Agile Series Edition #2: Certified Agile training is vital, but certification alone won’t make you an expert

Certified training has become extremely popular within software development, as candidates are more willing than ever to learn and expand their knowledge. In addition, as technology evolves so quickly, training courses must adapt and evolve to accommodate these changes.

Some people feel that certified training is nothing more than a tick-box exercise and only has limited value. Whilst I don’t agree, I do feel that enrolling on a certified training course is not enough on its own if you’re serious about becoming a respected Agile practitioner.

I don’t want to devalue the importance of recognised and established certification programmes. Having a globally recognised certificate is important; it demonstrates not only your ability to learn, but your desire to educate yourself at the very highest standard.

The ideal scenario is to start with a brief Agile change plan, outlining what your roadmap is. Become certified with a suitable and relevant Agile training programme and then apply the knowledge you have learned from the classroom to some real case studies through workshops and activities. 

Consistent Agile coaching is encouraged throughout

The important element is having a coaching layer running throughout your Agile journey. This adds much needed consistency, and having the experience of a seasoned Agile veteran to help guide your transition can become invaluable. Agile places value in people over process, after all. 

You’ll likely have a slightly different change plan and roadmap, but if you take this proven approach as a guide, you’ll have a much better chance of making your Agile transition a successful one; not just for you, but for your team and your organisation.

Certified Agile training should be treated as your starting point – something to engage your brain with the fundamentals, before utilising workshops and the support of an Agile coach to apply your knowledge and add real value to real projects.

The bottom line is simple. Certified Agile training is an essential ingredient to your professional development and Agile journey. But as with any great dish, it’s only part of the recipe.

- James Harvey, Co-founder of Agile Snap

With a decade of Agile experience, James has at some point taken on every role within a Scrum team. Co-founder of Agile Snap, James’ main focus is around coaching project teams in becoming brilliant Scrum teams, along with providing formal, certified Agile training to all levels of an organisation.

Money or recognition; with a widening pay gap, what do you care about?

Valuing the intangible (time and skill) against the tangible (money) equally across a nation is not easy. Unfortunately, pay gaps now seem to be widening, in particular between men and women, and between graduates who are paid for their qualifications and those whose inexperience is being capitalised on.

It was recently announced that, according to a survey of 49,000 graduates in the UK, women earn 17% less than men up to five years after finishing an undergraduate course:

‘Kings College London is currently the target of a petition after recent official figures showed that female academics at the university may earn £10,000 less than their male peers. The petition was started after statistics… showed that women academics at the university were being paid an average of £46,030 annually while the men were paid £56,301 – a 19% difference.’

The conversation surrounding equal rights in the workplace has focussed on the gender pay gap for months now, so this news may barely register at first. But if we remember the sewing machinists at Ford Motor Company Ltd’s Dagenham plant, we will notice that this is a bigger pay gap that what they disputed in 1968. Their strike resulted in the passing of the Equal Pay Act 1970, and was the first time in history that women had taken or even threatened industrial action.

A pay gap was more understandable 47 years ago, with such early attitudes to equality. But in our progressive society, it is incredible to think that in some places, the pay gap is now actually wider than what prompted the machinists to bring a halt to all production at the biggest car company in the world.

But for all the focus on how the strike forced the issue of equal pay… the essence of this dispute was not money… but recognition. The catalyst for the strike was management’s grading of the machinists’ work as ‘unskilled’, despite it requiring a great deal of initiative, focus and technical ability. They cared about respect for their skills before the possibility of equal pay. Today, many studies have shown that financial reward is rarely our top priority, usually resting below purpose, autonomy and mastery (you can read more on The Puzzle of Motivation here). Perhaps they thought that equal pay would always be inevitable (if slow), but that respect, though unquantifiable, was worth more.

It’s the same for the young graduates of today. But there is a contribution to this imbalance facing both men and women. This generation of entry-level workers have been called ‘overeducated and underemployed’, and this may be because most make no attempt to negotiate their first salary. Many settle for far less than they’re worth, despite only 6.2% of employers in a recent survey saying they’d never negotiate! Whether they fear that their offer will be rescinded, or are simply unaware that negotiation is even an option, graduates everywhere are undervaluing themselves.

We can all afford to attribute more worth to our skills and value in the workplace, it seems. Of course this is, however, applicable to some demographics more than others; in particular, graduates, entry-level workers and women need (and can afford, though they may not yet know it) to lift their horizons to make sure that their earnings reflect their efforts.

Top four tips for motivating your staff

The conversation surrounding employee engagement and motivation has been simmering for years, yet many companies still struggle to apply the basics. With advances in technology, some of these approaches are becoming more and more practical, whilst others require only a little time or understanding. Read on and take advantage of these tried and tested motivational techniques!

• 1. Engage; start ‘big conversations’

Consistent two-way communication between managers and their staff is key to successful employee engagement. Meaningful communication, known as ‘big conversations’, should involve making employees feel comfortable enough to provide honest feedback about the workplace and making them aware of the role they play in helping the company to achieve overall business goals. The distinguishing factor between ‘Best-in-Class’ businesses and ‘Industry Average’ businesses is their ability to communicate engagement efforts across the entire organisation; in fact, ‘Best-in-Class’ companies rate it as the most important priority in delivering organisational performance.

The key to effective performance management is frequent, honest and constructive conversations that empower employees to take accountability for results and to play to their strengths.

• 2. Enhance; appreciate the little things

Employee recognition drives engagement and encourages positive behaviours, which in turn enhances employees’ feelings of value and motivation. Organisations with a Reward & Recognition programme in place are proven to have better retention rates and revenue per employee.

However, recognition is not about rewarding an employee’s greatest achievements. On the contrary, it is about noticing and encouraging day-to-day behaviours and being constantly and consistently thoughtful. Small and subtle gestures such as ordering dinner or booking taxis for late workers can be very effective in making employees feel valued.

The challenge is to identify the right form of recognition which works for a particular organisation and to differentiate it by individuals (managers need to now what motivates each person in their team); the ‘big conversations’ will go a long way in achieving this.

• 3. Enable; allow greater flexibility

Enabling employees to take a more flexible approach to their work has been proved repeatedly to be more effective in motivating and engaging them than financial remuneration. Employers should evaluate whether their employees’ work structure is vital; does an employee need to work from the office every day? Do they have to work 9-5, or could they start earlier/later and finish work accordingly?

Of course, it wouldn’t be appropriate to suggest that every business follows a ‘results-only’ work environment, where all structures are abandoned and employees can work however they wish as long as the desired results are achieved on time; one size never fits all. However, allowing your employees to have some control over how they work not only encourages better performance but also helps your company to stand out as an employer of choice.

• 4. Empower; create a greater purpose

It’s important to strengthen the sense of belonging and team spirit amongst employees. Effective engagement comes from an environment where personal and organisational aspirations are aligned; people feel empowered when they know they’re making a difference. Successful organisations will engage their employees in a variety of worthwhile CSR initiatives where staff across the organisation work to common goals. This creates high levels of shared purpose and develops a sense of organisational loyalty and pride, while simultaneously developing the business skills of the employees involved.

Organisations with a sense of shared purpose outperform those without it.

The value of employee engagement cannot be underestimated; engaged people do what they do because they believe it is the right thing to do and not necessarily because there is a reward waiting at the end. A prime example of engagement is volunteer work. There is no payment involved, it takes up a lot of time and it is very often ungrateful work. Yet most volunteers do it with passion and perseverance. Why? Because they believe in what they do. These are the kind of people you want in your organisation, so encourage them!

You can learn more from the challenges businesses face when trying to develop a strong employee motivation strategy by downloading RSG’s white paper ‘The Puzzle of Motivation’.

Agile Series Edition #1: Four reasons Agile isn’t working for you

There’s plenty of expectation when companies use Agile methodologies to help deliver successful projects, but what about the common pitfalls? Here’s a list of four challenges that companies have seen, and in some cases, are still seeing…

1. Thrashing

When a hard drives receives multiple requests and spends more time moving heads than reading data, this is known as thrashing. Usually manifested as the business changes priorities, the same is seen in software development. The more time spent stopping, starting and shelving means less time is used for adding value. Focus on doing one task well, not five tasks badly.

2. Waiting for the Stand-up

Picture the scenario; a problem is found just after the stand-up – how many developers do you know that wait for the next day? They will spend the whole day trying to fix an issue, or waiting for clarification on a requirement. Every delay hurts progress, so focus on open collaboration and communication. It’s a culture worth nurturing.

3. Definition of Done

Are you clear what you mean when you ask “Is it done?” Does it mean the development is complete or testing? What about being ready to deploy, or has it been deployed? It’s the most commonly seen muddy area in Agile projects. Start with a definition and revisit it regularly; this will help stabilise the velocity and reduce potential friction.

4. Scope Cram

Yes, you read that right – CRAM. When a project is finally started, the stakeholders believe this is the only chance they’ll get and so shoehorn every requirement they can think of, every moment they think of it. The result of this is reduced motivation for the team and a struggle to focus on the purpose of the work; it also ultimately means that the same ethos will bleed to subsequent projects. Working closely with a product owner who has a clear vision and the ability to represent the business is key. They can stop the cram from happening or reduce the noise and focus on the objective; VALUE.

- Leon Vincent, Application Development Manager at Gocompare.com

Leon has worked in and around Agile for the last 10 years. He currently works with a skilled team of architects, developers and testers to deliver cross-platform solutions for the leading price comparison site Gocompare.com. He focusses on Agile development methodologies, from Kanban to Scrum. His background was as a developer specialising firstly in LAMP and later the Microsoft Stack.

Gocompare.com is currently recruiting for an Application Developer. Click here to find out more about the role, nd to apply simply contact recruitment@gocompare.com

Germany’s temporary workforce doubles in size

RSG Director Nick Walrond takes a look at what benefits a successfully growing flexible labour pool can do for both German business and employees alike
In recent months, news from Germany has shown that temporary staffing levels have risen, skills shortages are decreasing and external investment is on the up – all of which are signs of a growing and robust economy.
Of particular interest to RSG, which opened its first office in Munich in March, was a report by the Federal Employment Agency that temporary workers now account for 2.5% of Germany’s total workforce and the figure has doubled in the last 10 years to hit the circa 882,000 mark.
Temporary workers are important for a growing economy in many ways but perhaps the key benefit for a country as a whole is that they are integrated into the labour market, acting as a cushion during periods of growth and/or uncertainty.
For example, according to Sigmar Gabriel, Germany’s Minister for Economics, key areas of the German economy, especially the industrial sector, have been challenged by international competition as well as large variations in order volumes, which means use of temporary workers provides structure for the ebb and flow of workstreams.
Often, because temporary employment reacts quickly to changes in economic conditions, it becomes a reliable early indicator of the performance of the labour market as a whole.
In countries where labour markets are flexible, workers find jobs more easily and, if need be, employers can change staffing quotas. The opposite is often true as those without these freedoms in worker movement can cause divides amongst permanent employees and those on fixed-term contracts.
In the UK recruitment industry we like to think our workforce has one of the best flexible working environments in the world – with circa 5% of our workforce operating in this way at any one time. Last year, the Recruitment and Employment Confederation produced a report that working on a temporary basis is part of many people’s career paths.
They found that more than one in three people (36%) in Great Britain have worked as a contractor, freelancer or agency worker at some point in their career, and 41% are considering working that way in the future.
So in terms of the future picture for German temporary workers this can be viewed as good news.
At the less skilled end of the picture, temporary work gives people experience and insight. In particular it provides the unemployed, young professionals or professionals returning to the labour market an opportunity to get a foot in the door.
At the other, higher skilled, end of the market, it means that contractors are in a stronger position in terms of what jobs they take on and how much they can charge.
Altogether, this is an exciting time for Germany and it will be interesting to see how both Government and employers will work together to maximise the opportunities that a growing temporary workforce provides.
- See more at: http://rsg-plc.com/blog/Germanys-temporary-workforce#sthash.NMuPFuJL.dpuf

 

RSG Director Nick Walrond takes a look at what benefits a successfully growing flexible labour pool can do for both German business and employees alike

In recent months, news from Germany has shown that temporary staffing levels have risen, skills shortages are decreasing and external investment is on the up – all of which are signs of a growing and robust economy.

Of particular interest to RSG, IC's parent company, which opened its first office in Munich in March, was a report by the Federal Employment Agency that temporary workers now account for 2.5% of Germany’s total workforce and the figure has doubled in the last 10 years to hit the circa 882,000 mark.

Temporary workers are important for a growing economy in many ways but perhaps the key benefit for a country as a whole is that they are integrated into the labour market, acting as a cushion during periods of growth and/or uncertainty.

For example, according to Sigmar Gabriel, Germany’s Minister for Economics, key areas of the German economy, especially the industrial sector, have been challenged by international competition as well as large variations in order volumes, which means use of temporary workers provides structure for the ebb and flow of workstreams.

Often, because temporary employment reacts quickly to changes in economic conditions, it becomes a reliable early indicator of the performance of the labour market as a whole.

In countries where labour markets are flexible, workers find jobs more easily and, if need be, employers can change staffing quotas. The opposite is often true as those without these freedoms in worker movement can cause divides amongst permanent employees and those on fixed-term contracts.

In the UK recruitment industry we like to think our workforce has one of the best flexible working environments in the world – with circa 5% of our workforce operating in this way at any one time. Last year, the Recruitment and Employment Confederation produced a report that working on a temporary basis is part of many people’s career paths.

They found that more than one in three people (36%) in Great Britain have worked as a contractor, freelancer or agency worker at some point in their career, and 41% are considering working that way in the future. 

So in terms of the future picture for German temporary workers this can be viewed as good news.

At the less skilled end of the picture, temporary work gives people experience and insight. In particular it provides the unemployed, young professionals or professionals returning to the labour market an opportunity to get a foot in the door.

At the other, higher skilled, end of the market, it means that contractors are in a stronger position in terms of what jobs they take on and how much they can charge.

Altogether, this is an exciting time for Germany and it will be interesting to see how both Government and employers will work together to maximise the opportunities that a growing temporary workforce provides.

RSG Director Nick Walrond takes a look at what benefits a successfully growing flexible labour pool can do for both German business and employees alike
In recent months, news from Germany has shown that temporary staffing levels have risen, skills shortages are decreasing and external investment is on the up – all of which are signs of a growing and robust economy.
Of particular interest to RSG, which opened its first office in Munich in March, was a report by the Federal Employment Agency that temporary workers now account for 2.5% of Germany’s total workforce and the figure has doubled in the last 10 years to hit the circa 882,000 mark.
Temporary workers are important for a growing economy in many ways but perhaps the key benefit for a country as a whole is that they are integrated into the labour market, acting as a cushion during periods of growth and/or uncertainty.
For example, according to Sigmar Gabriel, Germany’s Minister for Economics, key areas of the German economy, especially the industrial sector, have been challenged by international competition as well as large variations in order volumes, which means use of temporary workers provides structure for the ebb and flow of workstreams.
Often, because temporary employment reacts quickly to changes in economic conditions, it becomes a reliable early indicator of the performance of the labour market as a whole.
In countries where labour markets are flexible, workers find jobs more easily and, if need be, employers can change staffing quotas. The opposite is often true as those without these freedoms in worker movement can cause divides amongst permanent employees and those on fixed-term contracts.
In the UK recruitment industry we like to think our workforce has one of the best flexible working environments in the world – with circa 5% of our workforce operating in this way at any one time. Last year, the Recruitment and Employment Confederation produced a report that working on a temporary basis is part of many people’s career paths.
They found that more than one in three people (36%) in Great Britain have worked as a contractor, freelancer or agency worker at some point in their career, and 41% are considering working that way in the future.
So in terms of the future picture for German temporary workers this can be viewed as good news.
At the less skilled end of the picture, temporary work gives people experience and insight. In particular it provides the unemployed, young professionals or professionals returning to the labour market an opportunity to get a foot in the door.
At the other, higher skilled, end of the market, it means that contractors are in a stronger position in terms of what jobs they take on and how much they can charge.
Altogether, this is an exciting time for Germany and it will be interesting to see how both Government and employers will work together to maximise the opportunities that a growing temporary workforce provides.
- See more at: http://rsg-plc.com/blog/Germanys-temporary-workforce#sthash.NMuPFuJL.dpuf

RSG Director Nick Walrond takes a look at what benefits a successfully growing flexible labour pool can do for both German business and employees alike
In recent months, news from Germany has shown that temporary staffing levels have risen, skills shortages are decreasing and external investment is on the up – all of which are signs of a growing and robust economy.
Of particular interest to RSG, which opened its first office in Munich in March, was a report by the Federal Employment Agency that temporary workers now account for 2.5% of Germany’s total workforce and the figure has doubled in the last 10 years to hit the circa 882,000 mark.
Temporary workers are important for a growing economy in many ways but perhaps the key benefit for a country as a whole is that they are integrated into the labour market, acting as a cushion during periods of growth and/or uncertainty.
For example, according to Sigmar Gabriel, Germany’s Minister for Economics, key areas of the German economy, especially the industrial sector, have been challenged by international competition as well as large variations in order volumes, which means use of temporary workers provides structure for the ebb and flow of workstreams.
Often, because temporary employment reacts quickly to changes in economic conditions, it becomes a reliable early indicator of the performance of the labour market as a whole.
In countries where labour markets are flexible, workers find jobs more easily and, if need be, employers can change staffing quotas. The opposite is often true as those without these freedoms in worker movement can cause divides amongst permanent employees and those on fixed-term contracts.
In the UK recruitment industry we like to think our workforce has one of the best flexible working environments in the world – with circa 5% of our workforce operating in this way at any one time. Last year, the Recruitment and Employment Confederation produced a report that working on a temporary basis is part of many people’s career paths.
They found that more than one in three people (36%) in Great Britain have worked as a contractor, freelancer or agency worker at some point in their career, and 41% are considering working that way in the future.
So in terms of the future picture for German temporary workers this can be viewed as good news.
At the less skilled end of the picture, temporary work gives people experience and insight. In particular it provides the unemployed, young professionals or professionals returning to the labour market an opportunity to get a foot in the door.
At the other, higher skilled, end of the market, it means that contractors are in a stronger position in terms of what jobs they take on and how much they can charge.
Altogether, this is an exciting time for Germany and it will be interesting to see how both Government and employers will work together to maximise the opportunities that a growing temporary workforce provides.
- See more at: http://rsg-plc.com/blog/Germanys-temporary-workforce#sthash.NMuPFuJL.dpuf

RSG Director Nick Walrond takes a look at what benefits a successfully growing flexible labour pool can do for both German business and employees alike
In recent months, news from Germany has shown that temporary staffing levels have risen, skills shortages are decreasing and external investment is on the up – all of which are signs of a growing and robust economy.
Of particular interest to RSG, which opened its first office in Munich in March, was a report by the Federal Employment Agency that temporary workers now account for 2.5% of Germany’s total workforce and the figure has doubled in the last 10 years to hit the circa 882,000 mark.
Temporary workers are important for a growing economy in many ways but perhaps the key benefit for a country as a whole is that they are integrated into the labour market, acting as a cushion during periods of growth and/or uncertainty.
For example, according to Sigmar Gabriel, Germany’s Minister for Economics, key areas of the German economy, especially the industrial sector, have been challenged by international competition as well as large variations in order volumes, which means use of temporary workers provides structure for the ebb and flow of workstreams.
Often, because temporary employment reacts quickly to changes in economic conditions, it becomes a reliable early indicator of the performance of the labour market as a whole.
In countries where labour markets are flexible, workers find jobs more easily and, if need be, employers can change staffing quotas. The opposite is often true as those without these freedoms in worker movement can cause divides amongst permanent employees and those on fixed-term contracts.
In the UK recruitment industry we like to think our workforce has one of the best flexible working environments in the world – with circa 5% of our workforce operating in this way at any one time. Last year, the Recruitment and Employment Confederation produced a report that working on a temporary basis is part of many people’s career paths.
They found that more than one in three people (36%) in Great Britain have worked as a contractor, freelancer or agency worker at some point in their career, and 41% are considering working that way in the future.
So in terms of the future picture for German temporary workers this can be viewed as good news.
At the less skilled end of the picture, temporary work gives people experience and insight. In particular it provides the unemployed, young professionals or professionals returning to the labour market an opportunity to get a foot in the door.
At the other, higher skilled, end of the market, it means that contractors are in a stronger position in terms of what jobs they take on and how much they can charge.
Altogether, this is an exciting time for Germany and it will be interesting to see how both Government and employers will work together to maximise the opportunities that a growing temporary workforce provides.
- See more at: http://rsg-plc.com/blog/Germanys-temporary-workforce#sthash.NMuPFuJL.dpuf

Beware of Counteroffers

reprinted from the:NATIONAL BUSINESS EMPLOYMENT WEEKLY
from the publishers of the Wall Street Journal: Dow Jones & Company, Inc.
APRIL 24 - APRIL 30, 1994
Beware of Counteroffers
They may beg you to stay now, then give you the boot later
By R. Gaines Baty


You've been approached by another company and offered a position with growth potential and a moderate increase in compensation. You've analyzed and agonized over the decision to leave a good (or bad) job for what could be a better one, and have accepted (or decided to accept) the offer. However, upon resigning, your current boss asks you to stay. This appeal is known as a counteroffer of buyback.


In recent years, counteroffers have practically become the norm. "It's almost like a part of the accepted divorce proceedings, and allows the boss to save face with his boss," explains one departing Texas-based executive of a major airline. "And it sometimes has to take its course.


"But while buyback offers can be tempting, take care not to fall into the trap or be blindsided to your own detriment. Career changes are tough enough as it is, and anxieties about leaving a comfortable job, friends and location and having to reprove yourself again in an unknown opportunity can cloud the best of logic. But just because the new position is a little scary doesn't mean it's not a positive move.


Since buyback gestures can create confusion and buyer’s remorse, you should understand what’s being cast upon you. Counteroffers are typically made in conjunction with some form of flattery, for example: 

• You're too valuable, and we need you.
• You can't desert the team/your friends and leave them hanging.
• We were just about to give you a promotion/raise, and it was confidential until now.
• What did they offer, why are you leaving, and what do you need to stay?
• Why would you want to work for that company?
• The President/CEO wants to meet with you before you make your final decision. 

Accepting a counteroffer can have numerous negative consequences. Consider:

• More money
• A promotion/more responsibility
• A modified reporting structure
• Promises or future considerations,
• Disparaging remarks about the new company or job, and/or guilt trips.

Of course, since we all prefer to think we're MVP's, it's natural to want to believe these manipulative appeals, but beware! Accepting a counteroffer often is the wrong choice to make.


Think about it: If you were worth "X" yesterday, why are they suddenly willing to pay you "X + Y" today, when you weren't expecting a raise for some time? Also consider how you've felt when someone resigned from your staff. The reality is that employers don't like to be "fired." Your boss is likely concerned that he'll look bad, and that his career may suffer. Bosses are judged by their ability to retain staff. When a contributor quits, morale suffers. Further, your leaving might jeopardise an important project, increase staffers' workload or even foul up a vacation schedule. It's never a good time for someone to quit, and it may prove time-consuming and costly to replace you, especially considering recruitment and relocation expenses. It's much cheaper to keep you, even at a slightly higher salary. And it would be better to fire you later, on the company's time frame.


"We've made counteroffers on occasion, if a good person approaches the issue professionally," says a former senior partner of a Big Six accounting and consulting firm. "But usually it was a stopgap measure because we couldn't afford a defection at that point in time. We didn't count on these people long term, and usually they'd burned bridges tow or three levels up, if not with their immediate manager. It definitely put them in a career holding pattern."


The senior partner cites a long conference he once attended with his boss and two subordinate managers, in which they approved a counteroffer and raise to an employee two levels down. "Immediately after the meeting, my boss called me and said, "We can't afford to lose him now, but out No.1 priority is to find a replacement, ASAP!" he says. "And we replaced him within a few months."


Another senior executive from a major Dallas-based bank says, "If it's a real 'hitter,' I'll try to get him to stay. But to be honest, any additional compensation is 'stealing' from his future earnings, and I'll always question his convictions, knowing he can be bought. Further, I'll wonder if I can really count on him [which equates to limited future opportunities]. In other words, the damage is done."


While your employer may truly consider you an asset and genuinely care about you personally, you can be sure that your interests are secondary to your boss's career and your company's profit or survival. Thus, flattering offers and comments are attempts to manipulate you to act in your employer's best interests - which aren't necessarily your own. In other words, they're not about you.


Accepting a counteroffer can have numerous negative consequences. Consider: 

• Where did the additional money or responsibility you'd get come from? Was it your next raise or promotion - just given early? Will you be limited in the future? Will you have to threaten to quit to get your next raise? Might a (cheaper) replacement be sought out?
• You've demonstrated your unhappiness (or lack of blind loyalty), and will be perceived as having committed blackmail to gain a raise. You won't ever be considered a team player again. Many employers will hold a grudge at the next review period, and you may be placed at the top of the next reduction-in-force "hit list." As one executive who requested anonymity says, "Like an adulterous affair that's been discovered, the broken trust is never fully recovered."
• Apart from a short-term, band-aid treatment, nothing will change within the company. After the dust settles from this upheaval, you'll be in the same old rut. 

"They butter you up, give you more money, but nothing really changes. In fact, they can get worse," says one insurance executive in Utah who accepted a counteroffer. "My immediate boss was really agitated, since his boss interceded. At raise time, he told me that none had been budgeted (since I'd already gotten a raise), and that if I wanted, I could negotiate with the president as before." This executive, by the way, left the company within months.


Attempted buybacks can demonstrate disrespect for your well-thought-out decision and commitment to the new company. Should your current employer decide to eliminate your position or pass you over for promotion, successfully countering their decision is unlikely. Besides, you've analysed, accepted and committed to the new company, which has surely made plans and accommodations around you and is counting on you.


Finally, when making your decision, look at your current job and the new position as if you were unemployed. Which opportunity holds the most real potential? Probably the new one or you wouldn't have accepted it in the first place.

A legal update for permanent staff - April 2015

We have been keeping our fingers on the pulse of the legal world surrounding the recruitment industry, so here are the key areas in which legislative changes are taking place…

Zero hours contracts

On 11 March 2015 the government issued the response to its consultation on anti-avoidance measures relating to the exclusivity ban in zero hours contracts. The government plans to prohibit employers from restricting zero hours workers from working for other businesses.

Acas Code and the right to accompaniment to disciplinary and grievance hearings

A new code took effect from 11 March 2015; employers must agree to a worker's request to be accompanied to a disciplinary or grievance meeting by any chosen companion from one of the following statutory categories; a fellow worker, trade union representative or official. It also states that a worker can change their chosen companion without waiving their right to change again. The statutory requirement is based on how reasonable the worker is in making the request, not on their choice of companion.

Data protection

‘Enforced subject access’ will typically occur where a person wishes to see another individual’s criminal record, but chooses not to use the established legal system. The section of the Data Protection Act 1998 (DPA) which made this practice unlawful had become inactive, but came into force on 10 March 2015.

The practice of requesting enforced subject access involves one person (e.g. an employer) requiring another (e.g. an employee) to submit a ‘subject access request’ to specific bodies in order to obtain their personal data and share it with the first person. Employers have previously used this method to get around the Rehabilitation of Offenders Act 1974, which prevents them from requiring the disclosure of ‘spent’ convictions from potential recruits (although they can ask job candidates if they have criminal convictions). Enforced subject access requests are now a criminal offence under the DPA, but employers’ responsibilities under the Vetting and Barring scheme are unaltered by this.

Holiday pay

Following the widely-reported Bear Scotland v Fulton case, non-guaranteed overtime payments must be taken into account when calculating holiday pay. Given the potentially unlimited nature of such claims, the Government has stepped in by introducing a two-year cap on claims for historic holiday pay lodged on or after 1 July 2015.

Maternity leave

On 6 April 2015 the Maternity and Parental Leave etc. (Amendment) Regulations 2014 came into force, extending the existing unpaid parental leave regime to parents of children aged between five and 18. A number of new legislations have come into place, aiming to include couples who are adopting a child from outside the UK in the right to shared parental leave and pay.

Age discrimination

Harrod and others v Chief Constable of West Midlands Police and others – the Employment Tribunal ruled that seven police forces had acted unlawfully in requiring the compulsory retirement of a cohort of officers to meet budget cuts imposed by central government.

Judicial review of fees regime for Employment Tribunal

Unison, the Trade Union, has challenged the introduction of fees for one wishing to bring a claim in the Employment Tribunal, believing that charges would remove access to justice. The initial applications for Judicial review brought by Unison were rejected on the basis that there was insufficient evidence to support their claim. However, recent figures show that the introduction of fees has indeed led to a very significant drop in the number of claims brought in the Employment Tribunal. Unison therefore issued a second judicial review which was again rejected. On 1 April 2015, they received leave to appeal this decision.

Agency workers

Moran and others v Ideal Cleaning Services Ltd - the Employment Appeal Tribunal held that the Agency Workers Regulations 2010 (SI 2010/93) did not apply to a group of agency workers who were assigned to one hirer for periods ranging between 6 and 25 years.

The above is a summary of recent legal issues that may be relevant to UK employers and hirers of workers. It is provided for general information purposes only and specialist advice (such as legal, financial and/or tax advice) should be sought before it is relied on in any way. Neither Resource Solutions Group PLC or its associated group of companies accept liability for any inaccuracies in the above information.