The use of NDAs in a recruitment process

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By Sophie Mackenzie We have worked on several high volume campaigns recently where there has been a requirement for candidates to sign an NDA (Non-disclosure Agreement) and this has prompted several queries from people who have been unfamiliar with the process. Here’s a brief guide! Why are they used? Otherwise known as a Confidentiality Agreement, an NDA is a legal contract used to prevent the sharing of sensitive information, normally for a specific period of time. Often used commercially to protect information regarding product patents etc. they can also be used in recruitment when it is important to control the sharing of information about certain vacancies. This could be for several reasons – the company may be undergoing a restructure or opening new stores and don’t want detailed information to be disseminated amongst the wider market and their competitors. They may need to hold back certain key pieces of information until other matters are resolved, for instance, contracts signed on property locations. Alternatively, the business could be acquiring a competitor or part of their supply chain. What does it mean? Simply, it is a contract in which you, the Candidate, agree not to share any information regarding the particular company, vacancy, location (the scope of which is outlined in the agreement). This is normally for a specified period of time. Once you have signed it, the company or the agency representing them, are then in a position to disclose the details of the company and/or vacancy. How does the process work? From an agency perspective, when briefing you on a confidential vacancy, we will explain that the role is highly confidential and before we can disclose any details, we require all candidates to sign an NDA. We are normally in a position to disclose some element of the opportunity so we know we are not wasting your time! The NDA will be emailed and you will then read and sign it before returning it to the consultant. Although it can be signed electronically, it will need to be sent as an email attachment so that there is an audit trail connecting it with you. Once it is received, you will then receive a call to go through the opportunity in full detail, as normal. Clearly, you need to respect the terms of the NDA and not disclose any details for the period specified. DO NOT be tempted to ignore it and openly discuss the role.
 

How to approach a Skype interview

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By Sophie Mackenzie. Congratulations - you have been invited to an interview! But hang on, the interview is to take place via Skype (or Facetime)…so how should you approach it? This is becoming a regular phenomenon in the recruitment world, so if you managed to avoid it thus far, chances are it won’t be long before you have to go through it. As with all interviews, preparation is everything so here are a few tips to ensure that you give the best account of yourself, albeit via the wonders of modern technology! Setting up Firstly you need to be able to accept an invitation to a Skype interview in the first place so get an account set up and ready to go. Also ensure that your user name is professional. Ideally, you will be given a date and time with plenty of notice. If you are asked to conduct a Skype interview at short notice, try to make sure you allow some time to prepare. Prepare your surroundings
  • Choose the venue for your interview carefully – ideally at home, in a quiet room with a door.
  • Get the lighting right and do a test Skype call in advance to check this.
  • Think about what your interviewer will see behind you – a neutral background is ideal with minimal personal belongings in view.
  • Ensure that pets/children/flatmates are being taken care of and know not to interrupt you!
  • Turn any phones to silent.
  • Position your laptop so that the camera is at eye level – a much more flattering angle.
Appearance You could go for the ‘business up top and party below’ approach (shirt and tie from the waist up and boxer shorts from the waist down?!) However, I can envisage issues with this if you have to stand up to deal with a technical issue for instance. Err on the side of caution and dress as you would for a face to face interview. This doesn’t necessarily mean a corporate suit if this is not in keeping with the culture of the company. You should do your research in advance to get this right and if a recruitment consultant is representing you, they should be able to guide you. In short, you should be immaculately groomed, just as you would for a normal interview Do a test run
  • Test your equipment in advance (a good opportunity to Skype your Mum).
  • Ensure you have a strong Broadband connection.
  • Practice looking at the lens rather than looking at yourself in the corner of the screen!
During the interview
  • Remember to smile
  • Practice active listening (nod, “hmm” etc.) so that your interviewer knows that you are listening and that there is no delay.
  • NEVER type on the keyboard during the interview
  • Keep notes of key points or a copy of your CV to hand (just be subtle if you refer to it during the interview)
  • If there are any technical problems, address it with the interviewer and if necessary call them back – don’t try to persevere if you can’t hear them properly.
  • After the interview, you should email your thanks – just as you would for any other interview.
Ultimately, an interview is an interview, irrespective of the medium in which it is conducted and the rest of your preparation should be thorough as for any other interview situation – read some advice here. By employing some of the techniques above, you will hopefully be able to behave naturally and concentrate on getting across your skills, experience and suitability for the role. Good luck! Click here to follow us on LinkedIn  
 

Why the way you treat exiting employees is so important

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“Everything ends badly, otherwise it wouldn’t end” (any of our dear readers who can identify the film that this quote comes from will win nothing except my admiration, for what it's worth!) Although a fine example of 80s cinema, I disagree with this quote, particularly when applied to the end of a working relationship. In my view, when you leave a job it doesn’t have to be a negative experience and, while the circumstances of your departure may have an effect on feelings on both sides, it is in everyone’s interests to leave on good terms. We spend our days talking to candidates who are in the process of resigning/working their notice and one thing is clear, this is an area that companies often get wrong. Take the example of an acquaintance who, despite working for a company for 15 years, received no acknowledgement of his departure other than a request to return company equipment. Likewise, a candidate who, despite having an exemplary performance record, was made to work their notice in an office on their own, with nothing to do. There are so many examples like this and I can’t help but feel that the worst examples stem from individual behaviour (and the respective egos involved) rather than a systematic approach by the company involved. One could argue that if an employee is leaving, what does it matter? However, the way outgoing employees are treated speaks volumes, both to the colleagues they leave behind and to the wider market. Let’s be clear, people leave jobs all the time (indeed my mortgage repayments depend on them continuing to do just that!) and it is often the best thing for the individual and for the organisation. It is a difficult time for both parties as they navigate the leaving process – there is an inevitable erosion of trust as soon as an employee resigns (irrespective of how understanding the employer is) and this is exacerbated if the resignation is unexpected. It is so important that employers get over the shock as quickly as possible and strategically ‘manage’ the employee’s departure. By this I mean that they need to take the same care as they would when someone joins the business. But surely, an exiting employee doesn’t deserve the same care and attention as a new joiner, I hear you ask? Well, I would argue the following: Credit where it’s due Chances are that the outgoing employee has served the company well, often over a number of years. Acknowledging this openly can only reflect well on the Manager and the Company and sends a positive message to those employees that remain that their work is valued. It’s a small world It’s a cliché because it’s true – be careful how you treat people because you never know when your paths may cross again. Next time, the shoe may be on the other foot. Don’t speak ‘ill of the dead’ I have worked in environments when, as soon as someone leaves, their name is mud and their (previously glowing) track record is undermined to anyone who will listen. There is a big issue with this in that those who remain will see through this and start to question your integrity. However angry you are about the employee leaving, keep your negative comments to yourself. Use the opportunity Few companies use exit interviews effectively – often they are scripted, tick box exercises to go through the motions. However, I would argue that companies are missing a trick here. Handled effectively, this is a great way of getting some honest and frank feedback about your operation. You reap what you sow As with most things, the way you (or your company) behave towards an exiting employee will leave a mark and this can either be negative or positive. In the world of Social Media, bad feeling and poor practice is easily communicated to the wider market and this can do serious damage to your employer brand. Glassdoor.co.uk illustrates this perfectly. Conversely, handling your leavers with grace will serve you well. When I left my previous employer Capgemini, they were supportive, positive and gracious till the day I left and beyond: my immediate line manager didn’t change their behaviour towards me in any way and a senior manager took time to pop and say goodbye on my last day, thanking me for my efforts. They kindly provided LinkedIn recommendations, which I reciprocated and we have exchanged the occasional email since, if only to wish each other a Happy Christmas. This is typical of their culture and I am consequently vocal about this at every opportunity! Here at AdMore we have so far maintained our zero % staff turnover – something which is incredibly rare in recruitment and which I am fully aware is unlikely to last forever. That said, I hope that when the worst does happen, we manage the situation with good grace and positivity.
 

Confessions of a broken-hearted recruiter

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As you may have noticed, we are growing our team currently and the responsibility for finding new hires has fallen to me. Now this isn’t the first time I have recruited ‘in-house’ but blimey, can there any be more pressure than recruiting for other recruiters!?? As with any in-house role, you feel acute pressure to deliver results for each vacancy, not least because your client is ever-present and usually extremely senior and influential in the wider business. Fail to meet their expectations and you risk damaging your reputation internally. This is a risk that agency recruiters also face with their clients however the difference being that they don’t have to sit in the same office/ attend meetings/have lunch with said client on a daily basis! The pressure also comes when you have a personal stake in the results. AdMore need new people if we are to grow and my own career development and that of my colleagues depends on us doing just that. Like any recruitment, in addition to finding people that can do the job, I also need to make sure that they will fit within the team – something which becomes more important when you know the individuals in the team so well. Anyone working in agency recruitment will tell you that finding great consultants is difficult, unless you are employing a ‘bums on seats’ hiring strategy! Finding people with the right values, who will be able to engage with candidates and clients at all levels and crucially, win over clients who may have had a poor recruitment experience previously, is no mean feat. They also must be highly commercial, results driven, resilient and hard-working. Most challenging of all, they need to have a ‘spark’, that dreaded Holy Grail that is impossible to judge on paper! Having said all that, recruiting for a company I know inside out and am hugely passionate about is a privilege and great fun so I feel more than up for the challenge. Recently however, I had a reminder of how brutal the role of a recruiter can be and thought it worth sharing the experience. I met a guy. He was capable, driven, well presented, commercial and best of all, he had the ‘spark’! Those of you in recruitment will recognise the feeling when you meet a great candidate, one who you know your client will love. I left our first meeting floating on air. Fair to say I was excited! I was confident that my Directors would like him and that he would fit into the team. Before I knew it, I was imagining him in the office, joining in the daily banter, bringing something new to our team social events. I envisioned him becoming a top biller, delighting candidates and clients with his professionalism and charm. And I, having found this rarest of gems and persuaded him to join our team, would bask in this reflected glory! The problem is, for a moment I forgot the fundamental rules of recruitment, namely: If something is too good to be true, it usually is. If something can go wrong, it probably will. NEVER EVER celebrate a placement until it is water-tight. Like all whirlwind romances, the spark is easily extinguished and it turned out that my candidate had a hidden past, one which I should have explored more thoroughly before getting so carried away. My fantasy disappeared faster than you could say ‘pathological liar’ and left me, well, more than a little broken-hearted. A loss of appetite and sleepless night ensued…how could I have been so stupid? I felt hurt and humiliated that I had put my faith in this person only to be let down and worse still, championed him so passionately him to my Directors. Those of you in recruitment know that this happens and you don’t have long to wallow in self-pity. So, I have dusted myself off and have reminded myself of the fundamental rules of recruitment, namely: Move on quickly and keep focused on the next placement Get back on the bike (phone!) – the next great candidate could be just a call away and… You can’t keep a good woman down!   If you are interested in joining the lovely team at AdMore and have drive, resilience, commerciality and integrity, please contact me at sophie.mackenzie@admore-recruitment.co.uk  
 

Daring to be Different: the IKEA HR team share their IKEA experience.

IKEA are embarking on an exciting growth programme which of course creates challenges when it comes to recruiting additional resources to support this expansion. A key focus for this recruitment is in the HR team where they are looking to recruit co-workers from a variety of backgrounds. The environment is unique, as is their approach to recruitment which is focused on the person rather than the CV. Crucially, a classic HR background is not a pre-requisite. More important is a passion for people, an understanding of how to deliver strategy and processes within teams and of course, an alignment with the IKEA values. An understanding of the Retail environment is helpful of course, particularly given the scale of the IKEA store operation! However, it is not essential and the team are interested in people from different backgrounds who can bring a fresh approach. As part of the campaign to source HR Managers in Training, we thought it would be useful to talk to the existing team to find out where they have worked previously, how they have found the transition and what their role entails. As you will see from the following interviews, every member of the team brings a unique perspective to their role which we hope will inspire you to consider IKEA as an employer of choice. Thank you to the IKEA team for their support – you can read their stories here:   Dominique Sayce, HR Manager   Debbie Cox, Recruitment and Competence Development Manager   Darren Taylor, Deputy Country HR Manager, UK&IE   Aoife McCarthy, HR Manager, Dublin   Lisa Duxbury, UK&IE Recruitment Specialist   To read more about these vacancies at IKEA, click here
 

Interview with Debbie Cox, Recruitment & Development Manager, IKEA

Name:                                     Debbie Cox Role within IKEA:              Recruitment & Competence Development Manager Biography: IKEA FOOD manager Gateshead store & Wembley store; Assistant Store Manager Oslo, Norway; IKEA FOOD Country Manager Norway & Denmark; IKEA FOOD UK Competence Developer; numerous secondments and projects. Debbie, you joined IKEA from being a foodcourt manager in 1994, how did you find the transition? It was over 20 years ago now, but I remember it not being so easy. I"d come from a typically British hierarchical retail catering background where direction was created for me. Suddenly, I had to create my own direction. Once I got used to this, it was incredibly exciting, but I had to learn a thing or two about myself along the way. One thing I will say though...the people around me in IKEA were – and are – never less than welcoming, helpful and friendly. This is why I knew joining IKEA was the right thing for me. How does your role of HR Manager at IKEA differ from your previous role? I"d not done HR before joining IKEA, and I guess that speaks for itself! The opportunities to take your career in different, and unexpected, directions are very much alive in IKEA. In your view, what are the key skills and qualities required for your role? Influencing skills are key – the ability to get buy-in from colleagues is essential for success in IKEA as all leaders have a certain level of autonomy. Perseverence; things can take time in IKEA and you need to be able to stick with it. A strong identification with the IKEA culture & values – you have that, you’ll be able to achieve anything. IKEA are known for recruiting the person rather than the CV, what makes someone stand out as a candidate for IKEA? A fresh outlook. Open to ideas and contributing ideas – no matter how off the wall they may seem. A willingness to put themselves in new situations. Passion. What advice would you give to candidates attending an interview at IKEA? Be yourself. What is the biggest challenge in your role at present? Recruitment. I’ve only just taken this on as part of my role and not having a HR background, I know nothing about it. It’s probably only in IKEA where this is seen as a good thing! I guess I bring fresh eyes, a new perspective , and can challenge received wisdoms. We’re about to go in to expansion mode so there’s a lot of recruiting to do and it needs to be done differently than we’ve done it in the past. What will your next role be within IKEA? No idea! That’s the beauty of it. It could be anything. I’ve never had a career plan, but just walked through the doors as they opened! And finally, what is the best thing about working for IKEA? The fast pace, the freedom to set your own agenda, the space to be who you are. To read more about opportunities to join the HR team at IKEA, click here
 

Interview with Dominique Sayce, HR Manager, IKEA

Name:                                     Dominique Sayce Role within IKEA:              HR Manager Biography: Area Manager for Aldi Stores Ltd: A regional role achieved through the fast track Graduate Programme, which covered between 4-6 stores around the Bristol area. Responsible for an average of 125 employees, and weekly turnover of £750k+. A wide ranging role which entailed area recruitment, financial planning and forecasting, area wide recruitment, inventory auditing, coaching and development, cost control, competitor analysis , full HR responsibility and project work which included National Apprenticeship Roll Out for the South West, new store opening in Fishponds and restructuring of training programme for Store and Area Managers. Finance Consultant for Michael Page Ltd: Specialising in the qualified and executive finance arena, I covered the Swindon, Wiltshire and Gloucester region specialising in qualified accountants  through to Director level recruitment. Dominique, you joined IKEA in December 2014, how have you found the transition? The transition into IKEA is an ongoing journey – one in which I have only recently started. It truly is a different world, but one in which you get a lot of helping hands along the way, pulling you through and guiding your every step. Never before have I worked in an environment where it is in everyone’s interest to watch you succeed and you are actually encouraged to take your time, learn the ropes and get to know everyone before you actually step into your official role. As corny as it sounds, I feel like I can be myself and let down my barriers to really get to know my colleagues and co-workers. How does your role of HR Manager at IKEA differ from your previous role? I would say it is more so the environment that differs, as opposed to the expectations of the role. The responsibility of HR throughout the commercial realm is to lead and develop staff, to spot and nurture talent, to provide robust systems and processes to ensure fair and diverse recruitment and to overall, provide a safe and enjoyable working environment for all employees. However, IKEA actually provide the environment where the needs and happiness of the employees is a number one priority. It’s not governed by targets and KPIs, it is more focused on leading by example and creating the type of environment where employees naturally enjoy coming to work, are motivated and proud to represent IKEA and want to work together to really drive the business forward. From an HR Manager perspective, I feel as if I have the scope to spread my wings, really get close to employees to understand truly their needs and perspectives and then build upon those findings and relationships to create processes and systems which suit our store. The UK IKEA “HR Guidelines” are there as a support function; they set the structure for how to conduct business, but we have real autonomy on a local level to adapt our processes and focus to cater for our co-workers. In your view, what are the key skills and qualities required for your role? It is a wide role and often quite hard to pin down each and every aspect of the HR Manager role, but I would summarise the key qualities to be: approachableness, honesty, humbleness and passion. It is commendable to try new things, to dare to be different and to strive for improvements throughout the store. It is ok to make mistakes, to learn from them and not be scared to go to plan B, C or even D! Passion shines through. In order to drive changes and success, it is crucial to have your team and co-workers behind you. By leading through people and by example, passion is infectious and creates the “feel good” factor. IKEA are known for recruiting the person rather than the CV, what makes someone stand out as a candidate for IKEA? Apologies for the “thesaurus” approach to this question, but I truly believe that each co-worker (regardless of job role or seniority) displays the following characteristics: openness, honesty, passion, motivation, dedication, humbleness, desire to improve and find new ways of working, keen to share best practice, ability to build relationships and more that anything, have two ears and one mouth! What advice would you give to candidates attending an interview at IKEA? Be yourself. IKEA truly is an anomaly in that your values, personality, attitude and passion are the key drivers to success. If you are someone who is a people person, who believes that relationships are the key to success, is ambitious and eager to find better ways of working, and ultimately wants to work for a firm where you are employed for who you are – come to IKEA. What is the biggest challenge in your role at present? Given I am new to the role, my biggest challenge is learning the IKEA Way. Coming from quite a hard commercial background, it is a very different way of looking at business. I am being encouraged to walk and then crawl, having been used to being expected to run from day 1. Also, relaxing into an environment where the focus is on building relationships and getting to know the entire business. What will your next role be within IKEA? Quite hard to say as I have currently only been in my role for 2.5 months. Nonetheless, the freedom internally to move disciplines means that I can get quite excited about the freedom to consider options such as Logistics Manager or Business Navigation. That said, there are always numerous opportunities which will be arriving due to the extension and upcoming project plans for the UK. And finally, what is the best thing about working for IKEA? The best thing about working for IKEA is the autonomy to shape your role, to experiment and bring new ideas to the table and the freedom (and expectation) to truly spend the time getting to know co-workers and building relationships. Not many companies offer this opportunity. In so many firms nowadays, the expectation is to be up and running as soon as possible, delivering targets and meeting KPIs. Never have I ever worked for a firm such as IKEA, who genuinely place so much pride and emphasis on the strength and relationships of their employees.    To read more about the opportunity to join the IKEA HR team, click here
 

Interview with Lisa Duxbury, UK&IE Recruitment Specialist, IKEA

Name:                              Lisa Duxbury Role within IKEA:       UK & IE Recruitment Specialist Biography: I joined IKEA as a co-worker in the Lakeside store working in customer services. After 18 months I joined the HR team as HR Administrator, and then went on to other roles in HR including store Recruitment Specialist, L&D Specialist and HR Generalist. I took part in some internal development programmes to then move on from the store and take the role of the HR Manager in our UK & IE Service Office. I have been in my current role for 2 years. Lisa, how did you find the transition when you joined IKEA? I joined IKEA way back in 1997! I remember getting lost in the store and meeting so many new people in the large store teams. But I remember feeling connected to IKEA very quickly and very soon feeling at home! How does your role of HR Manager at IKEA differ from your previous role? Really having a voice in the People Agenda in your unit! By working alongside the store team everyday and working in a multi functional way we can really ensure that we are making our stores a great place to work. In your view, what are the key skills and qualities required for your role? Openness to learning, being a strong leader and having a passion for developing people. IKEA are known for recruiting the person rather than the CV, what makes someone stand out as a candidate for IKEA? Being open to learning new things, being self aware and being you. I like to see a connection between people and the business together if possible. What advice would you give to candidates attending an interview at IKEA? Just be yourself and be open. What is the biggest challenge in your role at present? Looking after candidates in a good way so whatever the recruitment outcome, everyone has a positive experience meeting IKEA. What will your next role be within IKEA? I’d like to work in the store again! And finally, what is the best thing about working for IKEA? Working with likeminded people who share the same values and passion for making IKEA a great place to work! To read more about the opportunity to join the IKEA HR team, click here
 

Interview with Darren Taylor, Deputy Country HR Manager UK&IE, IKEA

Name:                                     Darren Taylor Role within IKEA:              Deputy Country HR Manager UK& IE Biography: University Graduate -1996 Experience in a main stream DIY and food retailers - 1993 - 1997 Darren, you joined IKEA from Do It All DIY in 1997, how have you found the transition? I joined IKEA in 1997 from, at the time, a main stream DIY chain where I was a warehouse supervisor. The transition for me was very natural; the fast paced retail environment that IKEA offered suited my strong work ethic and offered me career opportunities as well as an environment to grow as a manager and a leader. How does your role of HR Manager at IKEA differ from your previous role? Over the last 17 years in IKEA I have had a number of roles, starting as a trainee department sales manager in the cook shop area and then spending the next 13 years working with the IKEA commercial functions in various roles in four IKEA stores. In 2011, I decided to try a different direction and diversified by taking a position as a Store HR Manager in Nottingham. I then joined the Country HR team as the Deputy Country HR Manager in 2014. As a Store HR Manager there were a lot of similarities and transferable skills which I used before and still rely on daily. A passion for working with the customer and leading a team of co-people is a common theme through my career; I use these skills today as much as I did in all of my previous roles. The HR manager role in IKEA gives you freedom to develop a short, mid and long term approach to working with a “People plan” in your local market. The key is to engage the 300+ co-workers and management team in your store, while at the same time you have the opportunity to develop and lead the business from the front, making key decisions within the store to secure the IKEA brand. In your view, what are the key skills and qualities required for your role? The key skills for this role are, having a passion for people; this includes both the customer and co-workers alike. IKEA are known for recruiting the person rather than the CV, what makes someone stand out as a candidate for IKEA? The candidates who stand out are the ones who are comfortable with who they are, being self aware of their skills, how they lead, what they want to personally develop, how they can contribute to IKEA’s growth as a brand. What is also important is having a passion for home furnishings and how to connect this to customers’ and co-workers’ lives, needs and aspirations. What advice would you give to candidates attending an interview at IKEA? Be yourself, be open, passionate and inspire; it’s not necessarily about what you have done in the past but more what you can do in the future. Enjoy the interview and share your views. What is the biggest challenge in your role at present? IKEA is growing so fast in the UK&IE ; with our customer and co-workers’ needs constantly changing and evolving, my biggest challenge today is to make sure we are living up to our vision, HR idea and core values in all of these diverse and exciting markets . What will your next role be within IKEA? My career has been very varied and has changed direction many times, however I always feel comfortable with the fact that you can have many different careers in IKEA without moving company. My ambition is to be a Country HR Manager over the next 3-5 years, in a European country; lets see where the next few years takes me.... And finally, what is the best thing about working for IKEA? The best thing for me is the freedom to grow both personally and with the business. Every day there is a new challenge, but each one is exciting and stretches me to become a better person, leader and retailer. To read more about opportunities to join the IKEA HR team, click here  
 

Interview with Aoife McCarthy, HR Manager, Dublin, IKEA

Name:                               Aoife McCarthy Role within IKEA:       HR Manager, Dublin Biography: I have 13 years experience in HR, 11 years as an HR Manager across a number of different sectors – telecommunications, sales and retail. I have worked with Xerox, Google, Manpower and CPM Ireland. Aoife, you joined IKEA from CPM Ireland in September 2014, how have you found the transition? I will be honest, it has been intense. Changing jobs can be challenging as you absorb yourself in the new culture and the learning curve is significant, no matter how much experience you have. It’s like starting school again! I was also returning to work from maternity leave for the first time so adapting to life as a working mum was equally challenging. But since joining IKEA, I have not looked back. It has been an incredible experience so far. The first thing I noticed about IKEA was how welcoming everybody was - the co-workers had such a wonderful spirit within them, it immediately felt like home and I knew I was part of something very special. Within a few weeks, I felt like I had always been there. Understanding the culture is one of the most important things before making the transition to a new job. As a new mum, IKEA have been so supportive as I adapt to striking the balance between home and work. I really don’t believe I would have gotten the same level of support in another company. How does your role of HR Manager at IKEA differ from your previous role? People are at the forefront of IKEA’s business strategy which isn’t always the case for some companies. Everything we do at IKEA aims to support our co-workers. The biggest difference for me as an HR Manager in IKEA is supporting the store as Duty Manager at weekends. This is a fantastic way of keeping close to challenges in store and utilising this information in driving the people agenda forward. It also keeps me close to the co-workers and ensures I am continuously building relationships. I also work in partnership with our Business Navigator which is different to previous roles. Our relationship is critical in steering the business in the right way and we support each other in decision making. Also, I never had to wear a uniform until joining IKEA – I love not having to think about what I’m wearing, it’s at least an extra 25 minutes of sleep each week when you know what you’re wearing the next day!! In your view, what are the key skills and qualities required for your role? As an HR Manager, you need to be people focused, commercially astute, decisive and highly energetic. You need a high level of empathy while being able to adapt to an ever changing daily agenda. You also need to be a very strong leader. IKEA are known for recruiting the person rather than the CV, what makes someone stand out as a candidate for IKEA? I really believe that if you are committed to putting the customer first, have a high level of integrity and the desire to learn while learning from mistakes, you will be very successful in IKEA. What advice would you give to candidates attending an interview at IKEA? Be yourself. It is as much about IKEA being right for you as it is you being right for IKEA. If it’s really right for you, you might actually enjoy yourself at interview, I know I did! What is the biggest challenge in your role at present? My biggest challenge currently is prioritising. There are so many exciting projects on the HR agenda, I am eager to get me teeth stuck into all of them however I also need to manage the day to day operational issues in store. What will your next role be within IKEA?      I always thought that I would stay within HR for the rest of my career but IKEA has taught me that if you are a strong leader and you have the ability to learn quickly, you can do anything and IKEA will support and develop you. I would love to be an Assistant Store Manager some day! And finally, what is the best thing about working for IKEA? The people. They are IKEA’s best assets and I am so proud to be a part of them.   To read more about the opportunities to join the IKEA HR team, click here