Manage your employer brand with LinkedIn

With over 11 million users in the UK, LinkedIn is the country’s most popular employment site.  It is the most widely-used online tool for investigating career opportunities and has far more visits than any job board.  Any good candidate will do their research prior to applying for a role, and these days that includes looking up your organisation on LinkedIn.  Your company page should be set up to ensure these potential employees are attracted by your organisation, not turned off.

In this blog post, we look at how not for profit organisations can make the most of their LinkedIn company page to help make sure the best talent in the sector wants to work for them.  LinkedIn rolled out a new look for company pages to everyone last year, making it even easier to boost your employer brand.  And the great part is, with a small amount of effort, smaller organisations can look just as impressive as a larger employer, helping to level the playing field when it comes to candidate attraction.

If you haven’t set up a page yet

Although setting up a company page correctly may take a while, it is worth investing the time to have it done right from the start, as your organisation will appear professional and credible.

Before you create a new company page, check whether a page has already been started by one of your employees, ex-employees or supporters.  If so, you can ‘claim’ it and save confusion later on, as it’s very difficult to get a company page deleted once it has been set up and employees have linked to it.  Make sure you also check for alternative or misspelled versions of your organisation’s name.

Make sure you add a few employees as designated admins for your company page, so that there is always someone who can access it.  You’ll need to be connected directly to someone to add them as an admin.

Complete your profile

If you haven’t started filling in your organisation’s basic profile, click on the 'edit' button in the top right corner on your company page.

Filling out as much company information as you can will make your organisation appear professional and attractive.  If your company page is missing a postal or web address for your organisation, or doesn’t have a logo or any pictures, jobseekers are less likely to take you seriously as a potential employer.

Your company description should be a couple of paragraphs long and give a basic outline of what your organisation does, who it benefits and where you work.  You can use the specialties boxes underneath to list the different services your organisation provides.

Logos and images

• Cover image (646 x 200 pixels)

The new cover image option gives you an opportunity to add an eye-catching and attractive picture that visually summarises your organisation’s brand.  You could use it to show pictures of your employees, or to display changing messages supporting campaigns you are running.

Some good examples of cover images on non-profit organisation profiles include:
Sue Ryder
Breast Cancer Care
Mencap
Save the Children
Scope

• Standard logo (60 x 60 pixels)

This appears at the top of your company page.  The logo appears over a white rectangle, so logos with a white background will generally look better than those with a coloured background.

• Square logo (50 x 50 pixels)

This logo appears next to your status updates on the news feed of someone following your page.  It’s best to keep this consistent with the standard logo.

Products and services

Although LinkedIn calls these pages 'Products and Services', there is really no limit on what you can use them for.  As well as talking about the services you provide, you could include ways to show support, locations of charity shops, events you are running, or PR you have received.  It’s a good idea to include a ‘why work for us’ section, showcasing what makes you an attractive employer.

The top product or service in your list will also be featured on your company homepage, so make sure this is the one you want to emphasise.

Here are a few examples of charities using the products or services listings:
Mencap
Oxfam
Parkinsons-UK
British Red Cross
The Brain Tumour Charity

Status Updates

Posting regular status updates will make your company page much more engaging, as it gives a good idea of what your organisation does.  Status updates also appear in the news feeds of all the people following your organisation, so they can keep jobseekers and passive candidates in the loop.

You could post updates about your organisation’s campaigns, upcoming events, news, press releases or PR, blog posts or information relevant to your supporters.  And of course, you can post all your jobs as status updates.  LinkedIn charges for jobs posted on their job board, so this is a great way to get them on LinkedIn for free.

When you add a link to a status update, a picture may be automatically added.  If the picture isn’t relevant or looks rubbish, you can uncheck ‘include photo’ to get rid of it.  LinkedIn now allows you to share your own images or files, so you could post your organisation’s brochures or pictures from events.

Check your employee list

Under 'Careers' / 'View all employees', you’ll be able to see a list of everyone on LinkedIn who has listed your organisation as their current employer.  It’s worth having a look through here, as it may include ex-employees who have not yet updated their LinkedIn profile, as well as people who are not employees but claim to work for you, whether by accident or design.

Removing these people is a good idea as it prevents potential employees or supporters from contacting the wrong person.  The only way you can currently remove people from this listing is to use LinkedIn’s Remove Member Form.  You’ll need to include full name of the person and the URL for their LinkedIn profile, plus an explanation of why you’d like them removed.

Rolling it out

Once your LinkedIn company page is set up, it’s time to start collecting followers.  Whenever someone follows your page, they will see your status updates in their news feed, as well as notifications on jobs, joiners and movers within your organisation.  Make sure you include ‘Follow us on LinkedIn’ links or a button on your website, emails, newsletters etc.

Encouraging your staff to set up and use their own LinkedIn profiles can further extend your reach.  If you post a status update and your employees ‘like’ it, it will also appear in the news feeds of people connected to them.

Linkedin Board Member Connect

LinkedIn are currently trialling a new service that helps leaders of nonprofits find and connect to potential board members.  It includes free upgraded access to LinkedIn, webcasts and group membership.  Unfortunately, this service is only available to organisations based in the US at the moment, but hopefully LinkedIn will roll this service out to the UK soon.

TPP on LinkedIn

To keep up to date with what’s happening at TPP, follow our company page on LinkedIn, or connect directly with the consultants you deal with.

How to recruit staff outside of London

London has the highest density of charities in the UK and other not for profit organisations, and the headquarters for most national and international organisations are based there.  However, according to the UK Voluntary Sector Workforce Almanac, 81% of third sector employees live outside of the capital, with the highest rates of growth in employment in the North East, South West and Yorkshire & Humberside.

In recent years there has been a growing trend within the third sector towards the decentralisation of charity operations.  It makes sense to situate fundraising, communications and administration in the same location as service delivery, encouraging local people to support their own communities.

This has created a huge demand for skilled charity staff outside of London, which has prompted TPP to open a second office in the North of England. If you’re a charity based outside of the capital, or one with regional branches, how can you find local staff of the calibre you need?

The benefits of recruiting locally

Probably the main reason charities choose to recruit locally is to ensure that their employees come from the same background as their beneficiaries and can relate to them and the challenges they face.  Providing employment in the local area is also very important to regionally-based not for profits, and often helps support their charitable objectives.

Additional benefits include possible savings in travel or relocation expenses, overheads and even wages.  Plus, employees who live where they work can be more loyal, reducing your turnover and boosting productivity.

And the downside…

Obviously, the main downside to recruiting locally is that there is usually a much smaller pool of qualified candidates to choose from, making it a struggle not to settle for a less than ideal employee.  Some candidates may also actually prefer to work in London, and will treat your role as a stopgap until they can make the move.

Recruiting regionally, especially if you need to recruit for multiple locations, is also much more time consuming that recruiting in London, as the smaller pool of candidates mean you need to devote more resources towards finding them.  It can also work out more expensive, as you may need to advertise on both local job boards, as well as specialist sector boards.

So what methods can you use to find the candidates you need, while avoiding those who are not really committed to working locally?

Use local job boards / papers

Although it might be considered passé by some, local media is still the first point of call for the majority of the UK population when job hunting; according to the Newspaper Society, 72% of people would search using their local newspaper or website.  With over 1,100 local newspapers in the UK, this can be a great way to target jobseekers specifically looking for local jobs, and cut down on irrelevant applications.  Most print ads will also be run on the local newspaper’s website, so you won’t miss out on online jobseekers.

However, before you start running a classified ad campaign, make sure you check out the readership figures and application ratios for your local publications, as some publications are much more popular than others and represent better value for money.  If you are searching for candidates with a very specific skill set, local media may not be the right solution and a sector-specific national job board may work better.

Find local communities

Charity staff in regional areas often form groups to share ideas and information and to network with peers based in the same location.  Tapping into these networks can give you opportunities to advertise jobs and hunt for potential candidates.

Many third sector associations have special interest groups for regional charity staff, such as the Institute of Fundraising, Small Charities Coalition and CharityComms.  There are also membership groups specifically for charities based in a certain region, like Involve Yorkshire & Humber or the South East Charity Forum.

You can also search for regional groups of charity specialists on LinkedIn – these usually allow job advertising – or for online forums, such as those at Fundraising.co.uk.  Spend some time using a search engine to find organisations and forums in your target area.

Ask for referrals

When asked how they had found their current job by the Newspaper Society, the most common method was word of mouth.  Referrals have definite advantages as a method of recruitment, as existing employees are likely to know people in similar roles and locations to them and jobseekers are likely to place more value on a role recommended to them personally.

The easiest way of generating referrals is simply to keep your staff informed of any upcoming job vacancies, and ask them to distribute via word of mouth, email and social networks.  Offering a referral fee will help incentivise your employees.

Sell the benefits

When advertising a role in a regional area, make sure you emphasise the benefits of working in that particular location, especially if you are likely to be competing with jobs based in London.

One of the aspects of working that people in the UK dislike most is commuting, and just over a quarter (26%) would most like to work somewhere closer to where they live.  Capitalise on this by stressing the benefits of a significantly shorter (and cheaper) commute in your job description.  Working in regional areas can also give employees a more pleasant working environment and the benefits of living in a less urban environment.  Offering the possibility of a better work-life balance can be an extremely attractive draw, particularly for candidates with families.

Jobseekers often worry that taking a job outside of London will give them fewer opportunities for career progression, but this is a concern that can often be tackled in the job description.  Working in a smaller office can give them opportunities to take on more responsibility at an earlier stage, and having fewer processes and stakeholders involved in decisions means they can make an impact more quickly.  A smaller structure means that employees usually work more closely with senior management, and this can give them a better insight into the organisation’s processes which can stand them in good stead later on in their career.

Finally, if you are still having difficulties finding the perfect candidate, offering flexible working opportunities can make your role more competitive with those based in the capital.  The results of TPP’s Flexible Working Survey shows that flexible working options are highly valued by employees, but there is a real gap in what they want and what most third sector employers offer.  Capitalise on this by offering part time work, home working or flexible hours and your vacancy will be much more attractive.

Screen candidates thoroughly

Once your job advertisement has generated a suitable pool of applicants, you’ll need to screen them carefully, to make sure they are going to be committed employees.  The scarcity of job opportunities in the current economic climate means that some jobseekers will apply for regionally-based roles, even if they really want to work in London.  These employees are likely to be less loyal and leave as soon as a vacancy comes up in their preferred location.

Obviously, check where your potential employee currently lives and what their commute will be like.  Discuss any concerns with them at the first interview stage, to make sure they have a realistic idea of how long their journey will take.  As in any job interview, check that the candidate has good reasons for wanting to work in your organisation, and find out their plans for their future career.  Probe their reasons for leaving their previous employers, particularly if they show evidence of ‘job-hopping’.  Evidence of volunteering in the local community could be a good indication that the candidate is rooted in that region and likely to be committed to helping the local population.

If you find a particular candidate who seems ideal for the role, but you are in doubt about their commitment, consider offering the role to them on a temporary or contract basis.  This will give both of you time to assess how things work out.

Use a specialist

However many of these suggestions you follow, recruiting is always going to be harder outside the capital, and if your organisation has multiple locations with a regular turnover of staff it can be extremely difficult to build a pipeline of potential candidates for all of these areas.

Using a specialist recruiter can save you a great deal of time and hassle, and can ultimately save you money as advertising costs are included in the fee, which is only payable when a candidate is successfully placed.  TPP use a variety of methods to advertise our roles, including our own website and social media, specialist and national job boards, plus local advertising when required.  We also interview candidates prior to shortlisting, so you’ll only see CVs for people who can do the role.  All this is included in our fee.

Established in 1996, TPP Not for Profit has a wealth of experience in recruiting specialist charity employees.  Our second office has now made it easier for us to meet and interview both clients (to establish their requirements and assess their organisation’s culture and work environment) and candidates (all TPP candidates are interviewed in depth by us prior to shortlisting).  We already have a network of candidates actively looking for locally-based jobs, and can make the recruitment process much faster and smoother for you.

We cover all types of charity jobs, from fundraisers, social workers, healthcare professionals to communications and admin staff, in all locations across the UK.  We recruit on a permanent, contract or temporary basis for roles at all levels from Assistant to Director.

You can find out more about our regional recruitment services or our office locations on our website.  If you have a regional role coming up, please contact Ellen Drummond, our Regional Recruitment Manager on 0191 406 7121 or ellen.drummond@tpp.co.uk.

A round up of 2012

2012 has been an eventful year in charity recruitment; the shadow of recession is still affecting charity jobs, there have been several significant changes in employment law and nation-wide events gave us all extra holiday time.  TPP Not for Profit were busy throughout the year, volunteering and helping to support the sector in many different ways, as well as supplying high quality experienced charity staff.

In this round up of the past year, we look at what happened during 2012.

January

 
TPP.co.uk mobile site
TPP successfully launched our mobile platform, allowing our candidates to search and apply for jobs directly from their mobile phone.  It helped boost visits to the tpp.co.uk website, and January 2012 was our busiest month ever for jobseeker traffic, with over 22,000 visits (we’ve since passed 25,000).
TPP’s mobile site was also featured in Recruiter magazine.



Innovation for Fundraisers seminar
Presented by two leading industry experts, this free workshop for fundraisers looked at thinking creatively to diversify your fundraising and inspire your teams and supporters.
You can see the slides from the presentation here.

January’s blog post was on How to offer the right salary.

February

New gift aid declaration guidance
On the 24th February 2012, HMRC published updated guidance on Gift Aid declarations for charities and provided new declarations for donation forms. In this article, Wellers accountants take you through the changes to declarations and the best way to incorporate these.

Our February blog looked at how Part time workers can add value to your organisation

March

TPP HR Seminar - Employment Law Update
This seminar was presented by Julie Fewtrell, HR Consultant
You can see the slides from the presentation here.

Are your accounts compliant under the new charities act?
Since 1993 The Charities Act has been recycled through the House of Lords a further two times. The most recent being the Charities Act 2011, which came into force on 14th March 2012. In this article, Wellers Accountants explains which Act to refer and from when, and the differences between new and old. 17 May 2012



TPP raises £4k for Sense
On the 8th March this year 12 employees at TPP took part in the Sense 'Battleshops' Charities Corporate Challenge and raised £3,998 for Sense. You can find out more about the event or see our photos.


NCB CV Workshops
TPP employees provided CV workshops and interview advice as part of the National Children’s Bureau – Skills Development Programme.

Nick Billingham, Manager at TPP, was quoted in How to get hired as a head of fundraising on the Guardian Voluntary Sector Network

March’s blog dealt with Achieving diversity from the bottom up

April

Charity Marketing & Communications Salary Survey
The results of our Charity Marketing & Communications Salary Survey were released in April.  Based on data from over 500 roles, the survey maps out salaries for marketing and communications professionals in the third sector.
You can see the survey results here.






Marie Curie Cancer Care Swimathon
TPP staff members Shelley Hawkins, Emma Lucas and Jo Buckley all successfully completed the Marie Curie Cancer Care Swimathon on the 28th April and raised over £1,100.

Inca Trek Challenge
Charlotte Callin from TPP successfully completed the Inca Trek challenge and raised over £4,600 for the Rainbow Trust Children's Charity.  You can see photos from her journey here.

TPP’s article on Recruitment Trends in International Development was published in Bond Opportunities magazine.

April’s blog was one of our most popular ever and examined Interview questions you should avoid (and what to ask instead).

May

Launch of CPD Voucher
In May, TPP launched our CPD voucher together with the Institute of Fundraising.  All fundraisers successfully placed in a role by us now receive £100 to spend with the Institute of Fundraising to support their ongoing career development.

The CPD voucher has proved extremely popular with both our candidates and their new employers.  More details are available on our website.


KnowHow NonProfit published TPP’s guide on How to avoid illegal or innapropriate interview questions.


May’s blog post look at How many candidates should you interview?

June

Finance Seminar - Risk Management & Governance
This seminar was presented by Kingston Smith, one of the UK's top 20 audit and chartered accountancy firms.
You can see slides from the presentation here.

Flexible Working Survey
In June 2012, we surveyed 376 employers and employees across the sector, asking them about the flexible working options their organisation offered and the options they would most like to receive.
You can see the results of the survey here or see the article on our survey in Charity Times magazine.


To complement the publication of our Flexible Working Survey, June’s blog post was on Five ‘hidden’ employer benefits of flexible working.

July

IoF Convention
Once again, TPP sponsored the Job Board at the Institute of Fundraising National Convention 2012.  Thanks to everyone who came and visited us there!

 

Fundraising Salary Survey
The results of the 2012 TPP Not for Profit Fundraising Salary Survey were released in July.  Based on data from over 320 roles, the survey maps out salaries for fundraising professionals in the third sector. Find out more or read the full survey results here.




July’s blog topic looked at 17 ideas for measuring employee effectiveness.

August

  
The 2012 Olympics
The UK practically shut down for August, as everyone stopped work to watch the 2012 London Olympics and Paralympics.
As well as supplying hundreds of exceptional temporary employees to charities suffering staff shortages, TPP staff also went to cheer on the Olympic Torch.


August’s blog dealt with the The right way to check references.

September

Sophie Butler from TPP was quoted in the Charity Finance Function Survey 2012 from Charity Finance magazine.

Women in finance flagship event: Head hunters – realising your dream job
Rob Hayter, Associate Director at TPP, spoke at this event.  More details can be found on the ICAEW website.

The blog post for September listed our Top tips for managing employee departures.

October

Kingston Run Challenge
TPP Managing Director Tracey George successfully completed the 13k Kingston Run Challenge and raised £400 for Crohn's and Colitis UK.

National Minimum Wage Changes
The UK National Minimum Wage went up from 1st Oct 2012.  Find out more here.



Our article on Using LinkedIn to find your next fundraising job was published on the IoF Conference & Exhibition 2012 Blog.


Amendment to Audit Exemption Thresholds
The audit exemption thresholds for charities changed in October 2012.  Wellers Accountants took us through the changes.

TPP HR Seminar - Managing Culture and Risk
This seminar was presented by Ann McFadyen, Head of Training and Events at the Institute of Risk Management.  You can see the seminar slides here.

October’s blog post looked at Using behavioural interviewing to look behind the mask.

November

Part time Charity Jobs
Research in October from Skills Third Sector showed that while the overall number of workers in the voluntary sector is falling, the number of those working part time has increased. TPP could help your organisation benefit from part time staff.



Centrepoint Sleep Out
TPP staff members Danielle Lock and James Hunt braved the cold in November for Centrepoint's Sleep Out. You can view the photos here.





Institute of Fundraising London Conference
TPP presented at this event on 'Plotting your path to success - what you really need to make your fundraising career shine'.  You can view the slides from our presentation here.

Client Relations Manager Donna Newton took part in a walk to raise money for a Romanian Dog charity.  Donna is also a regular volunteer for Alaskan Malamute Rescue.

TPP Finance Seminar - Top tips for charities in an economic downturn
Our speaker for this seminar was Norma Stewart from Wellers accountants.
You can view the seminar slides here.

Movember
TPP Manager Nick Billingham grew a very fine moustache in aid of Movember.

Our November blog post was all about How to reject candidates without turning them off your brand.

December

Best Recruitment Agency
TPP has been shortlisted for Best Recruitment Agency by the Institute of Fundraising.  If you or your organisation are IoF members, please vote for us.
Why?  Find out more here.




DBS replaces CRB checks
Disclosure & Barring ServiceThe Disclosure and Barring Service (DBS) has now launched, following the merger of the Criminal Records Bureau (CRB) and the Independent Safeguarding Authority (ISA).  Find out more about how this change might affect you.

Coming up in 2013…

We’ve got more planned for 2013.  Here are a few things on the radar at the moment – details will be released in our email newsletters.

A new office to deal with regional recruitment
Having been inundated with requests from charities struggling to find high quality staff for locations outside of London, TPP are planning to open another office to help deal with regional recruitment.  More details soon…

More professional development seminars
We’re currently planning our calendar of free seminars for 2013.  So far, it’s likely to include HR seminars in spring and autumn and a seminar for finance professionals.  If you’d like to be sent details of these when they are finalised, please email marketing@tpp.co.uk

Talk to the leader podcasts
TPP is pleased to announce that we will be sponsoring the next series of Talk to the Leader podcasts from Bertie Bosredon.  In this series of podcasts, charity leaders reveal what they do and why they do it.  Find out more here.

Development Directors’ Forum
TPP will sponsor the meetings of the Development Directors’ Forum, a networking group for Fundraising and Development Directors in the South West region.

Free use of our boardroom
In 2013, TPP will continue to offer any not for profit organisations the free use of our Boardroom and interview space.  More details are on the website.

Thanks so much to all our clients and candidates for choosing to work with us in 2012.  We wish you all a Merry Christmas and look forward to a successful 2013!

How to reject candidates without turning them off your brand

All too often, when candidates apply for roles, they are never contacted if they are unsuccessful.  Even attending an interview does not guarantee you any constructive feedback.

When employers do send out rejections, they tend to be impersonal and non-specific, either through a lack of time or from fear of causing offence.  Failing to give feedback is one of the most common mistakes employers make.

Why bother?

This is especially important for not for profit organisations, as their employees usually overlap to a great extent with their supporters and donors.  You want candidates to feel good about your organisation, even if they are unsuccessful, so they don’t spread negative comments about you among their friends and relations.

Candidates also might not be right for one role, but could be a good match for a future vacancy, or could be a potential employee after they have gained skills and experience elsewhere.  Turning them off your employer brand means you’ll lose them as a potential candidate (and possible donor or advocate) forever.

Finally, if a candidate has taken the time to fill in an application form, or to attend an interview, it’s only polite to let them know the outcome.  It may even save you time in the long run, as you won’t have to field calls or emails from candidates following-up.

When should you do it?

Best practice is to give a candidate feedback as soon as you are absolutely sure they are not right for the role, and to let them move on as soon as possible.  You don’t need to wait until you have filled the post if you are sure the candidate isn’t right.

Many employers already know at the end of interview (either on the phone or in person) if a candidate is a definite rejection, and it can be a good idea to let them know right there and then.  Candidates usually have an idea if an interview has not gone well, and most appreciate candour and honest feedback.  By giving a candidate feedback at the end of an interview, you won’t have to spend time following up with them at a later date.

Very occasionally, the candidate will be able to counter your points, bringing them back into the recruitment process.  You don’t want to miss an ideal candidate just because they may be a nervous or inexperienced interviewee.

However, most employers still prefer to take some time after an interview to reflect on a candidate’s performance or compare notes, and contact them at a later date.

What should you say?

The rule of thumb is to make feedback as constructive and personalised as possible.  A standard email may be acceptable for candidates rejected prior to the interview process, but more detailed feedback is important for interviewees.

There is really no excuse for not sending at least an email to rejected applicants – most email software will allow you to set up a mail merge or autotext that enables you to do this in seconds.  At this stage, all you need to say is that there was a high level of response to the vacancy and that other candidates met the person specification more closely.

Sweeten the pill

When you’re giving constructive criticism to a candidate, whether on the phone or by mail, it’s always a good idea to start off with the positives and give them some compliments before you tackle the areas where they fell down.  Wherever possible, you should also end by repeating their strong points.  This softens the blow of any negatives and is more likely to leave them with a positive impression of your organisation to take away.

Be honest and specific

Unsuccessful candidates who have turned up for an interview expect and deserve a clear reason for their rejection, even if it is just “we have other candidates who better matched our requirements”.

Wherever possible, tell them exactly which areas of the interview they could have handled better - most will already have a good idea of where they struggled.  Make sure your reasons are concrete, not subjective like “I didn’t feel your personality would fit with the rest of the team”.  You also need to avoid any comments that could be misinterpreted, like “I didn’t feel you could handle the workload” that could leave you open to potential charges of discrimination.

Be candid but gentle in the language you use – being honest is not the same as being blunt and ultimately you want to leave the candidate feeling good about your organisation and about themselves if possible.

Don’t mention the person you decided to hire in any way, even as a comparison.  Feedback should focus exclusively on the person you are talking to.

Finishing up

To make the feedback process feel less one-sided and more of a conversation, why not ask the candidate to supply their own comments on the interview.  This can help head off problems with your recruitment process and gives you the chance to improve your interview technique.

If you are likely to consider the candidate for future opportunities, letting them know you’ll keep their details on file will help soften the blow of the rejection.

If the candidate has been interviewed, thank them for their time and wish them luck with their future job hunt.

Always sign-off from a person, not just “HR Manager” or similar, and give them a way to contact you for further details if they need to.

Of course, all this takes time

Using a recruitment consultancy like TPP will take most of the administration of recruitment out of your hands, freeing you to concentrate on your day job.

We do the initial sift through candidate responses to advertisements, only shortlisting the ones we are confident will be a good match.  We’ll also contact all unsuccessful candidates and pass on your feedback to them, ensuring they leave with a good impression of your organisation.

We’ll also pass on any comments they make on the interview process back to you, which can be extremely useful as candidates are also more likely to be candid with a third party.

For more information or to talk about a specific role, please contact the relevant TPP division.

Further resources

Some sample rejection letters:
Sample Letter 1
Sample Letter 2
Sample Letter 3

And some examples of how not to do it!
A job rejection letter to end all others
A famous rejection letter allegedly from the BBC
Rejection letter from a candidate