It is the common way to showcase your abilities and talent, but many people mess up their job prospects by making spelling mistakes on their CV, according to information released by Resume.io, something that local recruitment agency, Tyson Wilson, warns job candidates time and time again.
“Gone are the days of having a dictionary by your side, but the fact that so many don’t use spell checkers in preparing a CV is worrying,” said Michelle Tyson, CEO of Tyson Wilson Recruitment & Tyson Wilson Temps said.
“Check, check and check again before firing off the email with your CV attached. “It only takes one mistaken spelling to put an employer off. Too often as we work with employers we receive CVs that have spelling mistakes that we need to send them back to be corrected.”
Resume.io analysed 2,000 CVs to determine the results and surveyed 1,248 people to get more information on CV mistakes.
Surprisingly ‘perfectionist’ was misspelt in a quarter of the CVs analysed. Alternative spellings like “Perfactionist” and “Perfectonist” were among the most commonly noted.
Top misspelt word was ‘initiative’, while the least misspelt word was succeeded, with only 5% unable to succeed in getting the spelling correct.
But the warning from Michelle for job seekers is clear as 73% of hiring managers said they would be less likely to hire or offer an interview to an applicant with multiple spelling mistakes in their CV.
Resume.io’s survey also revealed that 41% of respondents have guessed how to spell words on their CVs and 23% of Brits think their CV was to blame for not landing a job.
“There are some common sense actions that you can take when preparing your CV,” said Michelle.
“First is, as mentioned, to check it. Having a family member read over it means a second set of eyes might notice any mistakes.
“The next is no waffle. Keep your language clear, concise and part from technical terms, use Plain English.
“Most word processors, such as MS Word, have a spell checker. Make sure that it is set to UK/GB English rather than US English.
“Also use online tools, such as Gammarly, to help spot grammatical mistakes.
“But, remember to check over the covering email or letter that accompanies your CV. An employer may not open the CV if there is a spelling mistake there.”
Michelle finished with one last reminder; “You can never check over it too much!”
The global Coronavirus pandemic was unprecedented. It has had a significant impact on our working and social lives and has been responsible for a high number of deaths throughout the UK. As necessary but restrictive lockdown measures are eased to help secure the UK’s economy, workforces across the country return to a “new normal”. For many organisations, additional safety measures need to be implemented and maintained to reduce risk and to help control the spread of the virus.
There are a wide range of safety measures available to help protect your employees, customers, and the wider community. Some measures are more useful or applicable in certain sectors, with a range of government guidance available online. However, the following fivemeasures are more generally applicable and can help you to ensure you have taken reasonable steps to keep your workforce safe from COVID-19.
1. Carry out a Coronavirus-specific Risk Assessment.
Risk Assessments are common documents across all sectors and industries that typically list the hazards present in the workplace, or hazards that are created by carrying out a range of tasks and duties. The assessments indicate the level of risk from each hazard, as well as listing specific control measures that must be implemented to mitigate risk.
Carrying out a Coronavirus Risk Assessment helps ensure you take a methodical approach to assessing risk and identifying reasonable control measures that can be implemented to reduce risk. The assessment should be detailed enough to cover all activities that are undertaken by your organisation, as well as identifying all persons who could be at risk. Once complete, the document can be sent to all employees and displayed in a prominent location at your premises to ensure it is well communicated and understood.
2. Maintain remote-working practices, where possible.
While government is taking steps to reduce restrictive lockdown measures, key advice to employers remains the same – where your employees can work from home, they should be working from home. Many organisations adapted quickly to remote working practices, including the use of video conferencing software, setting up group chats, and carrying out daily or weekly team briefings. Unless your employees do work that is of a nature that cannot be carried out from home, such as production operatives and construction workers, then remote working practices should be implemented and maintained.
3. Implement workplace social distancing measures.
For employees who cannot work from home, it is vital that social distancing measures are implemented in the workplace. As of June 23rd 2020, the guidance is 2 metre social distancing. To help enforce this, employers can introduce a range of measures including: reduced numbers in the workplace at any one time, spreading out the workforce by changing the layout of offices and work spaces, minimising the maximum number of people permitted to be in one room, staggering tea and lunch breaks, allowing employees to eat at their desks or stations to reduce cross-contamination in communal areas, restricting visitors to the workplace, erecting Perspex screens and dividers, marking out social distancing lines on floors, and putting up posters as a reminder to socially distance.
4. Implement a robust cleaning regime and hygiene practices.
Thorough cleaning regimes that were introduced at the start of the pandemic need to be maintained. This can include frequent disinfection of surfaces, equipment, door handles, and other touch points, regular emptying of bins, and removing shared cutlery and cups from use, etc. In addition, adequate hand hygiene must be maintained, and employees should have access to a suitable supply of hand washing materials, barrier and emollient creams, and hand sanitiser. A wide range of hands-free dispensers have become available on the market from local suppliers.
5. Supply and proper fitting of appropriate PPE.
Where it is difficult to maintain social distancing, or work activities require employees to be in areas that have higher levels of traffic (or if employees feel more secure with PPE available), you should provide suitable PPE such as face masks or covering, or full face shields. This is particularly common for employees in the hospitality sector, in supermarkets, and on public transport. If supplying PPE to employees, ensure they know the correct methods to don and doff the equipment to ensure it provides adequate protection.
More information for employers can be found on the NI Direct website and the HSE website. The HSE website provides guidance for the UK and the rules in Northern Ireland may differ slightly. However, in general, the advice with regards to health and safety measures in the workplace is robust.
A range of legislation exists in the UK to protect the rights and interests of the LGBTQ+ community in the workplace.
While these pieces of legislation are very important, Michelle Tyson, CEO of Tyson Wilson Recruitment and Tyson Wilson Temps, has said their existence alone is not enough: “Evidence has shown that workplace barriers, prejudice, and workplace discrimination persist even with legislated human rights protections for LGBTQ+ individuals.
“Statistics from the Office for National Statistics show that 1.2% of the NI population identify as LGB, with an estimated 4.2% of people aged 16 to 24 identifying as LGB. The higher percentage among the lower age range is likely because diverse sexualities have become more socially acceptable in recent years. However, there is still work to be done.
“It is the responsibility of all organisations – of all sizes and operating in all sectors – to take a proactive approach in ensuring a zero-tolerance policy in relation to LGBTQ+ discrimination in the workplace. But beyond ensuring a zero-tolerance policy for discrimination, employers also have the ability and influence to foster LGBTQ+ inclusion. Employers must move the discourse beyond anti-discrimination and develop practices that support diversity and inclusion, increase awareness of LGBTQ+ issues, and encourage accountability.”
Michelle Tyson
Studies have shown that LGBTQ+ employees at organisations with diversity and inclusion programmes, policies, and practices, were more satisfied and committed, perceived their workplace as fairer, and had more positive relationships with their managers and colleagues.
It is important to note that LGBTQ+ issues and relations are not just between an employer and its employees. Organisations that are not mindful of the LGBTQ+ individuals within their wider ecosystem including their supply chains, the extended family of their employees, and their customers – to name just a few – are being incredibly short-sighted. Organisations should also be mindful that LGBTQ+ employees, and others, may choose not to disclose their identity.
Therefore, positive programmes, policies, and practices should be supported and developed regardless of the known sexualities and identities within the workforce.
As a starting point, here are six steps employers can take to promote LGBTQ+ inclusion:
1. Build an inclusive workplace culture
Michelle said: “All organisations have a distinctive culture that influences how employees treat each other, which is often based on the known and communicated values of the employer, as well as the values that are unsaid but widely known.
“Positive organisational culture is rarely organic – it must be cultivated and nurtured. This means that positive behaviours are acknowledged, and reinforced, and unacceptable behaviours have consequences.”
A wide range of training is available that can help to increase awareness of LGBTQ+ issues in the workplace. For example, in recent years, many organisations have taken the positive step of carrying out training on unconscious bias for employees of all levels within the organisation. This helps to build awareness among the workforce, encourages dialogue on important issues, and supports positive change.
2. Update the language of policies and procedures
Ensuring the correct language and terminology is used in company policies, procedures, and documents goes a long way in visibly demonstrating the organisation’s stance on LGBTQ+ inclusion. If an organisation wants to ensure all employees are treated fairly and equally, documentation should be updated to reflect that position.
For example, updating maternity and paternity policies to include “mothers/partners” or “fathers/partners” rather than just “mother” or “father”, and updating “s/he” or “he/she” to “they” clearly communicates an inclusive stance. A range of organisations can support an employer in developing inclusive policies and documents.
“In addition, organisations that have supporting networks for LGBTQ+ employees, such as the Deloitte GLOBE network, can consult directly with the employees the policies affect when making changes and updates to make them more inclusive” said Michelle.
3. Develop a bullying and harassment policy
Michelle explained: “A bullying and harassment policy should be a standard policy for all organisations. However, to promote LGBTQ+ anti-discrimination and inclusion, the policy should set forth guidelines for acceptable and unacceptable behaviour and highlight specific examples of both behaviours in relation to gender identity and sexual orientation.
“The policy should also clearly stipulate what employees and managers should do if a colleague is being bullied or harassed, and appropriate training should be provided to those individuals who carry out investigations.”
4. Create a support programme for LGBTQ+ employees
Programmes such as mentoring, and employee networking groups, can support your organisation in becoming a more inclusive place to work.
“Mentoring programmes specifically can be of great benefit to members of the LGBTQ+ community in relation to building confidence at work, professional development, and providing support in preparing for promotion opportunities” said Michelle.
Such support programmes can also include LGBTQ+ allies – these are employees who are not members of the LGBTQ+ community themselves, but who are allies and advocates for the community.
5. Support the wider LGBTQ+ community
Show your support to the local and wider LGBTQ+ community by providing information to employees about local LGBTQ+ events and groups, providing support or sponsorship for events such as Pride, and encouraging volunteering at events or with organisations who provide support to the LGBTQ+ community.
6. Seek out knowledge on LGBTQ+ issues and how to continuously develop an inclusive culture
Michelle added: “Becoming a supportive and inclusive employer is not a target destination, it’s a journey, and one that continually evolves.
“No organisation is expected to get it right first time, or to keep abreast of all the issues faced by the LGBTQ+ community. However, fostering open dialogue and seeking knowledge to stay informed is a pretty good place to start.
“Challenge the ‘this is how we do things’ mentality and acknowledge that diversity and inclusion requires more than just “common sense”. Many employers intend to be diverse and inclusive but miss the mark because there are simply things employers won’t know unless they ask or are told.”
Stonewall is a fantastic LGBTQ+ inclusivity online resource that includes information from a range of studies, as well as best practice guides and information for organisations on how to become more diverse and inclusive.
When it comes to remote working one Northern Ireland recruitment firm says employees need to learn and display new skills to secure work from home roles.
A Global Workplace Analytics report said that since 2009, the number of people who work from home has risen by 159%
Michelle Tyson, director of Tyson Wilson is also warning businesses that they “must invest in the right systems and processes” in order to be able to facilitate a “productive, healthy and happy remote working workforce”.
Michelle said that although the rise in work from home opportunities originally surged as a result of the Covid-19 pandemic that she believes it’s a trend that’s here to stay.
She added: “The biggest trend that will continue into 2022 and beyond is the working from home and the hybrid working model.
“Statistics from Upwork say that by 2028, 73% of all departments are expected to have remote workers.
“It is undeniable that many companies are becoming more open to hybrid and work from home after being forced to put systems in place to handle the challenges that come with it during the pandemic.”
According to Michelle what this means is business leaders must now recruit differently for those remote roles.
She explained: “In the call centre industry, for example, companies are looking for a new set of skills for people working from home – they now need to ensure those staff have self motivated, disciplined and proactive traits which whilst beneficial previously were not essential because the working model created an environment in which they had to be productive and were constantly monitored by line managers in person.”
This, in turn, means there can be a more flexible approach to talent acquisition.
Owl Labs reported last year that small companies are twice as likely to hire full-time remote workers than their larger counterparts.
However, whilst the future is bright for hybrid and remote working Michelle said one of the biggest challenges for business leaders has been changing the way in which they communicate with their team.
Research published by Buffer suggested that communication was one of the top three challenges associated with remote work behind “unplugging after work” and “loneliness”.
Michelle explained: “Communication is key. Mutual respect in the team is more vital than ever before – for example, in online meetings everyone has to be given the opportunity to take their turn to speak and leaders and colleagues need to learn how to listen.”
Michelle’s top 6 tips for managers and leaders are:
Be available
Michelle said: “Leaders have to ensure they make time available for the staff to be able to check in and ask questions because in an office environment this is very often done off the cuff or on an adhoc basis.”
Connection with colleagues
“When working from home there needs to be an onus on the business leader to create a culture where people feel connected to their colleagues” said Michelle.
Remove the stigma of struggling
Michelle explained: “It is important that staff understand the importance of speaking up when they feel lonely, disconnected, frustrated or lost as a result of the working from home model.
“This can only be effective if they believe their disclosure of these things won’t have a negative effect on how they are seen and treated by management and colleagues.”
Open lines of communication
“One solution that works for many teams is leaving a Zoom or Google Meet call open all day or having a Microsoft Teams, Facebook messenger, WhatsApp or Slack group can help employees keep in contact with each other throughout the day” said Michelle.
Morning emails
“Another way I find works really well is to have communication every morning with your team” said Michelle, adding: “An email for example rounding up the achievements from the day before, outlining new developments, recognising outstanding work and outlining the work and priorities for the day can help people feel more focused and ultimately more productive.”
End of day reporting
Michelle said: “I’ve also found with many of my clients that having staff email their direct line manager an end of day report helps everyone to keep on top of what other departments and their own teams are doing. An end of week report from all departments to each other is also crucial for larger teams.”
Tyson Wilson currently have a number of remote and hybrid working roles in Bangor, Newry, Belfast, Antrim, Omagh and across Northern Ireland including customer support advisors, customer service operators and customer sales and retentions advisors among many others.
Northern Ireland specialist recruitment company, Tyson Wilson Recruitment is the first recruitment agency to be awarded a gold level innovator award from Innovate NI, on behalf of the Department for the Economy.
The government backed scheme helps businesses across Northern Ireland bring their ideas to the market to help drive innovation in their industry by recognising each business who applies as either silver, gold or platinum standard.
Tyson Wilson’s 2022 award comes off the back of their success two years ago when they won the silver standard for innovation as they embarked on a journey to become the first paperless recruitment agency in Belfast in 2020.
CEO and founder, Michelle Tyson believes this is a step in the right direction for other recruitment agencies to take inspiration from.
“Over the last year, we commercially launched our 2020 silver innovation idea of implementing app and video interviewing technology into the business. After testing it out, we recognised its success and applied for the Innovate NI awards again and were awarded the gold standard.
“Becoming paperless brings so many benefits to the recruitment process from both the candidates and recruiter point of view. For example, a candidate coming for a role with Tyson Wilson has a quicker journey as they receive applications faster which in turn speeds up the recruitment process.
“Investing in paperless technology also helps reduce harmful co2 emissions and helps us do our bit for the environment too” she said.
For those seeking employment, registering on the Tyson Wilson website has never been easier thanks to their new style which involves all interviews being conducted by telephone or video technology and if you’re a temporary worker then accessing payroll is done via an app.
Michelle says this virtual process is a result of how the pandemic has streamlined traditional processes and shaped how businesses recruit staff.
“The industry is changing, especially now that a lot of recruitment consultants are working remotely. So, you have to put these adaptations into place to be able to do that and it saves us a lot of time.”
