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Rethinking Recruitment

Rethinking Recruitment. Brand to attract. Hire not to fire. Background. A raging war for talent. Not a passing phenomenon. Retention is harder. Recruitment increasingly important strategy. Recruits need to ‘hit the ground running’. Recruitment mistakes are expensive and can be disastrous.

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Rethinking Recruitment

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  1. Rethinking Recruitment Brand to attract Hire not to fire

  2. Background • A raging war for talent. • Not a passing phenomenon. • Retention is harder. • Recruitment increasingly important strategy. • Recruits need to ‘hit the ground running’. • Recruitment mistakes are expensive and can be disastrous. • Brand to attract the right people. • Common hiring traps to avoid.

  3. Common attractionmisconceptions • “People are your most important asset”. • The right people are. • Remuneration is the driver. • The ‘brand’ belongs to the marketing department. • The right people will beat a path to your door when you advertise. • Reputation proceeds you.

  4. Brand to attract • Markets ultimately determine movement. • PRODUCT: • Old covenant is dead - share responsibility for employability. • Gain credibility by developing career resilience/mentoring/development programmes. • Job design / customisation. • Team & Social environment. • Analytical approach at people management. • Retention of existing people

  5. Brand to attract • PRICE: • ‘Golden handcuffs’ no longer working. • Creative benefits. • PROMOTION: • Highly targeted effort at specific people. • Recruiter - Who you use and how they recruit says a lot about you. • Useful material – brochures, websites etc. • Continuous refreshment of talent. • PLACE: • The environment.

  6. Hire not to fire • The approach: • The art of hitting a moving target. • Avoid being reactive. • Unrealistic specifications. • Internal delegation. • The CV & Interview: • Believing in W.Y.S.I.W.Y.G. • Unstructured interviews. • ‘Just like me’ syndrome. • Beware references. • Political pressure. • The correct assessment tools.

  7. Hire not to fire SOME TIPS • Courage to set high standards. • When in doubt, don’t hire, keep looking. • When you know you need to make a people change – Act. • Be rigorous. • Selecting a recruiter: • Ethics – whose paying? • First impressions. • ‘Consultant’ ?

  8. Rethinking Recruitment Discussion points: • How have you been building your ‘brand’? • Have any of you faced recruitment traps in the past and how did you overcome them?

  9. The Power of Psychometrics or Tests? Questionnaires

  10. Introducing Psychometrics • A system of testing personnel to measure abilities and personality. • CVs and interviews are not good enough anymore. • This is NOT a new system! • 1997: Institute of Personnel & Development in UK study found that 85% of Personnel Directors used Psychometric tests.

  11. The Benefits of Testing • Gain immediate insight • Save by recruiting the right person • Eliminate the bluffers • Testing is cost effective • Build an effective team • Pin-point training and development needs • Delegate more efficiently • Identify promotion potential • Learn how best to appraise that individual • Testing is a versatile tool

  12. Beware! • 80,000 different systems. • Briefcase operators! • Question validation and training. • Issues of reliability. • Research on stability.

  13. Questionnaires • MBTI, Thomas, OPQ, PI. • Behavioral style and self-awareness. • Uses: • Team dynamics. • Internal conflict resolution. • Cultural issues. • Communication styles. • Stress management. • Not for recruitment decision-making!

  14. A bad combinationQuestionnaires & recruitment. • Relying on candidates self-analysis. • Subjectivity and second-guessing. • Influence of mood. • Cultural and gender bias. • Generalised reports. • Stability. • What about ability, skill and potential?

  15. Ability & Personality TestsThe Morrisby Profile. • IQ, ability, personality – half day assessment. • BPS 1992 review. • Development since 1942 – long-term studies. • 1996 survey Department of Education & Employment, UK, 97% accuracy rating. • Unique and integrated reports. • 450 professions profiled. • Confidentiality. • Culture & gender.

  16. The Tests Compound Series General Introduction The General Abilities Verbal, Numerical & Perceptual The Practical Tests Spatial & Mechanical Awareness, Mental Flexibility, Inner Conviction, Outer Confidence Personality Tests

  17. Uses & ReportsMorrisby Profiles • Recruitment & selection. • Team analysis. • Staff development and guidance. • Full management profile. • Sales / administration / technical profiles. • Career guidance for out-placement.

  18. Power of PsychometricsDiscussion Points Psychometrics can add considerable value to your organisation – if chosen well and used correctly. • How important are the test results when deciding on recruiting a candidate? • Should we disqualify candidates who refuse to be assessed? • What can psychometrics not tell you?

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