Rethinking Recruitment Hire not to fireBrand to attract

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.

Common attraction misconceptions “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.

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

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. Brand to attract

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. 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’ ? Hire not to fire

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? Rethinking Recruitment

Psychometrics Tests? Questionnaires The Power of or

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.

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

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

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!

A bad combination Questionnaires & 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?

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

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

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

Power of Psychometrics Discussion 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?