Double delight as online delivers for DebenhamsOn 6 Apr 2004 in Personnel Today Comments are closed. Previous Article Next Article The introduction of a recruitment portal by Debenhams has helped thedepartment store increase its volume of applications by 50 per cent. Those who don’t register the importance of this couldn’t possibly have beenaround at the tail-end of the 1990s, when internet recruitment generated moreadministrative problems than it solved for HR. Just publishing an e-mailaddress on a job ad was enough to invite a tidal wave of untargeted andunmanageable applications. Debenhams’ increase, however, is a 50 per cent rise in the right kind ofcandidates, largely because of improvements in recruitment software, as well asthe ‘human’ screening process behind the site. A freelance panel of ex-HRpersonnel assess the candidates using a unique scoring and assessment criteria.The other big difference with internet recruitment this time around is howcompanies are approaching the implementation of digital processes in general.No longer are new technologies merely bolted on to existing models. Nowadays,new processes are built around them, they are embedded into the company cultureand, crucially, have to be justified on a business level. “We’ve reduced time to hire by 10 per cent already, and know that wecan do better than that,” says Michelle Newman, Debenhams’ recruitmentadviser, retail and campaigns, who explains that developing an online strategywas also important to the organisation’s brand. “The marketplace wastelling us that we needed to go online and yes, we wanted to step up therecruitment process, but we also wanted to be at the forefront of things. Wewanted something to mark us out as the best, and make us a point ofdifference.” Debenhams employs 23,500 people, 64 per cent of them part-time. It operatesin 12 countries at 115 locations, and deals with more than 13 million customerseach year. Prior to online recruitment, it received a high number ofspeculative paper applications, plus 2,000 graduate applications each year. Rather than set up a separate website, Debenhams built the recruitmentportal into its corporate site and opted for Resourcing Software’s Web-cruit, ajob-posting and tracking system that allowed it to incorporate its screeningcriteria as part of the application form. It was also imperative that the system interfaced to the retailer’s PSEnterprise (PSe) HR management system (HRMS) from Northgate InformationSolutions (formerly Rebus), since part of its sell to the board was that theinvestment would build on results already achieved through this. As soon as acandidate inputs information into the portal, it can be downloaded to the HRMSsystem, and then put through the various stages. “This has saved us a huge amount of administration,” says Newman.”It’s given us an ease of accessibility when it comes to information, andmade applying for jobs much easier. Eighty per cent of our applications for themanagement training programme now come online.” This figure is ahead of target and above the same time last year for theprogramme. Around 1,600 online applications were received for the Bullringstore in Birmingham – the highest number of applications ever received for anew Debenhams store. Not only does the portal provide the retailer with another channel throughwhich to develop its recruitment and marketing campaigns, but because it isintegrated into the corporate site, candidates can also find out everythingthey need to know about working for Debenhams. Other useful features includethe facility to fill out an application in stages. Debenhams’ plans include moving to self-service HR, but at the moment, itwants to ensure the recruitment process is as slick as it can be. Its measured approach is more typical of the way large organisations are nowapproaching e-HR, says Steve Foster, manager at the business consultancy groupat Northgate. “Everyone has to define their own starting point when it comes to e-HR,and then put it in the context of a bigger plan or roadmap. It could berecruitment, but equally it could be flexible benefits,” he says. “Weall want the killer application that will get self-service out there.” Related posts:No related photos.
The NCUA Board issued an advance notice of proposed rulemaking (ANPR) Thursday on compensation in connection with loans to members. This was also the first meeting of a full, three-person board since April 2016. Rodney Hood was named chair by President Donald Trump earlier this month, and Todd Harper was sworn in as a board member earlier this month as well.The ANPR seeks comments on ways to improve the agency’s regulations limiting credit union officials and employee compensation in connection with loans to members and lines of credit to members.According to the agency, these regulations have generated confusion and are likely outdated, burdensome and at odds with industry standards.NCUA is particularly interested in obtaining commenter feedback on “how it can provide flexibility with respect to senior executive compensation plans that incorporate lending as part of a broad and balanced set of organizational goals and performance measures.” ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading »
Following the 2010 pension reform during the presidency of Nicolas Sarkozy, drawdowns to close the deficit in the social security systems were brought forward to 2011 from its initial target of 2020.The fund, after making 14 annual payments of €2.1bn by 2024, was expected to be closed.As a result of the reform, the fund switched to a largely liability-driven investment strategy and halted all further investments in illiquid assets.Notwithstanding the switch in focus, the fund has been able to return 6.1% per annum since the 2011, managing a return of 8.75% last year. The new, €2bn strategy has seen the fund invest €200m in the intermediate housing fund (FLI) managed by Société Nationale Immobilière, and commit €145m to the NOVI private equity fund – the latest in a suite of three funds set up by Caisse des Dépôts et Consignations to offer loans and equity to small companies in France.The board member also said a “large portion” of the infrastructure exposure would come from green projects.Rousseau said final details of the new investment strategy, such as FRR’s appetite for taking on construction risk when investing in infrastructure, were likely to be finalised at a board meeting in early December.Unlike in 2010, when the reserve fund was on the cusp of awarding several property mandates, Rousseau said FRR would not be building up any internal capacity to oversee the investments, citing the two-year window granted to deploy the €2bn.He also defended the limits of FRR’s new mandate, saying it was “a good second best” that the fund was able to build up a portfolio of French illiquid assets, if not acquire holdings outside the country as part of the drive.“Of course we would love to have broader perimeter, and to be able to invest across Europe, and across the world,” Rousseau said, “but it is already very good that we got the approval to go beyond what seemed to be an insurmountable border – the year 2024.” Fonds de Réserve pour les Retraites (FRR) is to invest €2bn in French illiquid assets, including infrastructure and real estate, after gaining permission to invest beyond 2024.Olivier Rousseau, a member of the €37.2bn French pension reserve fund’s executive board, told IPE FRR had last year begun “intensifying” its battle to once again invest in illiquid assets in light of the “horrible” low interest rates.He said that, after sending a letter to the ministries for finance, the economy and social affairs late last year, FRR was granted approval invest €2bn in French assets boosting economic growth over two years, allowing it to increase its private equity exposure to 3% of assets, and invest in property and infrastructure.The new strategy sees a change in emphasis for FRR.