements. If a recruiter’s specialty is contract employment, then they are not best suited to help you secure full time employment. Advising recruiters that you will take any type of employment does not send a message of confidence and self-reliance.

Step 2: Research preferences and requirements of your target market.

Your target niche and target markets should be as a result of solid research conducted by you, based on the expertise you are attempting to market to potential employers. Many recruiters, whether in house or external, are looking for that differentiation, someone who stands out from the rest. Remember, recruiters are evaluated on their success in finding the right person for the role, finding the person who fits the company culture so they are just as interested, as their client, in finding the best person for the role.

Step 3: Craft the plan.

Viewing this plan as a project will help you to incorporate all the important components – specific tasks to be performed such as:

  • identifying possible referral partners and the steps necessary to get them on board and performing referral actions on your behalf;
  • determining which media you will use to communicate your expertise, and;
  • identifying the right mentor or coach who will help to remove barriers and obstacles.

Step 4: Review the plan with people whose opinion you value.

Be selective. Seek out those people who know you and your expertise well and, who also know the target market you are seeking to hit. You should utilize your mentor or personal coach as well, but they may not know you as well as past colleagues, family and friends. Mentors and coaches are more objective than colleagues, family and friends but when you are looking for work, a strong support network – provided by family and friends – is absolutely necessary. And many times, these are the ones that provide the right connections that help job seekers to find the right fit.

Step 5: Craft the communication strategy for marketing your services.

There are so many communication media available today that you can easily become overwhelmed by trying to utilize and manage all of them. Deciding on the best media for your search should be as a result of target market research. Find out which media are used most by the employers you are targeting and how they use this media. Plan your communication strategy as fully as you plan your marketing strategy and plan. Your communication needs to be targeted if you expect to get your message to the right people. You may consider using a social media on line support such as Roost to help you manage all your message and network connections.

Step 6: Implement.

Follow your plan and remember this is a journey. As each task is completed, make note of the results achieved by implementing each task. Work the plan daily, particularly as it relates to the communication targets. If you conducted due diligence related to your target market, then your plan should be solid, so work the plan.

Step 7: Evaluate and revise as required.

Just because you have a solid plan and you have positive thoughts (having visualized success from implementing the plan) does not automatically guarantee you will be successful on the first implementation stage. Evaluate what has happened with each communication medium and adjust your plan, based on the results. But each step or stage of the plan must be given the right amount of time and effort, in order for you to achieve success. Realistic plans that are based on your market niche and focused on the right target market, where you are required to expend time and effort daily, are best practice for securing the type of employment model that is best for you.

As the world of work continues to change, and the growth of the digital world consumes the past and creates a new workplace environment, the number of employment models will increase. Crafting an employment plan which takes these changes into effect is still the best practice to help you make a successful transition from the caretaker to the self-reliant world of work.

How Resumes Showing Years of Employment

We often hear that employment gaps in a resume can hurt a candidate, but did you know long term employment at the same employer can also be perceived negatively?

Having stable employment is certainly not a bad thing. However, if it is with the same employer and your resume doesn’t show you made progress, it is not an impressive mark for a potential employer viewing your resume.

When a candidate has stayed with the same employer for many years, it can be considered in two ways: 1) You are lucky to have found a good employer and enjoy what you do, or, 2) You are afraid to take on new challenges and do not like stepping out of your comfort zone.

A potential employer may view your long term stay with an employer negatively for several reasons:

    1. Questions of Ambition and Motivation. If you have been working with the same employer for several years and your resume shows you have the same title as when you started, it can lead an employer to wonder if you have reached the peak of your career. Employers want people who have the ambition and motivation to progress.

  1. Marketable Skills. When you have been with the same employer for a long period of time, your skills may grow stale and an employer may think you only know one way of doing things. Do you have what it takes to be effective and competitive? Are you willing to try things differently and can you learn new skills? How well would you adapt to a new environment, one that may require you to stretch into new and different skills requirements?

Here are ways in which your long tenure with an employer can impress potential employers rather than scare them away.

    1. Show Advancement. Whether you received promotions or transferred to work in different departments within the company, make note of these changes and advancements on your resume. Specify the dates you were in certain roles so the potential employer sees that you made advancements in your career.

    1. Detail Your Achievements. Rather than group achievements as a whole with the same employer, break it down on your resume. Under each title and the specific dates you held the position, specify the challenge and accomplishments. This will indicate to a potential employer that you have continued to acquire knowledge, achieve new outcomes, and excel in new capabilities throughout your career with the long term employer and that you have taken on new challenges or projects.

    1. Advanced Training and Education. If you continued to pursue education or took particular courses or training relevant to the job with your employer, make note of it on your resume. This shows a potential employer that you have a desire to continue to improve your abilities and your job skills have not gone outdated. You also have the initiative to acquire new job skills.

  1. Provide a Reason for Leaving Your Long Term Employer. A potential employer always has this question in mind for candidates in these situations. They want to know that you are serious about your decision to move on from your long term employer and that you are not leaving for reasons of a bailout – perhaps your performance has grown stale and you are simply looking for a way out.

Never talk negatively about your employer. Simply indicate you have valued the experience and skills gained from you previous position and you are looking for new challenges where you can apply your marketable skills and continue to grow with new experiences.

Your loyalty and dedication is an impressive sign for potential employers, but they have to know you have grown over the years, and still have ambition, motivation, up-to-date skills, and good intentions for wanting to leave your long term employer. Doubt in any of the particular areas mentioned above can lead a potential employer to pass on your resume and application, so use these tips to make sure you get noticed.

Meeting the Needs of Students, Employers and Institutions

Colleges and universities are taking a closer look at the level of career services support they are delivering to students beyond the learning experience. While much of this has to do with the current economy and the need for schools to continually find new and better ways to support students, the end goal for most institutions is regulatory compliance.


Government intervention in higher education coupled with a decline in jobs over the last few years is forcing colleges and universities to take on greater responsibility when it comes to supporting students through the career placement process. Keep in mind that:

  • Schools that can prove placement rates will be able to retain their student funding.
  • Schools that dedicate more resources to their career services department will have a greater opportunity to connect graduates with employers.
  • Schools that place more students in jobs can expect to see an increase in enrollment and retention as a result of their positive placement results.

Because of Gainful Employment, colleges and universities across the country are looking at career services in a whole new light and acknowledging its growing importance. However, many schools need assistance identifying where to best allocate resources in order to advance their career services support. Colleges and universities need to evaluate and consider the processes and systems that need to be put into place to help them overcome challenges, specifically with regards to management and reporting.

When it comes to career services management, schools need to ask themselves the following questions:

  1. Do we have the right processes in place to communicate with employers and students, as well as connect them and monitor their interaction?
  2. Do we have the data management practices in place that will allow students to proactively reach out to employers to market themselves?
  3. Do we have the data management practices in place that will allow us to create a comprehensive database of qualified candidates?
  4. Do we have the capabilities to allow employers to access student applicants and post open positions?

When it comes to career services reporting, schools need to ask themselves the following questions:

  1. Are we tracking the right Career Services Outcomes in terms of student and placement data?
  2. Can we easily access the data to pull the reports and analytics we need to prove placement and meet compliance?
  3. Do we have the ability to follow-up with alumni and track career results long term?

Colleges and universities need to implement the systems and processes that will allow them to increase placement rates and track the data for accreditation and federal regulatory purposes. Bringing software into the mix can make it easier to connect students and employers, creating greater efficiencies and stronger results. It can also facilitate reporting capabilities so schools can stay competitive and compliant. There are specific things that students, employers and schools need to do, and information they need to access in order to strengthen placement results.


It isn’t enough anymore to simply gain the skills necessary for job success, rather students need to be able to market themselves to employers. Colleges and universities need to provide a place and a process for students to do this.

Build an Online Profile– students need to be able to showcase their academic, personal and professional accomplishments in order to attract employers.

Attach a Cover Letter and Resume– students need to be able to upload and update attachments in order to communicate their career goals, experience and qualifications; they also need to be able to provide viewing access to potential employers.

Search Employer Profiles– students need access to the various employers who are hiring in their field so they can align their skill sets and goals with organizations for which they would like to work.

Search Job/Internship Postings– students need access to as much real world experience as possible in order to get their foot in the door with employers.


The shift in the job market has meant that employers have been able to be more selective in the hiring process. As we embark on an economic recovery, that may or may not continue. Regardless, employers also need to be able to market themselves, as well as search for and easily connect with qualified candidates.

Create Company Profile– employers need to be able to communicate their value proposition to future employees in terms of their business model, markets served, mission, culture and goals

Post Job Openings Online– employers need an efficient way to spread the word about job opportunities to a network of students and graduates who will most likely meet prerequisites.

View Student Background and Resume– employers need to be able to quickly and easily learn about and qualify prospective applicants.

Generate Resume Books– employers need to be able to compile resumes from qualified applicants in order to compare skill sets and achievements, and seek out the most appropriate candidate.


As colleges and universities take on greater accountability in job placement, they need to look for new ways to help students and graduates succeed beyond the classroom on a professional level. They can accomplish this by delivering a higher level of support throughout the education process. They also need to work closely with employers to make sure job candidates are meeting employer expectations, as well as connect these job seekers with their potential future employers.

When it comes to supporting students, schools need to do the following:

Track Student Information for Advising– career services advisors need a comprehensive tool set that enables them to track the student through the job search, assessing qualification and activities, as well as conducting follow-ups.

    • Integrated Academic and Demographic Information– advisors need a centralized place to access the student’s information, from grades to career goals so they can make sure the student is confident and capable in his or her chosen field, as well as on track to meet employer requirements.

    • Contact Management and Communication Tools– advisors need to be able to regularly reach out to students regarding such things as resume suggestions, new job postings and more.

  • Profile Background, Skill Sets and Preferences– advisors need to be able to easily compile a student’s information in order to identify career opportunities that would be a fit for the student.

Track Opportunities and Career Services Outcomes– career services advisors need an efficient way to stay on top of all postings so they can better match qualified students with job opportunities; they also need to manage and measure which postings secure hires.

Track Placement Information, Salary and Employment History– colleges need an easy way to analyze how many students are being placed, what they are earning, the success rate of each student once placed, and the career path each student follows out of school.

When it comes to engaging with employers, schools need to do the following:

Communicate with and Manage Potential Employers– colleges need a tool set that will enable them to build stronger employer relationships in order to better match students with jobs, as well as to secure the school’s reputation as a credible source of qualified graduates.

    • Track Multiple Locations and Contacts Per Employer– schools need to make sure they always have a current database of employers with which they can connect students.

    • Track Multiple Opportunity Types– advisors need to be able to analyze job details, such as full time, part time, hourly, internship, externship and more.

    • Contact Management– advisors need to be able to track current and past outreach with employers to see which relationships are in good standings and where additional outreach is necessary.

  • Communication Tools– advisors need to be able to proactively reach out to employers to reinforce the relationship and stay top of mind.

Track and Manage Job Requisitions– career services advisors need an easy way to follow existing and new job postings so they can match qualified applicants with those employers and opportunities.

Manage Alumni Network at the Employer– the career services team needs to be able to track and report on the number of students working with a specific organization so they can assess the success rates of graduates by employer, as well as determine organizations where their students’ skill sets are the best fit.


Colleges and universities that advance their career services are going to be at an advantage. Their students will be better matched with career opportunities in which they have the chance to succeed, and the schools will be able to use the placement information to support compliance. A well thought out career services approach can mean more placements, which in turn can drive increased retention and stronger enrollment.

When looking at career services strategies, it is critical that schools simplify management processes and streamline reporting capabilities. A comprehensive student data management system that includes student and employer portals, as well as job seeker and employer CRMs can help colleges and universities do this by:

Self-Employed Careers

Self-employment is being employed by ones self. It identifies an individual who manages a company of her own or hires someone to oversee the day to day operations of your online business. Self-employed jobs are for those who don’t receive paid salary from another person or their company. The various kinds of self-employed jobs are: Sole proprietorship, Partnership, Companies.

The reason as to the reasons people choose self-employed jobs is lack of sustainable jobs. Lack of employment may drive one to begin his / her own small business thus being self-employed. One more reason we choose self-employment is flexibility. People will go for self-employed work opportunities so as to become free. Self-employed people do not rely on others for his or her living.

Increased wealth is yet another aspect in self-employment. Self-employed work offer men and women a possibility to increase their prosperity. Being your own personal boss enables one to decide how much money one makes in a month as opposed to salaried people who earn a standard salary monthly. Others create a part-time self employed job to bolster their income.

Why Men and women Prefer Self-Employed Job opportunities

With a self-employed job you decide your individual destiny. Employed persons do not get to choose what they want to do. You choose how much cash you desire and when you need it. Self-employed men and women earn what they desire. They can make more money by adding extra work or earn little money by putting in modest efforts.

Desire to do your dream work is actually a significant aspect in self-employed employment. It enables individuals to discover their aspirations they always imagined. Your passion for individual time is yet another reason. Self-employed men and women manage their own individual time how they like. You’ve got time for close friends and family. Some men and women want recognition. Company owners lovethe recognition that accompanies powerful businesses. They may have their names showing up on merchandise, buildings, and vehicles.

Advantages of Self Employment

Benefits connected with self-employment consist of joining all revenue coming from their businesses. Self-employed people are their own bosses and with that they do not receive orders from anyone. Self-employed individuals organize his or her time.

Job security can be another reason you desire to be self-employed. Once you get set up, you can work as many hours as you would like. Self-employed jobs allow anyone to do what you like accomplishing at your speed so long as you love your job. Furthermore, it allows someone to be inventive and enables one to use their own imagination as they like.

Creating a self-employed job enables anyone to work from the comfort of your house and can set up your work area as you like. Stay at home moms can be excellent candidates for self-employment. They are able to start out part-time and grow it as quickly or as slow as they want.

Disadvantages of Self-Employed Careers

There’s a greater risk of losing funds invested if the company falls flat. When you start off full-time, small business owners do the job for long hours. A number of people say there’s alack of professionalism in self-employment particularly with smaller businesses. Although you can control just how much you make, another drawback is when work gets sluggish without proper preparation, money reduces.

Factors to Keep in mind With Self-Employment

In order to generate profits, you should put in great effort in owning a business. Be determined to get out of bed early and propel yourself to achieve more. You need to be in charge of all of your actions and outcomes that can come. Master book keeping and record keeping.

Acquiring control of finances is very important. Finally, Market yourself along with your business by networking both on the web and off. Being generally known as reputable as well as a hard worker can bring in clients which you normally would not expect to obtain.

New Penalties for Employing Illegal

Migration Amendment (Reform of Employer Sanctions) Act 2013 and the Migration Amendment Regulation 2013 (No. 3) came into effect.

The Act introduces new civil penalties for Australian employers that employ workers from overseas who are not allowed to work, or employ overseas workers in breach of work-related visa conditions.

Under the new laws, employers are liable even if they do not know that a worker is not allowed to work or has work-related visa conditions.

Employers may also be liable even if the illegal worker was referred to them by an employment agency.

Executive officers of companies (directors, secretaries, CEOs and CFOs) may also be liable if they do not take all reasonable steps to prevent the company from employing illegal workers.

However, if employers can prove that they took “reasonable steps at reasonable times” to verify that their workers are allowed to work in Australia without breaching their visa conditions, they will not be liable.

Employing non-Australian workers – the basics

Australian citizens and New Zealand citizens who live in Australia are allowed to work in Australia.

People from other countries need to hold a visa to legally enter or remain in Australia.

Some visas do not allow the visa holder to work at all. Other visas have work-related conditions that restrict the type or amount of work the visa holder can do.


It is illegal to allow a non-citizen who does not hold a visa to work.

It is illegal to allow a non-citizen who holds a visa to work in breach of a work-related condition of their visa.

It is illegal to refer a non-citizen for work if they do not hold a visa or if it breaches a work-related condition of their visa.

Employers who are visa sponsors have additional obligations that are not dealt with in this article. It is an offence to breach those sponsorship obligations.

Penalties and fines for employers

The new civil penalties for employers range from $1,530 for individuals and $7,650 for companies for a first infringement notice to a maximum civil penalty of $15,300 for individuals and $76,500 for companies.

There are also criminal penalties including imprisonment and substantial fines for employers who knew, or were reckless as to whether the worker was not allowed to work or had work restrictions.

Required checks

The new laws require Australian employers to take “reasonable steps at reasonable times” to verify that their workers are allowed to work in Australia without breaching their visa conditions.

Australian citizens, permanent residents or New Zealand citizens

Before employing workers who claim to be Australian citizens, Australian permanent residents or New Zealand citizens, employers should inspect official documents that verify the worker’s citizenship status.

Workers from overseas

Before employing overseas workers, employers should check their visa details AND work-related visa conditions on the Department of Immigration and Citizenship’s Visa Entitlement and Verification Online (VEVO) computer system.

Temporary visas – employers should note the visa expiry date of workers who hold temporary visas and check VEVO again immediately after that date to ensure the workers have been granted a new visa and check for any work-related visa conditions.

Bridging visas are short-term visas with no fixed expiry date usually granted while the visa holder awaits the outcome of a visa application. Employers should check VEVO regularly to ensure that workers who hold bridging visas continue to hold a visa and check for any work-related visa conditions.

Workers referred by contractors or labour hire companies

On 1 June 2013 the Migration Amendment (Reform of Employer Sanctions) Act 2013 and the Migration Amendment Regulation 2013 (No. 3) came into effect.

The Act introduces new civil penalties for Australian employers that employ
workers from overseas who are not allowed to work, or employ overseas workers in breach of work-related visa conditions.

Before employing workers referred by a third party, employers should get written verification that they are allowed to work in Australia and whether they have any work-related visa conditions.


The onus is on employers to prove that they took reasonable steps to verify that their workers are allowed to work in Australia without breaching their visa conditions.

It is therefore vital that employers keep records of all checks that they do including the dates they do them and to keep copies of any related documents such as passports that they inspect.

Duties of executive officers

Executive officers of companies should take all reasonable steps to ensure the company complies with all laws relating to employing non-Australian workers.

All of the company’s employees, agents and contractors who are from overseas or who are involved in hiring, rostering or supervising employees from overseas should be given any necessary training to ensure that the company does not employ overseas workers in breach of work-related visa conditions.