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Home Job hunting Finding work 10 steps to job hunting.
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What's on this page? Step 1: Research job opportunities Research jobs that fit your skills and your job hunting will be more focused. Research the organisation's website to see if they have the type of jobs you want. Find jobs by checking job vacancy and recruitment websites, government, council and industry organisation websites, social media, professional and industry journals, and by going to career expos or promoting yourself at industry networking events.
Figure out your skills Job profiles — find out job entry requirements How to find out about job vacancies Job vacancy and recruitment websites. You can include transferable skills from your volunteer, community work or work at home.
Include your personal statement — a small paragraph at the top of your CV summarising your skills and strengths. Include examples of your achievements, including how your work contributed to successful outcomes. Keep it short because employers are busy and are mainly looking for relevant work experience. Choose referees who can speak well of your achievements and your working style. How to write a CV CV and cover letter templates Find referees who can speak about your skills and good character.
Step 3: Write online profiles Professional networking sites like LinkedIn have become popular with employers. Use social media platforms like LinkedIn and Twitter to boost your public profile and highlight your skills. Sign up with industry-specific social media, for example, pond. Well trained managers are better able to identify and address issues of underperformance. If performance problems arise, it is crucial that they be resolved early. The longer that poor performance is allowed to continue, the more difficult a satisfactory resolution becomes, and the more the overall credibility of the system may suffer.
Not every underperformance issue needs a structured process.
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Explore other options for improving performance, such as the use of continuous feedback. Remember that for performance management to be successful, the culture of the business should be one which encourages ongoing feedback and discussion about performance issues in open and supportive environments.
Best practice employers are aware that ineffective performance management can dramatically reduce the level of performance in a workplace. Employees that perform well can lose motivation if they have to carry the burden of poor performing colleagues. Also, most employees who are not performing well would like to improve.
Negative attitudes to performance management, or a lack of credibility with the process, can be an indication of an inadequate performance management system. A consistent approach to performance management provides opportunities to address problems and generate effective solutions. A successful performance management process is one that supports the workplace culture and is accepted and valued by employees. It is important to understand the key drivers of performance or underperformance within the workforce. It is also important to correctly and specifically identify the problem.
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Some common reasons for underperformance are identified later in this guide. Once the problem has been identified and assessed, the employer should organise a meeting with the employee to discuss the problem. The employer should let the employee know the purpose of the meeting in advance so they can adequately prepare for the meeting. The employee should be allowed to bring a support person of their choice or a union representative to the meeting.
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Employers working at best practice will inform the employee that they can bring a support person as a matter of process. It is important that the meeting takes place in private and in an environment that is comfortable and non-threatening, away from distractions and interruptions. The employer should begin by holding a discussion with the employee to explain the problem in specific terms.
From this conversation, the employee should be able to clearly understand:.
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The meeting should be an open discussion and the employee should have an opportunity to have their point of view heard and duly considered. The employer should listen to the explanation of why the problem has occurred or to any other comments the employee makes.
When having this type of meeting, it may be useful in facilitating discussion to refer to recent positive things that the employee has done to show them that you also recognise and appreciate their strengths.
Where possible, it is important that a solution is jointly devised with the employee. An employee who has contributed to the solution will be more likely to accept and act on it. A clear plan of action should be developed with the employee to implement the solution. This can be in the form of a performance agreement or action plan. A performance agreement or action plan can:. A date should be set for another meeting with the employee to review progress and discuss the employee's performance against the agreed action plan. The employer should keep a written record of all discussions relating to underperformance in case further action is required.
Generally, it may also be used as evidence if legal action is taken about the matter. When devising a solution, make sure it is clear and easy to follow and does not rely on 'performance-management speak'. Use everyday language to avoid alienating both managers and employees. For example, if terms such as 'KPIs' Key Performance Indicators aren't part of everyday language, don't use them in performance discussions and agreements. The employer should monitor the employee's performance and continue to provide feedback and encouragement. A meeting to review and discuss the employee's performance should be held even if there is no longer an issue.
This enables both parties to acknowledge that the issue has been resolved. The employer should provide both positive and negative feedback to the employee and should work with the employee to ensure that performance improvements are sustained. More serious action may need to be taken if the employee's performance does not improve including further counselling, issuing formal warnings and ultimately if the issue cannot be resolved, termination of employment.
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If an employee's performance does not improve to an acceptable standard, termination of their employment may be an option. Employers cannot dismiss their employees in circumstances that are "harsh, unjust or unreasonable". What is harsh, unjust or unreasonable will depend on the circumstances of each case. However, it is important to be fair to employees particularly when it comes to termination of employment. They should be given reasons for dismissal and an opportunity to respond to those reasons.
Importantly, employers with fewer than 15 employees based on a simple headcount will be covered by special dismissal arrangements which are different to those that apply to larger businesses. The special arrangements that apply to employers with fewer than 15 employees are:.