Top Class Resourcing HR Business Partner Development Forum 9th September 2015 Dan Caro & Karen Clark
About this session
A short session on the value of great resourcing / talent attraction. • An opportunity to add great value to the business – hiring a good sales person / creative / a future leader. • It can also go very wrong, wasting time and money. Impossible to assess the cost of a poor hire. • Exposure to new customers, clients and employees. • Direct effect on your ability to attract employees and customers.
Employer Brand
Some thoughts… • Marketers are paid millions to develop brands for consumers. • What is it? (Differentiation, brand personality, market perception vs. reality and values). • Are you attractive? (How do you know? Do you ask why people join, leave and stay with your business?). • The employee contract – employer brand is the continuum through everything. • The brand you portray should run through the whole business and also recruitment process. • Poor brands will struggle to attract good people. • Social media (glass door etc.) have made the true employer brand visible and easily accessible. • Emotional engagement, employee commitment and behaviours – are these a true reflection?
What do you actually want?
Defining what you want An opportunity to set up for success, to clearly define the 'job order‘, ‘you want to buy some trainers?’ • What does the business need vs. what does the business want? • Are stakeholders aligned? • HR should advise / unscramble / challenge....be brave! • What is the purpose of the hire? • Create the spec • Set the criteria – do you want a do'er, change agent, leader or a foot soldier? • Define the outputs • Be clear about the essential technical requirements • Personal characteristics • What's the budget! BUT... • What does your 'perfect' candidate want? – candidate agenda vs. business agenda • What is the 'sell'....salary, career, culture, flexibility?
Assessment
What to consider? Once you have decided what you want, you can then think about how you assess for it. It’s important to have this clearly defined before you go to market as it will have a fundamental effect on how you go to market and how you manage your candidates. • The purpose of the selection...the tension between assessment and selling • Who is assessing? Who is it important candidates meet, who will sell the opportunity best? • How? There are a huge amount of selection options to consider – interviews / face-to-face / telephone / video link / assessment centres / ability and personality test. • Do you ask the right questions? • What is the process, how many stages (best practise suggests no more than three), does each stage have a purpose? • Feedback needs to be useful and communicated quickly (within 24 hours). • What is being collected? Referencing information? • Consistency.
Process
Setting out the steps
1.
You have a great brand
2.
You are clear about what you want
3.
You know what your 'perfect' candidate wants
4.
You know how you will assess them
How to you get them? (search / recommendation / internal vs. external / social media / multi agent etc.) • Who owns the candidate is vital • Walk hand in hand with the candidate and deliver against the process • Offer (the easy bit?) financial / emotional / aspirational • Plan B well treated?
What next…
What follows…
• Contact through notice period − counter offer scenario • Post Hire − on boarding starts now − has the employee contract been fulfilled?
Summary
Achieving great talent management
• Brand – get it right • Clarity – of message and process • Challenge – requirements, process, stakeholders • Assess – against actual requirements • Sell – authentically, consistently convincingly • Process – no short cuts • Deliver – ongoing engagement of successful candidate
Sources of talent
Search firms
NOT on same project!
Ongoing pipeline projects
Contingent agencies
In-house team or external providers
Good leavers Returners
Ensure: Referrals
from unsuccessful candidates who ’engaged’ for future pipeline / opportunities
Immediate Hire or Talent Pool
Prize winners
Conferences Attendee lists, business cards etc.
4. Joined up processes
Referrals
Industrial placements
- University undergrads - School leavers
Direct sourcing
In-house team
2. Quality of interaction 3. Great candidate experience
New employees
at target universities or other educational establishments
1. Consistency of employer brand
Thank you
If you have any further questions or comments, as well as any resourcing queries, please contact: Daniel Caro Director
Karen Clark Senior Consultant
Tel: +44 (0) 207 470 7106 Email: daniel@strategic-dimensions.co.uk
Tel: +44 (0) 207 470 7106 Email: karen@strategic-dimensions.co.uk
Strategic Dimensions HR Executive Recruitment
www.strategic-dimensions.co.uk
@StratDimensions