Recruiting the right candidate can be time-consuming and, at times, expensive. But, when a candidate has spent lots of time and money of their own ensuring they give you the best possible interview, surely the least you can do is return the favour?
Why not find out more about LAB Profiling and see how it can improve your recruitment efforts.
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Though you may feel you already know the capabilities and knowledge of your staff, LAB Profiling can scientifically give you the information you need to determine their motivations and attitude. This will help you to redesign or adapt individual task assignments to make your staff feel both happy and fully challenged.
Instead of using “sticking plasters”, why not use a tool that takes each individual’s needs into consideration so that your team can go from good to great?
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The key to making a confident hiring decision, is to understand what behaviours candidates need to have to be motivated to do the job.
For example, if they are going to be troubleshooting and solving problems most of the time, the candidate needs to be motivated to prevent bad things from happening and have an Away From pattern. If they are more interested in moving Toward a goal, then they will not have the patience and determination to get to the crux of a problem. These two motivations move in the OPPOSITE direction!
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Getting the right person for the right job will always be a decision that takes time – and it is time that many employers simply don’t have, particularly when the process is now happening so often. Many experts feel that, with shortening contracts, outsourcing and automation, loyalty in the workplace is at an all-time low.
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Increasingly, as the selection process has become more challenging to deal with, employers need better recruitment and selection tools to understand what truly motivates candidates. One of the biggest innovations in recruitment selection is the LAB Job Profile.
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Employers have opportunities to be creative about attracting and retaining top talent in the recession.
Take the example of KPMG who have turned the doom and gloom surrounding increased tuition fees to their advantage. In September 2011, around 75 students will be given the chance to start a 6 year programme with the firm, during which they will gain both a degree through Durham University and a professional chartered accountancy qualification funded by the company.
More on Creative talent programmes subsidise rising tuition fees
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Googling candidates and making judgements on their character and suitability for a job prior to interview is now mainstream. That could change however!
A recent survey by Microsoft found that 40% of HR managers have chosen not to hire a candidate as a result of a negative online profile and a similar figure was found in a survey on behalf of graduate recruiters.
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Staff retention levels are costing the UK several billion a year. According to PricewaterhouseCoopers (PwC) staff turnover is running at 10.4% – higher than the USA at 7% and France and Germany at only 5%.
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The buzzword in HR circles is about how to manage change and talent more effectively. Is this is a post recession syndrome?
Change management has always been there and various methodologies have come and gone over time. Kurt Lewin’s model of change talked about “unfreeze – change – freeze” which is useful in thinking about the need to break down rigid ways of thinking. However it wrongly suggests that leaders can make people change.
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At a recent conference in London on Engaging with Employees and Managing Talent effectively, we debated how to retain talent before they are lured away by competitors or increasingly, becoming self employed consultants.
More on Hang on to your top talent – give them global assignments
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