Foreword, ix, 
Author's Note, xiii, 
Introduction, xxi, 
Chapter 1: A Time to Transition: Making Plans for the Future, 1, 
Chapter 2: Goal Setting: Leaving your Comfort Zone, 11, 
Chapter 3: Networking: Exploring new opportunities, 17, 
Chapter 4: Thoughts on Resume Writing: Target marketing, 23, 
Chapter 5: A Sense of Urgency: Why don't they return my calls?, 33, 
Chapter 6: Hire Slow, Fire Fast: What it takes to get hired and stay hired, 39, 
Chapter 7: The Interview: Making the sale, 45, 
Chapter 8: Salary Negotiation: The Art of the Deal, 51, 
Chapter 9: A Clash of Cultures: The Military are from Mars & Civilians are from Venus, 59, 
Chapter 10: The Entrepreneur: Being your own boss, 67, 
Chapter 11: Nonprofit Opportunities: Helping others, 79, 
Appendix 1: Transition Self-Assessment, 83, 
Appendix 2: A Deliberate Job Hunting Process for the Military Mind, 91, 
Appendix 3: The Transition Checklist, 97, 
Appendix 4: Nonprofit Startup Checklist, 119, 
Appendix 5: The Energize@Lead™ Profile, 127, 
Selected Bibliography, 135, 
Acknowledgements, 139, 
About The Author, 143, 
About The Center for Transitional Leadership, Inc, 147, 
Endnotes, 151,

CHAPTER 1

A Time to Transition: Making Plans for the Future

So, you've decided it's time to hang it up, to leave or retire from the service and begin life in the private sector. As you travel this path, there is good news and some not-so-good news. The good news is that you have valuable skills, knowledge and ability that could benefit most civilian companies. The not-so-good news is that you've spent most of your life isolated from civilians in the private sector. They don't know much about the military and you don't know much about the business world. You need to approach this new challenge in much the same way as you have planned every major military operation in the past by assembling the right team, collecting information, developing and analyzing courses of action, deciding and then executing your action plan. Rest assured we all go through the transition but some manage the process better than others. In some ways it will be a culture shock so you need to be prepared. The bottom line is that you've never failed at anything you've done in the military and you are not likely to fail at this new challenge.

In spite of all the gloom and doom about unemployment and stagnation in the workplace, opportunities abound. According to a recent blog post "employers across the globe are concerned that they are faced with a workforce that is aging and a talent pool that is under-educated, or under-motivated and showing talent shortages in many critical areas." Some would argue that now is a great time to be entering the workforce as we begin to climb out of "The Great Recession."

I recently published a guest column in the Kansas City Star entitled, "Liberal arts, military experience offer preparation to adapt (and) lead." I commented that "the enemy in war is like the competition in the private sector that is always creating, innovating and adapting to changing consumer tastes, leading change and innovating to maintain their competitive advantage." After 13 years of war in two completely different environments, military leaders have been creative, innovative and adaptive in response to the constantly changing conditions on the ground. They have done so in an environment where the consequences of failure are often devastating. I believe that the skills, knowledge and abilities of mid to senior-grade leaders prepares them to assume leadership and management positions as managers, directors and vice presidents where their primary concern may be loss of market share, not loss of life. I know that military professionals have a great deal to offer a private sector employer.

Scott Samuelson writing in the Wall Street Journal notes that a study by the Association of American Colleges and Universities and the National Center for Higher Education Management Systems, found that that "the overwhelming majority of employers are desperate to hire graduates who have a demonstrated capacity to think critically, communicate clearly, and solve complex problems." These are exactly the skills possessed by nearly all senior military professionals.

While you are an accomplished leader, leadership in the civilian sector is different. It's really classic leadership because you have to use your communication skills to persuade others, not direct them to get things done. In the military you wear your authority on your shoulders and your accomplishments on your chest. In the military this "resume" may be impressive, but unless your can contribute meaningfully to a company's bottom line, they don't care who you are and what you have done in the past. The only thing that matters is what you can do for them and their company. Get used to the fact that the janitor will call you by your first name and your boss and the president of the company will expect you to call them by their first names. "Yes sir, no sir" makes them nervous and normally, it is neither required nor desired.

Job security?—only if you are making yourself indispensable by contributing to the mission and profitability of the company. Most employment is "at will." Unless you have a contract, you can walk anytime you want and the company can dismiss you anytime they want. The concept of lifetime employment is a thing of the past. While this may be a bit disconcerting, your peers in the civilian marketplace have operated in this environment for their entire working lives. Lifetime employment is a concept of a bygone era. In the information age, the pace of change, created by innovation, means that some employees are treated like commodities. Some companies recruit and hire teams to accomplish short-term tasks and when those tasks end, team members are rolled into a new task or let go. This is the model frequently used by the defense industry. In this "at will" era employees have come to think of themselves as free agents always looking for a better opportunity and the chance for upward mobility. Jack Welsh, former CEO of General Electric, was quoted as saying "Loyalty to a company? It's nonsense."

You will come to realize that companies will not retain non-productive employees. I remember a time when one of my colleagues came to work to find that he could not log in to the company network so he called the IT manager. The IT manager suggested that he speak with the Chief Operating Officer (COO). When my friend visited the COO, he was told to come in and shut the door. In this meeting he was told his services were no longer needed. Thirty minutes later, my friend emerged to find a security guard holding a cardboard box. The guard escorted him to his office and watched him clear out his desk. My friend was then escorted to the door. His job with that company had just ended. What he failed to realize is that it was about "the numbers."

You will learn there is a big difference between overhead and billable hours. Most senior people in companies are overhead. That means they are vulnerable to losing their job when revenues, "the numbers," go down. Employees who are generating revenue are usually secure during an economic downturn. Revenue is normally tracked quarterly with goals expected to be met. Those who fail to meet their numbers are at risk of losing their jobs. Some companies evaluate employees and expect to have a turnover based on a bell curve. This was popularized by Jack Welch who introduced forced ranking in the 1980s by requiring senior executives to decide every year which of their direct reports fell into each group, and then dismiss the bottom 10 per cent. This meant that to remain employed, you had to be at the very top of your game. This should be familiar to those who served in the military because of the evaluation process and forced attrition of the military's up-or-out policy. Another activity I have witnessed is a company re-organization where an entire department is declared redundant resulting in layoffs, including the manager, but not necessarily the executive because the executive may have broader responsibilities than just that one department. Whether in the military or business, performance matters. Those who perform keep their job while those who don't are let go.

In the military, we spend OPM (others people's money) whereas in the private sector you need to make money in order to spend it. Remember the year-end funds we all worked so hard to spend before the end of the fiscal year? This is not likely to happen in the private sector. You are rewarded for what you bring in, not what you spend.

So, how good of a salesman are you? A good salesman knows his product or service. He makes a pitch extolling the virtues of his product while overcoming objections and finally closes the sale. Your job hunt will be a lot like that. In the military we are conditioned to give the credit to the team and while teams matter, your prospective employer is hiring you, not the team. What do YOU know, what have YOU done, and what makes YOU the ideal candidate for the position? And yes, emphasize that while you have the right skills, knowledge and ability, you also know how to build, motivate and lead a winning team.

Most people recoil at the idea of selling anything. But nearly everybody sells something. Garage sales, eBay, home parties for a broad range of products and services are just some examples. Even military professionals are involved in sales. Each time you give a pitch to promote a concept, an idea, or a course of action, you are engaged in sales. And, as a job seeker, you are engaged in sales and YOU are the product.

As one might expect, a successful job hunt requires preparation. You don't plan a military operation without doing your IPB (intelligence preparation of the battlefield). Likewise, you don't start your job hunt without adequate preparation. Read the latest business books, refresh your education (a 20 year old business degree may not be much help). Learn to understand and speak the language of business. Sharpen your Word, PowerPoint and Excel skills. Obtain or update professional certifications: Project Management Professional (PMP). Certified Public Accountant (CPA), Professional Engineer (PE) or other professional certifications for the field that interests you. In my case, I had social science degrees that were good enough to teach at military colleges (Command and General Staff College and the Army War College) but, they were not good enough to teach at civilian colleges because they wanted a Ph.D.

Your preparation includes research about jobs, companies and people. The internet has a wealth of information about these subjects but you can save yourself a lot of time and anguish if you learn from the experience and mistakes of others who have gone before you; or, you can go-it-alone and learn all of this by yourself.

In Appendix 2, you will find a deliberate planning process familiar to many military professionals that has been adapted to the job hunting process. In Appendix 3, I've provided a "transition checklist" to help guide you towards obtaining a civilian sector job.

CHAPTER 2

Goal Setting: Leaving your Comfort Zone

My friend Hyrum Smith, a former artillery officer who invented the Franklin Planner and became a highly successful entrepreneur following his time in the Army, wrote a very informative and helpful book, The 10 Natural Laws of Successful Time and Life Management: Proven Strategies for Increased Productivity and Inner Peace. In his book he writes, "It's a natural tendency for people to gravitate towards their comfort zones." Perhaps that explains why so many retired military personnel find jobs in the civil service or go to work for defense contractors. I'm not suggesting there is anything wrong with these options but moving away from those familiar, highly-structured environments into the brave new world of private business, or becoming an entrepreneur, takes a great deal of thoughtful reflection, research, and some pretty serious goal setting. Hyrum notes that "a goal is a planned conflict with the status quo. By definition, then, reaching a goal means doing something new, leaving familiar, comfortable terrain of our comfort zone and exploring new frontiers." He goes on to outline a process for goal setting.

It begins with an appreciation of where you are on the timeline of life, from birth to death. As you retire from the military, you are likely to have another 30 plus years of life ahead of you. Hyrum suggests that if you want to become financially independent, you have some serious work ahead of you and that requires a plan. He says that your values explain why you wish to accomplish certain things in life while daily tasks explain what needs to be done to accomplish your long-range goals. But, he notes "you have to set SMART goals that are: Specific, Measurable, Action-oriented, Realistic and Timely." He goes on to outline a process by which you can attain your goals.

Napoleon Hill's "whatever the mind can conceive and believe, it can achieve," is the perfect lead-in for the real life examples that follow.

One section of Hyrum Smith's chapter on goals is titled "Nothing Can Stop a Determined Soul." In this section of his book he tells a story of leading a group of skeptical Explorer Boy Scouts to earn $8,000 for a trip to Hawaii. All they had to do is memorize this poem:

    There is no chance, no destiny, no fate,
    that can circumvent or hinder or control
    the firm resolve of a determined soul.

After some cajoling and serious coaching, Hyrum rallied his group of highly skeptical Explorer Scouts to achieve their goals. They had internalized their goal by memorizing and repeating the poem and it helped to motivate them to achieve success—as a consequence, they earned their way to Hawaii.

When Hyrum was the president of the CGSC Foundation, I must have heard him repeat that poem a hundred times at board meetings. He even had small wallet-sized plastic cards made for our trustees with our fundraising goal on one side and that poem on the other—I still have mine. We came to believe it and it guided us along the path of success. For most of you, your immediate short-term goal is to get a job. My advice is, "don't let the perfect become the enemy of the good." This aphorism, attributed to Voltaire, is something you want to keep in mind as you begin your journey in the private sector. I had one officer tell me, "I won't accept anything less than $130,000 because that's what I'm worth." "To whom," I asked. I then noted, "You're only worth what someone is willing to pay you. If you're really worth that much, whatever job you take, you will move up quickly in the organization as you demonstrate your value to your employer."

I've always counseled that when you leave the service, take any reasonable job that comes along and learn how to be a civilian. Once you gain private sector experience and start moving in circles of other business people you will be able to leverage your talents and find other more interesting, challenging and ultimately better paying employment. To that end, I'm reminded of a quote from management guru Marcus Buckingham who advises, "Holding out for that `perfect job we love' is a fool's game. Instead, we simply need to learn how to take our existing job and each week, reshape it around our strengths — even in the face of interference from the world around us."

As I conclude this chapter, I want to circle back to my discussion about Hyrum Smith. As the CEO of the Foundation, I worked closely with Hyrum and can say confidently that none of what we accomplished could have been done without his unceasing enthusiasm, drive and leadership. The principles he describes in his book were put into action as he guided the foundation board of trustees (at times 70 individuals from 16 states) from our initial stage of development into one of the most successful foundations supporting a military staff or war college. Our original goal was to raise $10 million, but Hyrum bumped that to $20 million as a stretch goal to ensure we would at least reach our original $10 million goal.

In the end, we raised more than $12 million for the Foundation with a combination of personal, corporate, and foundation gifts, a federal grant from the U.S. Department of Education, and a Congressional commemorative coin program signed into law by the President of the United States (PL-111-262, dated 8 Oct 10). Clearly, we were "determined souls" who worked hard to achieve our goals—we were also the true believers and our conviction played to our advantage and helped us reach our objective. What we accomplished was the envy of the other military service college foundations. We willingly shared our lessons learned and best practices to help other service school foundations achieve their goals.

You too can reach your goals if you remember "there is no chance, no destiny, no fate, that can circumvent or hinder or control the firm resolve of a determined soul." But, it will take careful planning, goal setting and work.

I strongly suggest that you buy and read, The 10 Natural Laws of Successful Time and Life Management: Proven Strategies for Increased Productivity and Inner Peace. It's a thoughtful piece, written in a lively and engaging style that will help you focus your mind on your objective and help ease your personal transition from the military to the private sector.

(Continues...)

Excerpted from Transitions by Robert R. Ulin. Copyright © 2015 Robert R. Ulin. Excerpted by permission of AuthorHouse.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

“Acerca de” puede pertenecer a otra edición de este título.

PBShop.store UK

Fairford, GLOS, Reino Unido

Vendedor de 5 estrellas

Vendedor de IberLibro desde 11 de junio de 1999

Tarifas de envío de Reino Unido a Estados Unidos de America

Artículo	De 10 a 20 días hábiles	De 10 a 20 días hábiles
Primer artículo	EUR 3,94	EUR 3,94

Los plazos de entrega los establecen los vendedores y varían según el transportista y la ubicación. Los pedidos que pasan por la aduana pueden sufrir retrasos y los compradores son responsables de los aranceles o tarifas asociadas. Los vendedores pueden ponerse en contacto con usted en relación con cargos adicionales para cubrir cualquier aumento en los costes de envío de los artículos.

Métodos de pago

Descripción de la tienda

**Please note our transit times are from the date of dispatch.** We first started out as “The Paperback Exchange,” a chain of physical bookstores where we would part exchange your beloved books for new stories to transport you to faraway places. However, as shopping started to evolve to online shops and marketplaces, we bid our stores goodbye to become “PBShop.” This transition has only allowed us to blossom as we now ship thousands of titles to book lovers across the globe. We pride ourselves in being a community of local book lovers which allows our passion and devotion to shine in everything we do. In 2020 we not only celebrated our 20th birthday but our 1st birthday as being completely employee owned after becoming an E.O.T in September 2019. We are proud to be different and embrace standing apart on a book mountain by working from a virtual inventory which allows us to provide thousands of books that may be difficult to get for your bookshelf or your studies. Working with a number of different suppliers allows us to explore other avenues such as puzzles, sheet music and even stationery so we really do have something for everyone. Life is about being versatile in all realms of existence. If this is your first purchase with us, or you are a returning customer, we would like to welcome you to the PBShop family, for there is no friend as loyal as a book. We are a company who put our customers at the centre of everything we do as we understand the importance of reading because once you learn to read, you will forever be free. There are a whole lot of things in this world of ours that we are yet to explore, which is why we will forever inspire curious minds.…

Especialidad

Hardbacks, Paperbacks

Información empresarial del vendedor

Pbshop.co.uk

Unit 22 Horcott Industrial Estate, Horcott Road
Fairford, Reino Unido GL7 4BX

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Condiciones de venta

Returns Policy
We ask all customers to contact us for authorisation should they wish to return their order. Orders returned without authorisation may not be credited.
If you wish to return, please contact us within 14 days of receiving your order to obtain authorisation.
Returns requested beyond this time will not be authorised.
Our team will provide full instructions on how to return your order and once received our returns department will process your refund.
Please note the cost to return any unwanted order to us is borne by the buyer.
Should your order arrive damaged, not as advertised or faulty, we must be advised of this within 14 days of delivery. Please contact us so we can find the best solution for you.

Our Customer Care Team can be contacted by emailing alborders@paperbackshop.co.uk, or by calling our UK Office on +441285 712 917. We are available 9:00am till 5:30pm GMT Monday to Friday.

Derecho al desistimiento

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Información sobre el derecho de desistimiento

Derecho legal de desistimiento

Tiene derecho a rescindir este contrato en un plazo de 14 días sin dar ningún motivo.

El periodo de desistimiento vencerá a los 14 días desde que usted, o un tercero que no sea el transportista e indicado por usted, adquiera la posesión física del último bien o del último lote o pieza.

Para ejercer el derecho de desistimiento, complete de forma electrónica y envíe una declaración clara en nuestro sitio web, desde "Mis compras" en "Mi cuenta". Le enviaremos sin demora un acuse de recibo de dicho desistimiento a través de un soporte duradero (por ejemplo, por correo electrónico).

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Si rescinde este contrato, le reembolsaremos todos los pagos que hayamos recibido de usted, incluidos los gastos de envío (excepto los gastos adicionales que surjan si elige un tipo de envío que no sea el tipo de envío estándar más económico que ofrecemos).

Podemos hacer una deducción del reembolso por la pérdida de valor de cualquier bien suministrado, si la pérdida es el resultado de una manipulación innecesaria por su parte.

Efectuaremos el reembolso sin demoras indebidas y, a más tardar, 14 días después de que se nos informe de su decisión de rescindir este contrato.

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Podremos retener el reembolso hasta que hayamos recibido los bienes o hasta que nos haya presentado una prueba de que los ha devuelto, lo que ocurra primero.

Deberá devolver los bienes o entregarlos a PBShop.store UK, Fairford, United Kingdom, +44 1285 712917, sin demoras indebidas y, en cualquier caso, en un plazo máximo de 14 días a partir del día en que nos comunique su desistimiento del presente contrato. El plazo se cumple si devuelve la mercancía antes de que venza el periodo de 14 días. Tendrá que asumir los gastos directos de devolución de los bienes. Usted solo es responsable de la disminución del valor de los bienes como resultado de una manipulación distinta a la necesaria para establecer la naturaleza, las características y el funcionamiento de los bienes.

Excepciones al derecho de desistimiento

El derecho de desistimiento no se aplica a lo siguiente:

La entrega de periódicos, diarios o revistas, con la excepción de los contratos de suscripción; y
El suministro de contenido digital que no se proporcione en un soporte tangible (por ejemplo, en un CD o DVD) si, al hacer el pedido, aceptó que podíamos empezar a entregarlo y que no podría desistir una vez iniciada la entrega.

Condiciones de envío

Orders are shipped from our UK warehouse. Delivery thereafter is between 4 and 14 business days. Please contact us if you have any queries about our services or products.

Privacidad y seguridad

We are committed to protecting the privacy and security of personal data. This policy tells you how we will collect and use your personal data, and what you should expect in respect of the personal information about you that we have collected.

We are PBShop.co.uk Limited (registered in England & Wales with Company No: 9366362). Our registered office is at Swatton Barn, Badbury, Swindon, SN4 0EU, United Kingdom.

The person with responsibility for our data protection compliance is the Managing Director and they can be contacted via email at help@pbshop.store.

We are the data controller of the personal data that we keep and use, and we are therefore responsible for making sure that our systems, processes and people comply with the relevant data protection laws in respect of that personal data.

We will act in respect of personal data to comply with the six principles of the General Data Protection Regulation (“GDPR”), which are:

Lawfulness, fairness and transparency;
Purpose limitation;
Data minimisation;
Accuracy;
Storage limitation;
Integrity and confidentiality.
You have rights in respect of how your personal data can be processed; these include the right to request:

a copy of your personal data;
that inaccurate data is rectified; and
that your personal data is, in certain circumstances, erased or restricted.
You have the right to complain to the Information Commissioner, which you can do by contacting the Information Commissioner’s Office (ICO) directly. Full contact details, including a helpline number, can be found on the ICO website (www.ico.org.uk). This website also has useful information on your rights and our obligations. However, please raise any concerns or issues with us first so that we may deal with this as quickly as possible for you.

COLLECTION, USE AND DISCLOSURE OF PERSONAL DATA
We collect and process data for the following reasons:

personal data collected and created in relation to our selling books and other items; and
personal data relating to our people (which means those people working for our company, or providing services to us, or potentially working or providing services to us, including employees, consultants, temporary or casual workers and contractors).
All of our people are required to abide by our Privacy Policy when handling personal data, and are provided with appropriate data protection training. Any breach of data protection will be taken seriously, and may result in disciplinary action.

Selling books and other items
COLLECTION:
We will collect personal information which may include names, addresses and other information for our customers. This will be done for the management of the commercial relationship with our customers.

We may collect this personal data from you directly, and also from third parties, including publicly available third party sources. Additional personal data will be collected as it is created by or supplied to us in the course of anything we do for you.

USE:
We will use the personal data in the course of making sales and to comply with requirements that we are required to undertake.

We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:

in performance of a contract (the agreement to sell books and other items); and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be far less common:

where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
DISCLOSURE:
We may share personal data with third parties as is necessary in the sale of books and other items, including to third party providers who deliver services to support the operation of our company.

In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.

RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. Normally, our retention period for personal data collected for this purpose is a minimum of 6 years after the end of the period that we are selling books and other items.

Our people
COLLECTION:
We will collect names, addresses, contact details, education and employment history, identity and other background checks (which may include appropriate criminal and financial checks and confirmation of the right to work in the UK), marital status and information on next of kin and dependents, financial information (such as bank details and NI numbers), date of birth, gender, a copy of your passport and driving licence, performance information and compensation history, recruitment information (including references), salary, benefits, pension and annual leave information, disciplinary and grievance information, photographs, information about your use of our information and communications systems and CCTV footage or other information obtained through electronic means.

We may collect and use special categories of personal data as required in the carrying out of obligations and exercising specific rights of us or the data subject in the field of employment. This may include information relating to matters such as health, racial origin, religious belief and offences or alleged offences.

Personal data may be collected from you during the selection process (for example via your application form and CV) and during your employment (including holiday forms, expense claims, performance reviews, any disciplinary or grievance processes), or from third parties, including referees, health service providers, background check providers.

USE:
Personal data of our people will be used for HR administration and management, both in respect of the selection of people to work for us (including suitability, eligibility and/or fitness to work), and those who do work for us, to include learning and development, disciplinary and security (of people, offices and data) requirements, providing and liaising with benefits providers, business management and planning (including accounting and auditing), paying you and dealing with tax and NI deductions, assessing and deciding on salary reviews and compensation, conducting performance reviews and managing performance, dealing with legal disputes involving you or others, preventing fraud, monitoring your use of our information and communications systems, ensuring compliance with our policies, and equal opportunities monitoring.

We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:

In performance of a contract with you; and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be less common:

where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.

In respect of special categories of personal data, we may process this in the following circumstances:

in limited circumstances with your explicit written consent; and/or
where we need to carry out our legal obligations and in line with our policies; and/or
where it is needed in the public interest (such as for equal opportunities monitoring or in relation to our occupational pension scheme), and in line with our policies; and/or
where it is needed to assess your working capacity on health grounds, subject to appropriate confidentiality safeguards.
Less commonly, we may process this type of information where it is needed in relation to legal claims or where it is needed to protect your (or someone else’s) interests and you are not capable of giving your consent, or where you have already made the information public. We may also process such information about our people (or former people) in the course of our legitimate business activities with the appropriate safeguards.

The special categories of personal data may be used in the following ways:

in relation to leaves of absence, to comply with employment and other laws;
in relation to your physical or mental health, or disability status, to ensure your health and safety in the workplace and to assess your fitness to work, to monitor, manage and administer benefits and absences;
in relation to your race, national or ethnic origin, religious, philosophical or moral beliefs, or your sexual life or sexual orientation, to ensure meaningful equal opportunity monitoring and reporting.
DISCLOSURE:
Personal data may be transferred to service providers who support the operation of our business (such as payroll service providers), to other third parties reasonably necessary in the conduct of our business (including insurers, professional advisors, regulators). These third parties may be acting as processor, or controller of personal data in their own right.

RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. We will normally keep personal data of applicants who we do not employ for six months after we receive it.

We will keep personal data of employees throughout your employment and normally for a minimum of six years after your employment ends.

Changes to your personal data
It is very important that the personal information that we hold about you is accurate and current. Please tell us if your personal information changes during your relationship with us.

Data Security
We have put in place measures to prevent your personal data from being accidentally lost, used or accessed in an unauthorised way, altered or disclosed. In addition, we limit access to your personal data to those of our people and other third parties who have a business need to know. They will only process your personal data on our instructions and where they have agreed to treat the information confidentially and to keep it secure. We have put in place procedures to deal with any suspected data security breach and will notify you and the ICO of a suspected breach where we are legally required to do so.

Where we store your personal data
We principally store data, both electronically and on file, at our office.

Personal data may be transferred outside of the EEA by processors acting on our behalf. For transfers to countries not considered adequate by the EC, we will ensure that personal data is adequately protected, as required by the GDPR. This would include by use of the Standard Contractual Clauses adopted by the EC to protect personal data.

Your rights
Under certain circumstances, you have the right by law to request:

access to your personal data. This enables you to ask to receive a copy of the personal data that we hold about you and to check that we are lawfully processing it.
correction of the personal data that we hold about you.
erasure of your personal data.
object to processing of your personal data where we are relying on our legitimate interest and there is something about your particular situation which makes you want to object to processing on this ground. You also have the right to object where we are processing your personal information for direct marketing purposes.
restriction of processing of your personal data.
transfer of your personal data to another party.
Links from our website
Our website may, from time to time, contain links to and from the websites of third parties that we permit to make such links. If you follow a link to any of these websites, please note that these websites have their own privacy policies and that we do not accept any responsibility or liability for these policies. We recommend that you check these policies before you submit any personal data to these websites.

CHANGES TO THIS PRIVACY POLICY
Any changes we may make to our privacy policy in the future will be posted on our website, so please ensure that you are viewing the correct version.

Please contact us if you have any questions, comments or requests regarding this Privacy Policy.

Last amended May 2021.

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