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Tesco Vacancies is a great place to start when you are looking for new employment.

When applying for a job vacancy, many application forms ask you to write a statement or detail your career objectives.It sounds simple – you want to get a good job, utilize your experience and education, and get paid well.However, trying to sum up your experience, expertise and aspirations in just a few sentences can prove a little more difficult.

The most common mistake people make is not listing an objective because they operate under the assumption that the objective is not necessary to include in a CV because it states the obvious – your objective is to get the job you are applying for.All employers want to know what drives you, what aspirations you have for your career in the future. Knowing this helps them determine whether you are a good match for the position they have available and whether you will fit in with the company.

Your objectives should be personal to you and specifically state any goals you have, try not to give vague information which does not clearly express your objectives.For example, ‘To obtain a position where my experience and education can be utilized and expanded’.Statements such as this are very vague and impersonal.It is such a generalised statement that it could really be applied to anyone else applying for the same job. You’ll find that this is more of a hindrance than a help while you look for a job, because your prospective employer will think you don’t have a clear goal.

Here are some helpful tips on creating a winning career objective that will get your resume noticed and get your foot in the door:

– Show how committed you are to attaining your objectives by detailing any qualifications, training or experience. Employers need to see how determined you are to get the job.

– While you want to state your commitment, you also want to show that you are willing to take action to achieve your goal so indicate what direction or action you are willing to take in order to achieve your career objective.

– A viable career objective is to be specific regarding exactly what you seek in a job.

– It is always worth bearing in mind that the words you use in your statement may come across differently to the person reading it. Implying that an potential employers place of work is a ‘challenging environment’ may come across as more offensive or may show that you have a lack of understanding about the position.

A major hurdle to overcome when applying for a new job is the interview stage.

The interview stage is only reached by those candidates who applied with a strong CV and cover letter.The employer will have received your information after you made your application online or via a recruitment agency.

The first impression employers always look at is your resume.On average, a CV will only be looked at for 30 seconds, so make it presentable and striking.

Your CV provides an introduction to you and your career history, but during the interview you will be asked to provide much more detail.The employer will likely ask about the experiences, lessons and accomplishments one has done and learned working for another employer. An interviewer may be interested in learning about how you dealt with certain work situations and how you learned to overcome any problems.

An interviwer may ask about your family, to understand any external commitments you may have outside of working hours.

You will almost certainly be asked why you want to work for that particular organisation and what your ambitions are. Be specific about the company itself, if your interview is for John Lewis job vacancies, tell them something you like about John Lewis.

Questions about your future goals and ambitions allow an interviewer to determine if you are someone who really wants to work, or just along for the ride.

Salary is likely to be discussed at interview and most companies have a wage structure in place.If you salary expectations are too high you may be rejected or asked to consider a reduction.

When the interviewer has finished with their questions try asking some of your own.

If you ask questions you will have a clearer picture of the job on offer and what the role involves.

At the end of the interview do not expect to be told of your success of rejection. The interviewer will advise you of this at a later time.

Executive retention is one of the most important topics that face construction employers. Below are 16 practical strategies to retaining construction executive talent:

1. Hire the right person.
2. Provide a formal orientation program and establish realistic expectations.
3. Provide training, education, and development.
4. Make rewards and recognition count.
5. Build trustworthy and loyal relationships with staff.
6. Promote a company culture of participation.
7. Offer equity and ownership.
8. Create career challenges and promote from within.
9. Pay market wages or better.
10. Deferred bonus payment, restricted stock.
11. Improve perks and benefits.
12. Improve communication.
13. Create a flexible work environment.
14. Consider employment contracts.
15. Conduct retention surveys with direct reports.
16. Make executive retention a strategic priority, and follow through.


Good executive retention planning begins with the hiring process. Contractors should hire the best executives that they can afford. These hires should be based on skill, attitude and general “fit” within the firm”s needs and values. Hiring based on common values and attitudes supports long-term retention and stronger commitment from new hires 

 

 
The first few weeks of employment for a newly hired executive is the most critical time to lay the groundwork for long-term employee commitment, and for helping the new hire to become successful. Demonstrating employer commitment to a new hire’s success early on fosters trust and commitment from the new hire. 

 

 
The benefits of executive training and education usually far outweigh the costs. The more an executive feels that he or she can develop and grow within their firm, the more likely they are to stay. 

 

 
Every executive wants to feel valued, necessary and important to their employer, while playing a vital role in their employer’s success. Employers should reward and recognize their executives at every opportunity. Rewards should be immediate and personal, and should parallel the significance of the accomplishment. Even the smallest tokens of appreciation (such as gift certificates, thank you notes and acknowledgments in the employer newsletter) often carry tremendous impact with executive retention.

 

 
Construction job employers should not only teach their executives how to be good leaders and managers, but also how to build loyal and trustworthy relationships with their direct reports. Most relationships can be dramatically improved by simply improving communication, being a better listener, and becoming more available.

 

 
Construction firms should establish a corporate culture that promotes employee participation and empowerment. Whenever possible, executives should be invited to help solve employer problems. This shared approach creates deep ownership in the firm’s success, and communicates that the employer trusts and values the executive’s opinion.

 

 
The most loyal employee is one with ownership in the firm. A strong employee stock plan often cuts employee turnover up to one half. Stock ownership is a good way to encourage executives to focus on the firm’s success -not just their own. It offers an alternative for compensating high achievers when cash is not available, and provides an effective “golden handcuff.”  

 

 
Executives often leave their employers in order to pursue greater and more meaningful career challenges. Employers should customize each executive’s career path based on the executive’s ability, desires, and input. Employers should also have a policy of promoting from within to reward loyalty and long- term commitment to the firm.

 

 
Once executives reach an acceptable income level, money moves down the list of priorities. However, compensation consistently weighs heavily when it comes to keeping executives. Compensation programs should be continually reviewed and redeveloped in order to remain competitive with the marketplace.

 

 
Bonus pay can sometimes be the largest part of an executive’s compensation. Many employers will stretch bonus payments out over several years as a retention method or golden handcuff. Discretionary bonus pay and restricted stock offerings can sometimes be structured so that if an executive prematurely leaves, the remaining bonus or vesting is subject to forfeiture.

 

 
Perks and benefits are often highly regarded and valued by executives. Perks don’t have to cost a great deal of money. The message they send to an executive can mean increased loyalty and reduced turnover. Perks (such as tuition reimbursement) can help executives grow as professionals, and supplement their need for career challenge.

 

 
The number one reason for workplace conflict is typically a result of faulty communication, such as an unclear definition of what’s required. Executives want to understand what’s expected of them, and to receive honest and direct feedback. They also want to be heard and to know where they stand at all times.

 

 
Executives look for a work place that allows for individual expression, and meets their unique needs as individuals. By allowing executives to design and define their work area, and the opportunity to telecommute and work from home rather than the office at times, employers will usually have a more productive and satisfied executive.

 

 
Employment contracts are often used to cement verbal agreements concerning an executive’s pay and responsibilities, but they are also effective tools at forging executive partnerships and alliances with the employer to reduce turnover. Although an employment contract is unlikely to keep an executive who wants to leave, it can significantly inhibit the departure process, deflect recruiters, and diminish the pondering of outside career opportunities during the contract term. Employment contracts can also cause recruiters and prospective employers to hesitate or withdraw their pursuit of an executive if they believe that there might be litigation associated with a hire.  

 

 
Fortunately it is relatively easy to get the facts behind most turnovers. The best and simplest solution to developing a retention strategy is to have managers regularly ask their direct reports why they stay and what would cause them to leave. Even conducting an anonymous employee survey can predict when and why certain employees may be thinking about leaving the firm.  

 

 
To make executive retention effective, it must begin with a commitment from the highest levels of leadership, and include all management personnel. It must also become a strategic priority for the firm, and include specific practices and accountability. Executive retention programs typically involve conducting a turnover cost analysis, researching why key people are leaving and have left, monitoring why new hires have joined and remain, evaluating results, preparing a report with specific recommendations for change, and turning recommendations into actions and policy.

 

 

“The article above was written by construction recruiter Frederick Hornberger, CPC, president of Hornberger Management Company in Wilmington, Delaware (www.hmc.com), a construction recruiter specializing in senior level, executive search.”