New school of Veterinary Medicine

You may have heard that The University of Surrey has announced that it is going to launch a new school of Veterinary Medicine?

Well, this is looking to take place in 2014 and will be based at the University’s Manor Park site in Guildford.

According to the University, the new school will embrace the “One Health – One Medicine” philosophy.  The degree programme will also emphasize research, veterinary pathology and livestock medicine.

The new School at Surrey will collaborate with key partners to deliver their programme. Collaborators include: the Animal Health and Veterinary Laboratories Agency (AHVLA) , the BBSRC Pirbright Institude, the Veterinary Medicines Directorate (VMD), Fitzpatrick Referrals, Liphook Equine Hospital and Westpoint Farm Vets. Extending relationships with regional Veterinary practices is also on the cards for the coming year.

The University is also in consultation with the RCVS (Royal College of Veterinary Surgeons) who plan to assist them in the development of a timetable for considering the new programme against their accreditation standards. The RCVS believe that the monitoring process of this could take a number of years.

The University certainly have already laid the foundations for the new school through its teaching and research activities expansion in its Faculty of Health and Medical Sciences. This includes the launch of the BSc programme in Veterinary Biosciences in 2009 and the new MSc in Veterinary Microbiology. A new MSc in Veterinary Pathology is currently under development also.

I think over the next 12 months we can expect them to be recruiting new academic staff along with attracting the first cohort of students for 2014.

"As a research-intensive University we have the expertise, reputation, technical and business skills which our students can benefit from, allowing us to train the veterinary leaders of the future. Combining state-of-the-art facilities, our unique partnerships and a campus location, the new School will provide a stimulating environment not only for undergraduates, but for the professional development training of qualified veterinary surgeons."

-          Professor Lisa Roberts. Dean of the Faculty of Health and Medical Sciences

"This is good news for the UK veterinary research community. The Pirbright Institute currently works in close collaboration with the University of Surrey on research that benefits animal health and welfare; we very much look forward to building on this established and growing association as the new school of veterinary medicine is launched. There is an important place for trained veterinarians in scientific research and we are delighted that the University has decided to emphasise these areas in particular."

-          Professor John Fazakerley, Director of The Pirbright Institute

Why you shouldn't take a Counter Offer

Using a job offer as a bargaining chip with your current employer may seem tempting but all too often it ends badly. If you want a raise, then negotiate one on its owns merits or prepare to move on.

1. Employers often make counter offers in a moment of panic but after the initial relief passes,  you may find your relationship with your employer has changed for the worse. You are now the one who is looking to leave, you are no longer part of the 'inner circle' and you may be top of the list if your company needs to make cutbacks.
2. Even worse, your company might just want time to search for a replacement, figuring its only a matter of time before until you start looking around again. You might turn down your other offer and accept your employers counteroffer only to find yourself pushed out soon afterward.
   80% of people who accept counteroffers either leave or are let go within a year. 
3. There's a reason you started job searching in the first place. Whilst money is always a motivator, more often, there are other factors that drove you to look for another job, personality fit, your boss, boredom with the work, lack of recognition. These factors aren't going to change, and will likely start bothering you again as soon as the pay rise wears off.
4. Even if you get more money out of your company now, think about what it took to get it. You needed to have one foot out of the door to get paid the wage you wanted, and there's no reason to think that future salary increases will be any easier. The nest time you want a raise, you might be refused altogether on the grounds that 'we gave you that big increase when you were thinking about leaving'
5. You may be told to take the other offer, even if you don't really want it and then you'll have to follow through. Using another offer as a bluff is a really dangerous game.
6. Finally, your new employer is very unlikely to consider you again for any job offers.

Managing a Locum Workforce

Whether you are looking for someone to hold the fort for the day, delivery of a special project or to recruit an entire seasonal workforce, you need strong skilled staff who add to the effectiveness of your organisation.

The potential for locum vets and nurses to excel is often under-estimated. However, with the right input from you and choosing the right recruitment consultant to build a relationship with, you can expect locum staff to hit the ground running, with commitment, expertise and the same positive attitude as a permanent member of staff.

Why use Locum Staff?

• Sickness
• Maternity/Paternity cover
• Holiday
• Providing cover whilst role is vacant
• Temp to Perm
• Flexible workforce
• frozen head count

Preparation

• Prepare a brief of the role you have to fill - it may be a different role from the role of a permanent job
• Think about timings - taking into account a permanent member of staff to meet them and settle them in
• Research relevant recruitment consultants - good place to start is the REC website
• Prepare a set of criteria by which you will judge the effectiveness of the consultant
• Make a short list of consultants

Then ask yourself:

• Did you feel they understood what you were looking for?
• Did they take as much information as possible about your company and the booking you are discussing?
• Did they understand the type of staff you are looking for both in terms of skill set and culture fit.
• Did they send through a copy of their Terms of Business?

Managing the Workforce

• Keep the permanent staff aware of new locum workers and why they are there - this saves any undermining of the staff or animosity on their part.
• Create a 'mini induction' covering Health & Safety issues, fire exits, the accident book, when to take breaks and any procedures within the company which will help the locum work more effectively. Many of your practices procedures and policies will differ from other practices so its always a good idea to explain fully what your procedures are.
• Explain the role to the locum worker and give them a point of contact for any queries or questions
• Make sure they are aware of what criteria they may use to judge where they have done a good job
• Check within the first 4 hours that work completed is up to standard, feedback any problems or compliments to the recruiter.
• Sign the timesheet at the end of the assignment or each week if the booking is ongoing, and keep a copy to be married up when the invoice comes in
• It is important to differentiate between locums and permanent staff. the line between that status is very fine and employers often make the mistake in their efforts to make locums 'feel at home' particularly if they are there for a long period.
• Clients should not get involved in disciplinary discussions with the temps. Locums should not be on memo lists, holiday charts and work rotas. Invitations to company members should go as a separate memo to temps.
• Respect and value the contribution temps make to the overall well being of the company.

Is the locum legal?

One thing that is often overlooked when practices book locums directly (i.e. not through an agency) is whether the locum is working legally.

• Have they registered with the RCVS as a home practising member?
• Have you checked their ID, are they who they say they are?
• Have you checked their work visa (if applicable)
• Have they got Professional Indemnity Insurance
• If the locum is working self employed, have you the correct contracts in place, if not HMRC will view their payments as 'cash in hand' and you could be liable for any unpaid tax and NI.

Locums are a wonderful resource and in the main simply want to do the best job they can - feedback to the recruiter, both good and bad, will help move the relationship and make the matching process far more accurate.

Locum Induction Checklist

Pre-employment

• Joining instructions
• Company literature

Health & Safety

• Emergency exits
• Evacuation procedures
• First aid facilities
• Health & Safety policy
• Accident reporting
• Clothing
• Specific hazards
• Policy on smoking

Organisation

• Site map - canteen, first aid post, etc
• Telephone system
• Computer system
• Company products and services
• Vaccination schedules
• Prescriptions policies
• Security procedures

How to Read a CV

Human capital is the most important asset to any employer, so short listing and assessing the calibre of 300 CV's to identify the 10 best can be a daunting prospect.

Reading the CV

The first step is to match your candidates against your Job Specification. Beyond that, here are some things to look for:

1. Skills: Seek out CV's that describe how the candidate measured their performance using the relevant skill. Furthermore, has the candidate correctly described the skills needed for the role?
2. Achievements: Candidates that describe how they added value to a job through, for example, saving money or increasing sales outperform other candidates that list job duties.
3. Transferable Skills: Career changers that describe relevant, transferable skills.
4. External Validation: Winning awards or being selected to chair working group meetings rarely happen to under performing individuals.
5. Promotion: Steady and consistent promotions are a good indicator that the individual can sustain the enhanced job responsibilities and that the person has been highly regarded.
6. Length of Service: Advantage or Disadvantage?
   Long Service: Some consider many years of service a benefit, others consider the candidate institutionalised.
   Short Stints: Look for signs in the CV. The candidate could be a job-hopper or could be going through rapid fast paced promotions or it may be normal for the sector.
7. Photographs: Ignore photographs/videos when recruiting as they allow for the potential to discriminate on the basis of age, sex, race, etc

Warning Signs:

1. Gaps: Ensure gaps in employment are accounted for.
2. Duties: A list of these does not say how the person performed in the role, just what they were meant to be doing.
3. Spelling: Mistakes on such an important document should prompt fears.
4. Promotions: Job-seeking within 3 months of promotion may be indicative of over promotion.
5. Salary fluctuations: If a salary is £10k higher or lower than former roles - ensure you understand and accept the reason for this.
6. Lies: With so many CV's containing exaggerations, look for evidence to overcome this concern.
7. Contact details: A work direct line on a CV often indicates the person is happy to take personal calls during work time. Unprofessional email addresses also draw unwelcome assumptions.

Return on Investment

You should think about this in particular for your trainee hires. The costs to a business rise considerably for Trainee Schemes, so individual graduates should sell to you far more than a list of their modules. Look for descriptions of projects/dissertations. How they interpreted their project findings/results can help you understand how they tick, which is vital if you are to invest substantial sums of money in them. The grade alone is not enough.

Correlation of Job Advertising and CV Cliché's

The CV's you receive will mostly mirror the job advertisements you place, so favour absolute requirements and limit clichés in your advertisements that require a good team player or excellent communication skills as applicants are likely to feed these generic terms back to you in their CV, without evidence of the skills use, leaving you with a batch of CV's impossible to short-list. Many CV's simply claim the applicant to be a great organiser who is hard-working with excellent communication skills and able to work in a team - but when pressed for specifics these applicants often cannot recall a good example using the said skill to make a noticeable difference for the business.

Searching CV Tips

To expand your CV search, look at positions below the one you are looking to fill - a candidate ripe for promotion. Additionally, look for competitor names or company names that are synonymous with like minded employees.

Interview Preparation

Emily Gohl from Recruit4health explains how to prepare yourself for your interview

Proper Preparation Prevents Poor Performance

Good preparation is a key part to having a successful interview beginning with knowing the names and job titles of the people interviewing you.

One of the most important things you can do is prepare answers to questions you may potentially get asked... also rehearse them out loud. This will make you feel more confident and prepared when you walk into the interview room.

It is always a good idea to plan the route to your interview to make sure you give a good impression of being punctual. Find out directions as well as information on parking if you are driving or the nearest railway station or bus stop. If due to unforeseen circumstances you know you are going to be late contact the company to inform them of your expected arrival time and let the agency know you have done this. When you arrive ensure you apologise immediately and explain your reasons.

Interview Questions

Interview questions may vary but in essence they are all trying to establish the following:

• Your skills and experience to do the job
• Your enthusiasm and interest for the job
• Whether you will fit in

If you can answer these questions, using real-life examples to illustrate your points, then you should be able to answer most of the questions that arise including the following frequently asked questions.

1. Tell me about yourself?

This question or something similar usually starts every interview. Your answer should be well-rehearsed, confidently delivered and last between 3-5 minutes.

This is your opportunity to sell yourself and your answer doesn't have any boundaries.

Remember they want to hear you speak and gauge just how confident you are. It is your chance to sell yourself!  

You need to:

• Focus on the areas of most relevance to the job in question i.e.: key skills
• Include some impressive achievements e.g. improvements made that could be relevant to the job you are interviewing for
• Convey your enthusiasm for the job
• Avoid going into too much detail on personal or irrelevant information e.g. your children, un-related jobs

2. What are your key skills/strengths?

This is one of the most difficult questions to answer and we would recommend planning and rehearsing an answer to this prior to your interview so that you know exactly what to say.

Focus on what you know they are looking for, even if it has been a smaller part of what you have been doing to date.

The job advert or person specification form will give you the information you need about their requirements.

3. What are your weaknesses?

Again, this is a very difficult question and you need to plan and rehearse this prior to an interview.

Do not say that you do not have any weaknesses and do not give any cliché answers such as: “I get bored easily”

Choose a weakness that:

• Doesn't matter for the job e.g. languages for a UK firm. 
• Is a positive e.g. "I like to make things happen and get frustrated if too long is spent sitting around discussing it without action" 
• Used to be a weakness but which you have improved upon e.g. presentations. This demonstrates self awareness

4. Why did you leave your last job?

Your answer should be positive and upbeat even if the circumstances were difficult. If you were made redundant, depersonalise it by talking about company restructuring rather than your individual circumstance. Never criticise a previous employer no matter how tempting.

5. Why do you want this job?

Your answer should reinforce why you are such a good fit for the job and then convey your enthusiasm for the role e.g.

• good match between your skills and their requirements
• interested in the product/market/sector
• company's excellent reputation, exciting challenge etc.
• Do not say (even if it's true) that you just need a job, or you want it because it's local.

6.  What are your career goals?

They are checking if you are likely to stay and if so, for how long. Reassure the employer that the role you are applying for fits your career plan and your longer term commitment to the company.

7. What are your salary expectations?

Salary negotiations are best handled at the job offer stage so try to avoid this at interview if you can. If forced to name a price, give a realistic but wide salary range and say that you feel that salary won't be an issue if you decide to work together.

8. What do you know about our organisation?

Do as much research as you can. It is highly likely that you will get asked this question and remember that  “Proper Preparation Prevents Poor Performance.” It will also impress the interviewer if you refer back to research/knowledge on the company in some of your other answers.

You need to know the following:

• Company structure, finances, products and services, key staff 
• Customers and competitors
• Market trends and challenges

To find out that information, check the company website, any industry related media,  or companies house.

Competency Based Questions

In a Competency Based Interview or Behavioural Job Interview, the company has decided what skills are needed in the person they hire and will ask questions to find out if the candidate has those skills.

Behavioural interview questions will be more focused and specific than traditional interview questions and you'll need to respond with specific examples of how you handled situations in the workplace. 

Review examples of the questions you may be asked during a behavioral job interview and think about how you would answer them. 

Use the job description to get a clear idea on what key competencies they require in a candidate, that way you'll be prepared ahead of time, rather than having to think of a response on the spot during the interview.

Ensure you get to the point quickly, do not waffle. 

The STAR technique will help you add structure to your answer and ensure you cover all vital points so that you give a top quality answer.

S = SITUATION. Here you would briefly describe the situation you are going to base your answer on. Set the scene.

T = TASK. Describe what it was that you had to do. This section of your answer should flow quite nicely when describing the situation.

A = ACTION. This is the most important part of your answer. You need to talk about what YOU did to successfully complete the task. Remember to show how you added value here, what you achieved etc as this will show the employer what you could potentially do for them.

R = RESULT. Finally, what was the result of the task and your actions? Try and make it a positive result or if it wasn’t, try and put a positive spin at the end i.e: what you would do next time to achieve a better result.

Example question could be:

Tell me about a difficult scenario at work and how you dealt with it

Here they are testing how you cope under pressure as well as your problem-solving and communication skills.

Good examples are where you:

• helped resolve or improve a difficult situation
• were resilient in adverse conditions
• showed emotional intelligence and cool-headedness
• Avoid any examples which still feel sensitive, because in a high-pressure interview situation, old emotions can easily resurface and throw you off balance. Always remain positive.
• Other questions could include:
• Give an example of an occasion when you used logic to solve a problem.
• Give an example of a goal you reached and tell me how you achieved it.
• Give an example of a goal you didn't meet and how you handled it.
• Describe a stressful situation at work and how you handled it.
• Tell me about how you worked effectively under pressure.
• How do you handle a challenge?
• Have you been in a situation where you didn't have enough work to do?
• Have you ever made a mistake? How did you handle it?
• Describe a decision you made that was unpopular and how you handled implementing it.
• Did you ever make a risky decision? Why? How did you handle it?
• Did you ever postpone making a decision? Why?
• Have you ever dealt with company policy you weren't in agreement with? How?
• Have you gone above and beyond the call of duty? If so, how?
• When you worked on multiple projects how did you prioritize?
• How did you handle meeting a tight deadline?
• Give an example of how you set goals and achieve them.
• What do you do when your schedule is interrupted? Give an example of how you handle it.
• Have you had to convince a team to work on a project they weren't thrilled about? How did you do it?
• Give an example of how you worked on team.
• Have you handled a difficult situation with a co-worker? How?
• What do you do if you disagree with a co-worker?
• Share an example of how you were able to motivate employees or co-workers.
• Do you listen? Give an example of when you did or when you didn't listen.
• Have you handled a difficult situation with a supervisor? How?
• Have you handled a difficult situation with another department? How?
• What do you do if you disagree with your boss?

Questions to ask at the end of your interview

Asking the employer questions at the end of your interview confirms to them your interest in working for their organisation and obviously is a good way for you to find out more information.

It is always best to go to your interview with around 5 questions prepared. Do be aware though that some of your questions could get covered earlier on in the interview.

Some questions you could think of asking could be:

1.        What types of training opportunities can you offer?
This is one of the classic questions as it can highlight that you are keen to advance your skills and add further value to a company.

2.     Is there a chance for promotion in the future?
This is another classic question, and in a similar vein. It can emphasise a determination to make progress and to do so over the long term.

3.     How would you describe the work culture here?
Here you are signalling that you want to be able to operate at your optimum and understand that for this you require a positive environment. In turn, this can indicate you are a good self-manager who is aware of how to get the best out of yourself.

4.     In what way is performance measured and reviewed?
This question can flag up that you appreciate the importance of delivering real results. You can be seen to be someone who understands the value of commitment, reliability and returns.

5.     Do you have any doubts about whether I am suited to this position?
This is a rather more brazen way of emphasising some of your strengths. It suggests you are open to constructive criticism and willing to learn from the experience of others. In addition, it gives you a real chance to address any weaknesses the interviewee may think you have. Finally, it allows you to finish on a high, re-stating why you think you are the right person.

Dress for success

The first impression you make on a potential employer is the most important one. The first judgement an interviewer makes is going to be based on how you look. It is always important to dress professionally, even if the work environment is casual or requires a uniform.

Men's Interview Attire

• Suit (solid colour - navy or dark grey)
• Long sleeve shirt (white or coordinated with the suit)
• Belt
• Tie
• Dark socks, conservative leather shoes
• Little or no jewellery
• Neat, professional hairstyle
• Limit the aftershave
• Neatly trimmed nails

Women's Interview Attire

• Suit (navy, black or dark grey)
• The suit skirt should be long enough so you can sit down comfortably
• Coordinated blouse
• Conservative shoes
• Limited jewellery (no dangling earrings or arms full of bracelets)
• Professional hairstyle
• Light make-up and perfume
• Neatly manicured clean nails

CHECKLIST - Have you?

• Researched the Company
• Sorted out what to wear
• Travel Arrangements
• Prepared some broad questions to ask the interviewer (try to avoid the salary question unless prompted)
• Rehearsed interview scenarios
• Confirmed Date/Time/Location of Interview
• Printed a copy of your CV and any relevant project work
• Got a decent notebook and pen in case you would like to make notes

Clients tell recruiters what they really really want

Despite the recruitment industry turning over billions of pounds, are agencies always meeting clients’ needs?

Lawrence Hargreaves, managing director of Nicoll Curtin Recruitment

With turnover in the region of £23bn in 2011-12, the UK recruitment industry is clearly meeting a need. So it may come as surprise that there is a huge disparity between what recruitment agencies are delivering and what clients actually want.

New research carried out for IT recruiter Nicoll Curtin illustrates the extent of the gap of this ‘delivery gap’. For example, only 4% of hiring managers say they are “always confident” in the ability of their recruitment consultant to submit candidates of the right quality.

click here

A massive 75% of hiring managers [only 30% of whom had worked with Nicoll Curtin] believe this stems from the consultant failing to understand the requirements of the role.

Similarly, 72% of the 140 hiring managers interviewed believe that recruitment consultants care more about placing a candidate to secure their fee than finding the best candidate for a role.

RAISING STANDARDS

For many recruiters, and especially for those who have worked hard to raise standards in the industry, these will be sobering statistics. Yet for Lawrence Hargreaves, managing director of Nicoll Curtin Recruitment, they are no reason for despair: “The good news for us is that more business can be won and better relationships achieved, and it is not rocket science.”

It all comes down to listening, not overpromising and ultimately delivering. A focus on quality, and spending time understanding both the role and the market, will ultimately pay off.

As Hargreaves expounds: “Many clients will review an agency’s performance based on fill rates that stretch past the probationary period; so it pays to spend time understanding the nuances of the position and encouraging consultants to become experts in their markets. This will lead to PSL positions and even sole agency status.”

KNOWLEDGE IS POWER

When it comes to the criteria used by clients to select an agency, one figure stands out. With 83% of hiring managers choosing an agency based on a previous relationship with that agency, it is clear that getting this aspect of business right is key.

It is vital for agencies to invest in their consultants. Naturally this will include financial reward, though this should not only apply to sales but also to assimilating industry knowledge.

“Knowledge definitely is power; the more they know about the industry the quicker it will be for them to spot the right candidate to match their client company,” says Hargreaves.

With clients above all else demanding quality, 82% of hiring managers call for more in-depth screening of candidates. For some consultants, especially those who submit candidates without meeting them beforehand, this will undoubtedly require a sea change in behaviour.

While Hargreaves accepts that “more in-depth screening of candidates takes time and effort at the early stage”, current practice, including the “fundamental misdemeanour” of consultants bluffing they met the candidate, is clearly a major contributor to the ‘delivery gap’.

The unremitting focus of clients on quality may require agencies to consider other significant changes. Chief among these is that consultants would do a better job in finding the best candidate if the fee structure was no longer commission based. “This is a radical move for many agencies, although some do take this approach,” he says. Giving consultants individual SLA [service level agreements] that incorporate quality and not just sales targets helps.

Despite the many agency shortcomings identified by hiring managers in this research, those in the industry should be encouraged by the 54% of hiring managers who say that consultancies can save them time and money.

The overall message from this research is clear and uncomplicated. “Clearly there is a strong place for agencies, but it will be a marathon not a sprint to change the ingrained perceptions. But the good news is it’s easier than we think.”

PowerPoints

• Tell customers what you can reasonably deliver and then ensure you do it
• Invest in your consultants’ knowledge and development
• Work on getting the basics right rather than pursuing the latest buzz such as social media
• Quality is never an accident. It is a choice made from many alternatives
• Work harder in understanding the positions you are hiring for

What Not to Include in Your CV

You may have spent years building up the necessary skills and qualifications to come across as the perfect applicant for your dream job. Don’t go and blow it all now by including any of these fatal mistakes on your CV!

Jargon and Fluff
Avoid using acronyms and jargon when writing your CV. Employers will lose concentration if they have to stop and work out the meaning of every acronym on your CV. Also avoid unnecessary fluff – keep it clear, to the point and back up any lofty statements with hard facts.

Comedy email addresses
An inappropriate email address like sillybilly@hotmail.com will mark you out as unprofessional. If you don’t have a professional-sounding email address then set one up before you start applying for jobs, especially if you are posting an online CV!

Irrelevant information
When compiling your CV, don't include irrelevant information and make sure anything you do include can be interpreted as a positive attribute for the job. List your most relevant and transferable skills on the first page and keep the document under two pages long.

Fancy paper
Your CV should be recognised for the quality of information it contains. The way to do this is with a clear CV template, not with fancy fonts, coloured paper or complex layouts. Use plain white paper, and print on one side of the page only.

Too much personal information
You don't need to include your marital status, age, place of birth or gender on your CV. These could lead to identity fraud. Unless any of these are demonstrably relevant to the position, the employer doesn’t need to know.

Long, convoluted sentences
Use short, snappy sentences that grab the reader's attention and portray you as someone who gets things done. You don’t want to lose the attention of your audience. Use bulleted lists for skills and achievements and use an online CV template with clearly marked-out sections to make it easy for the reader to follow.

Un-truths
Common as it is, exaggerating achievements on your CV or making them up from scratch is one of the best ways to get blacklisted by an employer. If you do make it through to the first interview, only to be discovered as a fraudster, you’re unlikely to get a second chance.

Negative thinking
Avoid including anything negative in your CV. Don’t be tempted to give ‘reasons’ why your career in a certain position did not progress as you would have wished and don’t include ‘reasons for leaving’. Negative-sounding words are also out – don’t say ‘problem’, for example, say ‘challenge’ instead.

Criticism of previous employers
Always remember that you are posting your CV to an employer. Don’t criticise your previous employers or the way they run their business or there is a good possibility that the reader will view this as disloyalty.

Repetition
We all have words that we prefer to use, but be sure that you haven’t repeatedly used the same word or phrase through the CV, or you will appear unimaginative.

Referring to yourself in the first or third person
Do not start sentences with either ‘I’, ‘he’ / ‘she’, or your own name. It is best to leave out all of these and use a report-writing style instead.

Mistakes
One of the most common error is spelling mistakes. Remember to spell-check and proof read your CV several times, and find someone else to check through it. It is easy to miss grammatical and spelling mistakes on the first read-through. In the hands of an employer, just one mistake could label you as careless and lacking attention to detail.

Cv's & Cover Letters

Making Your CV Work for You

Until your interview, you are only as good as your paperwork and perhaps telephone manner.

This makes your CV and covering letter crucial. They are essential tools in most job searches. Like any marketing document, a CV should help you sell yourself.

Preparation:

Think about your skills, competencies, qualifications and experience. What are your unique selling points and strengths? Think in terms of what you have achieved.

If you are replying to a specific job advertisement, review what key words and tasks were used in the advertisement. Which of these words applies to you? Use these words in your CV.

Helpful Hints:

Remember that you want your CV to be read and responded to. Include enough information to stimulate interest, but not so much that you bore the reader. If you provide small, digestible pieces of information you stand a better chance of having your CV read. Three pages maximum is preferred, but keeping it to one page is even better! Every word must contribute to the overall message - so keep it brief and ensure that the content is relevant to the job you are applying for.

Ensure that your CV is well structured and well laid out; this gives the impression that you think logically and makes it easier to review. Remember - a CV that is hard to read is often put aside and forgotten. When writing the CV, remember that self-opinion is best avoided. Aim to include factual information or objective evidence and remember to focus on the benefits of your achievements.

Pay close attention to reply instructions in advertisements (e.g. spelling of a contact's name). Always have someone else on hand to check your spelling and grammar. Nothing can ruin your chances of getting a job faster than easily preventable mistakes. Avoid colored paper or fancy fonts, if you plan to fax or e-mail your CV, you'll get a much better result with clean fonts and a simple lay-out.

The First Page:

This should contain your personal details, your home address and contact details located right at the top, followed by a brief summary of educational credentials and qualifications. An overview statement should be included covering your strengths in the relevant area, skills and experience, and the type of position sought.

Pages Two/Three:

Here you should highlight your employment history. Present this in reverse chronological order, (i.e. last job first). If you have only worked for one company, break it down with an entry for each position or project dealt with. For each position held, briefly describe responsibilities and work undertaken.

Do include achievements, not just regular tasks, if possible, quantify them in sales, financial or production terms.

Each professional position that you've had must include at least one statement of accomplishment. For your current and recent positions, you may want to have several bulleted items under the job that list your most significant experiences.

List your hobbies and interests in no more than three lines, and only if they are relevant to the position in question. Any voluntary or charity work or external posts you hold are worth including. Always include any languages, courses or training you may have done, or any professional memberships.

It is recommended that two referees be given at a later date - including the referees' official titles, addresses and telephone numbers.  

The 'Covering' Letter:

CVs are seldom used alone, they should always be introduced by a letter or a telephone call. The letter can really let your personality come through. Remember, recruitment consultants and employers read hundreds of CVs, an interesting introductory letter can make yours stand out.

Your letter can be used to pick up points which modesty or space prevented you from including in your CV (i.e. to highlight your key strengths relevant to the job). An introduction letter can save you from having to rewrite the CV each time you want to target your application to a specific advertisement or sector.

Nevertheless, keep your CV up to date. Using an out of date CV looks sloppy at best and may exclude you from consideration.

Recruitment Consultancies and CVs

The Recruitment and Employment Confederation (REC) has an important role to play in raising recruitment industry standards through members who must adhere to a Code of Practice. REC members believe that candidates have a right to decide how their details or CV are put forward to clients, so have issued the following guidelines about best practice.

Always ask the recruitment consultancy for a copy of the CV they are intending to send to clients on your behalf.

Ask the recruitment consultancy to explain its policy on submitting your CV or details to a prospective employer.

Will they always contact you before putting you forward? If you always want to be consulted before your name is put forward for a vacancy, tell the consultancy- but bear in mind that employers often put consultancies under a great deal of time pressure. To avoid missing opportunities you will need to stay in close contact with the consultancy.

If you are happy not to be consulted on each occasion, again tell the consultancy, but make sure you inform them in writing of any companies that you do not wish to receive your CV.

Only allow the consultancy that first contacts you about a specific vacancy to act on your behalf. Multiple submissions by different consultancies can confuse potential employers - they do not multiply your chances of success.

Always ask the recruitment consultancy if it is a REC member. Members of REC comply with Codes aimed at giving you a high standard of service and they are subject to REC complaints and disciplinary procedures.

Successful Interviewing

You rarely get a second chance to make a good impression on a prospective employer, so at your interview it is important that you get it right first time.

Below is some advice on how to prepare for that all important first meeting.

Preparation

Prepare yourself, interviews are two way meetings. They are both an opportunity for the interviewer to find out about you and whether you are a suitable candidate - and for you to find out about the organisation and if the position will provide you with the challenge and job satisfaction you are looking for.

Think about your skills, qualifications and experience and ensure that you can talk confidently about what is written on your CV. Particularly ensure that you can talk about the skills relevant to the position you are going for.

Prepare some questions to ask at the interview. At the first interview it would be wise to restrict your questions to the details of the job and the organisation. Salary and benefit discussions are best left until a second interview or a job offer is made.

Do your homework

Find out as much as possible about the company prior to the interview. A good starting point is to look up their website and find out about the products and services they offer, the location of the office/s, and the number of employees. Ask the consultancy if they have any extra information on them. You could also phone the company and ask them to send you an annual report.

Dress code and appearance

Ask your consultancy what the client's dress code is. For office work, smart business dress is a must.

Ensure you are well groomed with tidy hair, clean shoes and clothing. Do not wear too much perfume or aftershave and keep make-up, jewellery and nail polish simple.

Travel and timing

Plan your journey beforehand to ensure you arrive a few minutes early. Allow for possible travel delays. Just in case of a major hold up, make sure you have your contact's telephone number so that you can call if you suspect you will be late.

The Interview

What to expect

Interviews come in many forms - panel interviews, one to one interviews, group interviews etc. Ask your consultancy what form of interview it will be beforehand. You may be asked to take a test before the interview, depending on the type of organisation. These might consist of psychometric or aptitude tests.

There are many different interview styles and each interviewer will have their own personal style. Some interviewers will fire questions at you while others will start off with an open question such as "tell me about yourself" leaving you to do most of the talking. The majority of interviews will be somewhere between the two. Be prepared for any style of interview.

Two-way communication

Make sure the employer knows the benefits of employing you. It is important to sell yourself by telling the employer details of your relevant skills and experience that you have to contribute to the organisation.

Try not to monopolise the meeting - let your interviewer talk.

Find out what the key parts of the candidate specification are so you can show how you meet them.

Ask how the job contributes to the success, efficiency and profitability of the organisation.

Show that you have done some research.

Don't give negative information or bad news if you are not asked for it and don't criticise previous employers or jobs. The key is to turn negative information into positive information.

The next steps

Agree exactly what the next steps will be, such as who will contact you to let you know if you have been successful and by when. You should also find out whether there will be second interviews and who will conduct them. If you are really interested in the position make sure you tell the interviewer.

After the Interview

Tell the consultancy how the interview went and get feedback from them.

Negotiation

Everything is negotiable. If the final offer is not what you had hoped for, ask the consultancy to talk to the client. Say that you like the job but the package is not up to your expectations and ask if the company can be at all flexible.

Interviews - A 10 Point Plan of Action

Careers expert John Lees FREC offers you a 10-point plan for interview success:

1. Plan carefully. Do you know where you are going and how to get there? Who are you seeing?
2. Make sure you know the names of the people who will be interviewing you. Practice saying them if they are difficult to pronounce.
3. There's no such thing as enough preparation for an interview. Find out everything you can about the company and what it makes or does. Look for current news - show you are up to date.
4. Why does this job exist? What problems will it solve? What are the Key Result Areas?
5. Remember: employers buy experience. Think about what evidence of achievement you can talk about in the interview; rehearse your success stories.
6. Work out what is appropriate in terms of everything you present, including yourself. Look the part, and you will feel it. Dress as if you are already doing the job.
7. Second guess the employer's "shopping list" from the job details - what skills / qualities / experience do you have to match?
8. Be your own worst interview nightmare. What is the most difficult question you might have to face? Practice the answer. Practice again.
9. Be upbeat. Employers latch on to negative messages, so don't give them any.
10. Prepare for rejection. On balance you will be rejected more times than accepted. Even if you don't get the job, you can learn a huge amount about your perceived market value. Remember - there's a job out there for you somewhere - more people are working in the UK than ever before.

For more details see http://www.johnleescareers.com/

So you want to be a locum?

Introduction

Becoming a locum, or freelance worker, brings risk - but it also brings benefits. If your thinking about locuming, it is important to think about all aspects of the way of working.

Advantages of becoming a locum include:

• Being your own boss
• Greater flexibility about when and where you work
• Building up useful experience working by for a variety of employers
• Financial benefits, including better pay rates and opportunities to reduce your tax bill

Some of the disadvantages are:

• Reduced job security
• Uncertainty about where your next contract will come from
• Lost income if you are ill or on holiday
• Working away from home

If you think locuming is right for you, it would be wise to seek advice from professionals experienced in this field about the options which are best for you.

If you are planning to source your own work, rather than going through an agency you will want to start thinking about and organising potential clients well before you take the decision to give up your job.

However if you decide to use an agency speak to them first, they should be able to give you a good idea of work availability and likely rates of pay.

What business structure is best for me?

There are a number of business structures available to locums. Traditionally the most popular and tax efficient are:

Limited Company

The finances of a limited company will be seperate from your own personal finances. This means that you are not personally responsible for any company debts, except in exceptional circumstances.

Limited companies have certain responsibilities, including registering with, and submitting annual accounts to, Companies House, along with an annual return to Companies House updating your company details.

Limited companies pay corporation tax and employees pay income tax and National Insurance contributions. You must also register for VAT if your turnover reaches more than £73,000 within 12 months.

A company must have one Director, whose job is to make sure the company is run in accordance with company law, for example recording company meetings. There are different ways to form a limited company, including setting it up from scratch, buying a ready-made company off the shelf or converting an existing business or partnership.

You can find out more about limited companies by visiting the Companies House website at http://www.companieshouse.gov.uk/

Umbrella Company

Umbrella companies operate on behalf of several locums at the same time.

The locums become employees of the umbrella company and contracts of employment are made between the locum and the agency or client and the umbrella company.

The umbrella company will issue invoices on the locums behalf, collecting payments from the client or agency, calculate their tax and national insurance contributions and pay them directly into their bank account.

Umbrella companies may particulaly suit:

• First time locums who want a quick and easy start
• Locums seeking a simple, cost effective solution when they take on short-term contracts between permanent assignments
• Locums caught by IR35 tax regulations.

Self Employed

Self employed or sole trader status as a locum is not recommended. This situation has the potential for significant tax liability and many clients are now refusing to engage self employed locums because of the tax liability risk

Do I need Insurance

Some practices will offer insurance whilst a locum is working on an assignment but you may not be covered if a claim is made after you finish the assignment. We strongly recommend therefore that you have your own insurance cover.

RCVS VN Diploma to transfer to City and Guilds

The intellectual property and equipment relating to the Level 3 Diploma in Veterinary Nursing currently awarded by the Royal College of Veterinary Surgeons will transfer to City & Guilds, effective from the 2012 academic year.

The move follows the decision from RCVS Council in November 2011 to close the College’s awarding body, in order to avoid a potential conflict of interest between the RCVS’s role as regulator of veterinary nurse education and assessment, and as an awarding organisation.

The transfer of information and materials to City & Guilds, an awarding organisation well established in the land-based sector and with whom most veterinary nurse colleges already have a relationship, will ensure that there remains a choice of awarding institutions in the veterinary nursing sector.

“In November last year, RCVS Council agreed a list of criteria that any awarding organisation taking over the VN Diploma must meet, including a demonstrable track-record in awarding, experience of awarding veterinary-related qualifications and a diverse portfolio of qualifications. City & Guilds fits the profile well,” says Neil Smith, Chairman of the RCVS Awarding Body Board.

“Cooperation with VN training centres and the wider veterinary profession will take place over the coming months, to ensure a smooth transition for those current RCVS candidates who wish to move to City & Guilds,” he adds.

“City & Guilds is delighted that we shall be offering the Level 3 Diploma in Veterinary Nursing. It’s a welcome addition to our portfolio of land-based qualifications and will enable further progression for our learners who are already working towards our Animal Care qualifications,” says John Yates, Product Development Director for City & Guilds.

Meanwhile, those students still in the process of completing the old NVQ qualifications, the accreditation of which is due to expire in 2013, will continue to be serviced by the RCVS.

As the professional regulator, the College will continue to issue RCVS certificates and badges to those who have successfully completed a registerable qualification – such as an RCVS-approved vocational qualification, or veterinary nursing degree.

The Diploma in Advanced Veterinary Nursing will be unaffected by the change, as the qualification is awarded by the College under its Royal Charter powers.

Highest Increase in enrolment of VN students

Last year saw the highest ever increase in the number of people enrolling as veterinary nursing (VN) students on vocational courses, according to figures released by the Royal College of Veterinary Surgeons.

In 2011, some 1,041 students registered with the RCVS to pursue vocational VN qualifications, compared with 809 in 2010 - a 29% increase.

The total number of people enrolling as student veterinary nurses on either vocational or degree courses in 2011 was 1,439, compared with 1,083 the preceding year - an overall increase of a third.

Libby Earle, head of the RCVS VN Department said: "The overall increase could partially be explained by degree students seeking to avoid increased university tuition fees. However, although there is a noticeable increase in enrolments linked to higher educational courses, this does not explain the increase in further education students.

"A more significant factor is likely to be the inception of the Level 3 Diploma, as this can be undertaken as a full-time programme," Libby continued. "As Colleges running such programmes arrange the practical training placements for their students, this opens up opportunities for the considerable number of people who want to become VNs but who are not employed by a training practice. When we introduced the qualification in 2010 we hoped that this would help to increase the number of VN students - so it's great to see this is happening already and with such a marked increase."

Student VN enrolment figures for 2010 and 2011:

                                                                          2010       2011
RCVS Level 3 Diploma                                       647        1,041
RCVS NVQ/VRQ (now suspended)                   162            -
Higher Education Students                                   247          398
Total Student VN Enrolments                             1,083        1,439

New arrivals to the UK

The UK locum veterinary sector is extremely bouyant with a real shortage of qualified veterinary professionals.

A high proportion of the locum market is serviced by non-UK veterinary professionals who provide an invaluable service to the sector. Each year around 700 veterinary surgeons from within the EU, Australia, New Zealand, South Africa, Canada and the US register with the RCVS, many on a Working Holiday Visa, and find both locum and permanent work within practices throughout the UK.

Working as a locum in the UK is a great way to experience working in many different practices whilst getting a chance to visit this historic and diverse country.

At recruit4vets we have helped 100's of overseas Vets and Nurses secure work in the UK and we work hard to ensure your time in the UK is as rewarding and enjoyable as possible. We can provide advice and assistance on RCVS registration, opening a UK bank account, UK tax, relocating, life in practice and much more.

If you are interested in locum work through recruit4vets and would like further information you can either call us on 0044 1423 739 010, email info@recruit4vets.co.uk

RCVS Registration

The first step for any overseas vet will be registration with the Royal College of Veterinary Surgeons. Applicants must allow adequate time to register with the RCVS before they intend to start work, straightforward applications generally take between six and eight weeks. Eligibility for registration is based either on having a recognised qualification or passing the RCVS Statutory Exam.

Qualifications currently recognised are:

• Degrees awarded by the six veterinary schools of the UK  
• Graduates from the European Union and Accession Countries
• Graduates from Australia (Sydney, Melbourne, Queensland or Murdoch)
• Graduates from New Zealand (Massey University)
• Graduates from South Africa (Pretoria University)
• Graduates from USA and Canada whose qualifications have been accredited by the American Veterinary Medical Association

Registering with HM Revenue & Customs

If you are a worker who has recently arrived in the UK you will need to complete a HMRC P86 form. This helps the HMRC to decide your residence treatment for income tax.

Obtaining a National Insurance number

In order to work in the UK you will need to obtain a National Insurance number. To obtain a National Insurance number you will need to book an appointment with the 'Job Centre Plus' office, for more information click here

Opening a bank account

At recruit4vets we can assist you in opening your first UK bank account. For further details please contact recruit4vets

Work Visa's

Youth Mobility Scheme - The Youth Mobility Scheme this year replaced the Working Holiday Visa and will allow young people to come and experience life in the UK for up to two years. If your country joins the scheme and you meet the criteria to participate in the scheme, you will be free to do whatever you like during your stay in the UK. You will need to be aged between 18 and 30 and have sufficient funds to support yourself from when you first enter the UK until you start earning.

For further information visit the UK Border Agency website

Highly Skilled Workers Visa - The Tier 1 Highly Skilled Workers Visa has replaced the Highly Skilled Migrants Programme and is designed to allow highly skilled people to come to the UK to look for work. To be eligible for this visa you must pass a points-based assessment. Points are awarded based on your qualifications, previous earnings, UK experience, age, English language and available funds. You must score 75 points based on your age, qualifications, previous earnings and UK experience, 10 points for your English language skills and 10 points for available funds.