Employers Corner


Questions To Ask Your Recruiter
  1. What industries do you cover
  2. What job areas do you cover
  3. Who are your main clients
  4. Which companies are you excluded from searching in
  5. What were the last 3 jobs you placed in this area
  6. How do you organise your search
  7. What is the salary range for the majority of the jobs you place
  8. What support do you offer candidates - help with interview techniques, advice on CVs etc
  9. How do you present data to clients on your candidates - use the candidates CV, write up a candidate spec
  10. What information do you provide to candidates with regard to the job and the company
  11. How do you identify suitable candidates from your database when you get a new assignment
  12. What percentage of assignments do you fill from your database without advertising
  13. Which job boards do you use
  14. What do you see as your role when it comes to the offer, salary and terms and conditions
  15. Do you use psychometric test to shortlist candidates, and if you do what is your feedback policy
  16. How do you keep your candidates informed
  17. What would you describe as your main strenghts
  18. What would you consider to be your major weakness in terms of this assignment
  19. What timeframe would you think we need to work on
  20. How would you suggest we go about filling this vacancy
And lastly, are you registered on HireScores.com?


Focus on Recruitment

A MODEL OF THE RECRUITMENT PROCESS

Identifying the need to recruit

  • All recruitment activities should be considered in relations to the overall resource needs of the department/business.
  • Consider the mid and long term organisation plans and requirements (in terms of both numbers and capability) in order to best decide if recruitment is required and what skills and capabilities you need to bring into the organisation

Defining the vacancy

  • Description of the job - its features and scope;
  • the necessary skills, experience and competencies required by the job holder
  • ideal qualities to be successful

Attracting the Candidates

  • Consider internal sources of candidates: seek candidates from inside the organisation via internal job boards, succession plans etc; identify staff for whom it would be a sensible career development move; consider returning secondees and potential redeployees
  • Consider external sources of candidates: Advertise the vacancy (online or print); your internet career page; do job board seaches; speak to job centres; encourage existing employees to make contacts for you; make contact with universities, careers services and colleges; use a recruitment agency or head hunter

Collecting the Data
Collect the information necessary to make a selection decision

  • Applications form
  • CVs
  • Traditional interview
  • Structured or behavioural interview
  • psychometric testing
  • references
  • assessment centre
  • Review applications and short list

Making the decision to appoint

  • Consider relative weightings and importance of the different requirements before trying to evaluate the candidates
  • Think about things that can be learned vs. competencies
  • Consider the risks involved in appointing a particular candidate
  • Make simple notes of your decisions in terms of why you selected and why you did not select
  • Agree terms and conditions of employment

Giving feedback
This needs to be considered for three groups:

  • successful candidates [why selected, how fits requirements, where training and development is needed]
  • unsuccessful internal candidates [why not selected, strengths and development needs]
  • unsuccessful external candidates [whether to give the option of feedback and what to say]

Producing an induction programme and initial personal development plan
This is a critical step and can make a significant contribution to:

  • the new recruit quickly getting up to speed and making a valued contribution,
  • reducing the disruption to the work of the other members of the team
  • ensuring a safe working environment
  • demonstration to the new joiner that they are valued

Reviewing the overall recruitment exercise

  • A review of the process itself should be undertaken by the recruiting team to ensure leaning for the future.
  • In due course a comparison of the job performance against expectations at the time of appointment should take place to enable evaluation fo the selection decision

Jointly reviewing performance
Regular joint reviews of the newly appointed individual's performance should take place every three months for the first year

Focus on Retention
The case for an organisation to focus on retention is compelling:
  • the cost of recruiting someone is very high - both in terms of direct costs (advertising, head hunter, relocation, hiring bonus etc) but also in terms of time (shortlisting, interviewing, inducting, training) and also in terms of lost productivity and impact (time taken to get up to speed, impact on rest of team etc)
  • there is a real cost to the organisation in terms of loss of corporate memory and loss of knowledge
  • programmes and change initiatives can slow down due to the need to divert resources to cover the job and need to remobilise the team, enjoin new members etc
  • the exporting of skills to other organistions, which are often your competitors
There are two main mechanisms for retention - discouraging leaving (negative retention) and encouraging staying (positive retention). They are additive so the more you do of one the less you need to do of the other.

The first is concerned with making it unattractive to leave the organisation. This includes

  • building retention into your incentive structures;
  • paying more than the competition;
  • locking people in via benefits such as very attractive pension terms, long term stock or cash options etc.

Some of this is 'good HR/Management practice' particularly if the approach is flexible and geared towards specific business drivers rather than just a 'blanket solution'. Whilst money has a place in an overall retention strategy, individual attention/development and innovation should also be applied. Clearly if an organisation can afford it, employees can be locked in through high pay and high bonus. The problem with locking someone in is that they may resent it, or even worse, you may regret it (and end up paying way over the odds to 'encourage' someone to leave). Ideally you want your people to want to work for you, not continue to 'hang on' at all costs.

Positive retention is around making it attractive to stay. Overall, a much more sustainable approach and one that will survive the odd business downturn. Positive retention requires a few things:

  • organisation focus
  • management skill and capability
  • good infrastructure, policies, tools.

Simply put, companies that cannot buy loyalty need to earn it. Some of the key ingredients can be quite intangible and it is essential that an organisation remains sufficiently in touch with its people to be able to identify needs and tweak responses.

Key elements of positive retention include:

  • making people feel valued
  • thinking about retention in a systematic and strategic way
  • measuring effectiveness at both retaining the people you wish to keep (and also losing the right people as well - retention is about retaining the people you wish to retain, and not necessarily everybody).
  • focusing on employee motivation - understanding and addressing underlying causes in a way that improves your employee productivity as well as their retention.
  • developing contingency plans for dealing with the loss of critical staff


Focus on Talent Management

The Business case...

  • Changing environment - turbulent markets, fast-paced culture
  • Growing scope/complexity of opportunities - high performing organizations will require highly competent, talented management, and professionals
  • Retention of key talent

The Deliverables...

  • Grow/build leadership pipeline
  • Identify & implement strategic developmental moves
  • Talent pool management
  • Enhance line ownership for talent management and people development

The Components....

  • Assessment of current and future organisation challenges and required capabilities
  • Define Organizational Needs in terms of people, numbers and capabilities
  • Assessment of performance & potential of people
  • Creation of Succession and Development plan
    Delivery of agreed actions/execution of plans
  • Measure perforance against agreed metrics


Resources Available on HireScores.com

In addition we offer the following resources for employers:

  • A knowledge centre which includes information and articles for employers as well as candidates and recruiters. Please let us know if there is anything you would like us to add to the centre
  • A forum which brings together recruiters, candidates and employers as well as employees, consultants and interims.
  • HR and recruitment consulting information in our consulting centre
  • A range of psychometric tools and advice in our psychometrics centre
  • Details of recruitment related suppliers on our suppliers directory
  • Details of various job boards in our job boards directory
  • A recruiters corner where recruiters rate the best and worst candidate and employer behaviours.
  • A site Features Page where you can submit a personal profile thus increasing publicity for your business
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