We use cookies to provide a better user experience and personalised service. By consenting to the use of cookies, we can develop an even better service and will be able to provide content that is interesting to you. You are in control of your cookie preferences, and you may change them at any time. Read more about our cookies.
Telma magazine is once again in tune with the latest changes in working life. Anonymous recruitment is already in use in many organisations, but for most of them this leap towards an equal recruitment model that benefits everyone is still ahead. Traditions are not to be cherished in this respect. Recruiters should seriously question whether, for example, age, gender, perfect Finnish language skills or ethnic background are relevant factors for the successful performance of a vacant position. So why should these be requirements in recruitment?
The examples in this Telma issue help to see the many ways to perform anonymous recruitment. Even an interview or, in the case of a musician, an audition, can be conducted anonymously “behind the curtain”. I believe that anonymous recruitment will become an even more important competitive factor when it comes to attracting the best talent. Job applicants also appreciate an employer that uses anonymous recruitment. For the applicant, it is the first indication that the workplace strives for equality. Many talented people want to work in an equal workplace!
While anonymous recruitment offers several advantages, there are also some risks to consider when switching to it. Anonymous recruitment often requires an electronic, application in a specific format, which may not clearly reflect the applicant’s personality or personal characteristics, for example. Assessing personal chemistry and communicating with applicants can also be more challenging. The application system must also technically prevent the identification of applicants. Implementation of the system, including any training needs and maintenance, also involves some additional costs compared to traditional recruitment. As the examples in this magazine show, these factors are manageable, but they need to be considered.
I wish you all a great time with Telma and good recruitment decisions!
Schools are shared workplaces with employees from several employers. People at Havukoski School are constantly thinking about how to develop safety and ensure that messages are transferred effectively even in dangerous situations.
Improving occupational safety at a shared workplace requires cooperation, clear operating models and continuous monitoring.
Improving safety requires continuous risk assessment and effective communication. Monitoring by occupational safety and health authorities has revealed significant shortcomings in occupational safety and health at shared workplaces.
At the Meyer Turku shipyard, approximately 80 per cent of the production of cruise ships is subcontracted. Matti Tuimala, Safety Manager at the shipyard, explains how safety is ensured at the huge shared workplace.
