first_imgLettersOn 1 May 2001 in Personnel Today Comments are closed. This week’s lettersLetter of the Week Why is it so hard to get an HR job? In response to recent letters printed in Personnel Today I would like toreiterate how difficult it is becoming to enter the HR profession. I am a recent graduate CIPD member with an MA in human resource management.I regularly write for a recruitment publication and have varied experience inHR, mainly at administration level. I gained my CIPD because I was finding it impossible to get into theprofession without it. Now that I have this hallowed qualification it wouldseem that it is even more impossible to enter this seemingly sacrosanctprofession. When applying for a graduate HR position I was told I had too much workexperience. When applying for an HR officer role I was told I did not haveenough work experience. When applying for an HR administration role I was toldby one agency that it would put my CV forward, but that I should not hold mybreath as I would probably be seen as a threat because of my qualifications. So the struggle goes on to find that elusive company which values myqualifications and experience. That crazy, risk-taking company which realisesthat although I may not hit the ground running, with some support and understandingI could be that model employee it has always been looking for. Anne O’Neill Chorlton, Manchester Shortcomings of personality quiz My work as a consultant brings me into contact with senior managers acrossindustry sectors. The challenges they face are varied and complex, withincreasing pressure to become “supermanagers” who will excel in allareas of business management. The latest aid to assisting them in this quest appears to be for them toexplore and develop their emotional intelligence. I completed your article onemotional intelligence (Features, 10 April) with a wry smile, following thewarning to HR professionals from Dr Higgs that “Épeople are re-badgingstuff as emotional intelligence.” As an occupational psychologist I have little argument with the concept thatthere are key indicators that can be assessed and used either to predict futureperformance or serve as a framework for personal development. My doubts lie inthe value of taking an “emotionally intelligent” approach to do this.When further examining what practitioners consider to be EI it raises thequestion of whether this is merely personality repackaged – or should I sayre-badged. The area offers little clarity and much confusion, however it ispresented. EI merges personality and competency frameworks detracting from thebenefits of either. A credible assessment tool used to contribute to selection or developmentprocesses, such as a personality questionnaire, serves no other purpose otherthan to predict how individuals are likely to perform beyond the assessmentsession. When used for development the prediction is related to work style withskilled practitioners able to discuss likely strengths and weaknesses based onpreferred behaviours. So in selecting such a tool the concern of us all should be its predictivepower or validity. Managers would be far better advised to draw on the wealthof research evidence available on personality and performance than leaping onto the next bandwagon. Louise Polednik, CPsychol Consultant occupational psychologist Ramsey Hall – The Occupational Psychology Group Three-year limit on leave records With all the publicity surrounding the data protection draft code ofpractice in relation to the keeping of employee sickness records, has anyonenoticed that Elizabeth France’s extra “helpful” guidelines include arecommendation that ‘unpaid leave/special leave records’ should be kept foronly three years? This is despite the fact that an employer may be required to demonstrate toan employment tribunal that an employee has been allowed the 13 weeksentitlement to unpaid parental leave over a five-year period or, if the childis disabled, an 18-year period. David J Hewitt Personnel consultancy manager Via e-mail Progress made on age-diversity The Government is making some progress in highlighting the benefits of anage-diverse workforce, but it is really up to others to start plugging the gap.Features such as last week’s analysis (“Anti-ageism code needs apromotional helping hand”, Analysis, 10 April) do an admirable job inhelping to encourage employers to think about age diversity when they arerecruiting, and companies such as my own, FiftyOn.co.uk, are also active indemonstrating the business case for employing older workers. Independent research which we commissioned revealed that 83 per cent ofpeople think that employing older people is good for a company’s image, a factwhich business is slowly starting to respond to. Progress is not as rapid as it ought to be and not all employers haverecognised a potential solution to skills shortages and demographic shifts, butI am encouraged that things appear to be moving in the right direction. Denis Walker Chief executive, FiftyOn.co.uk Previous Article Next Article Related posts:No related photos.last_img read more