The Good Recruitment Charter….

The Good Recruitment Charter….

Engineering and technology will be the first sectors targeted to sign on to the Good Recruitment Campaign, which was launched last week by the Recruitment & Employment Confederation (REC).

In conjunction with more than a dozen UK employers, the campaign aims to drive solid recruiting practices and improve the provision of recruitment services.

The Good Recruitment Campaign is intended to be a long-term effort “to work towards over a number of years”, REC chief executive officer Kevin Green told an audience of about 60 people at the morning launch event in Central London.

“We will do this sector by sector,” Green went on to say about driving the campaign forward. The campaign contains a nine-principle charter, among which are commitments to ask that external recruitment providers are signed up to “industry codes of practice”, offering flexible working arrangements and adaptive working practices “wherever possible”. Other principles are to undertake relevant training and qualifications, and apply “good recruitment practice” to temporary, contract, fixed-term, zero-hours and part-time workers.

The REC said that employers who sign up to the charter will be given access to self-assessment tools “so they can evaluate their own processes and identify areas for development”.

The employers identified as having signed up to the charter and serving on an advisory panel to the REC are: Santander, Dixons Retail, the Financial Conduct Authority, Arsenal Football Club, Penguin Random House Group, G4S, First Group, AECOM, Care UK, Buckinghamshire County Council, Inchcape, Royal Mail, Scottish Zoological Society and NHS Employers. Other employers that have signed up to the charter are RWEnpower and Kingston University.

We’ve signed up – have you?

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Here at the RSE Group, we are curious to understand what will give organisations the best ROI on their investment in their people.

We aren’t just about recruiting the best people but ensuring they join the best working environment, and their managers and leaders have the tools and skills to help them realise their own and others capabilities.
Whether it’s about their skills, experience, attitudes & potential, or about its organisations and their teams, management, leadership, culture and behavioural preferences, it is clearly so much more than just about getting bums on seats.

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