Tag Archives: Process
Paul Bridle interviews Alexander Petsch, Managing Director of Spring Messe AG about the importance of people in business.
More and more organisations talk about the importance of their 'values' - yet few thing about these when recruiting new members of staff.
‘Values-Based Recruitment’ is essentially a means of assessing to what extent an individual’s approach, attitudes and motives align with the demands of the job, the values of the business and the culture of the working environment.
More enlightened organisations would argue that attending to these factors as part of their selection process has always been important to them. Although they might not have called it ‘Values-Based Recruitment,’ these organisations explore a 'values match' during their selection processes in some way or another, even if it’s not in a very deliberate or systematic way.
Take the first two diagrams below which convey two typical approaches to recruitment.
In Figure 1, experience is given the most attention (i.e. Does this applicant’s experience and qualifications indicate that they will be able to undertake this role successfully?). Some attention is paid to values, but it tends to be focused on ensuring that no obviously negative values are demonstrated (i.e. Was the applicant rude to the receptionist? Did they misinterpret one of our strategic objectives?) as opposed to actively trying to identify a set of particularly desirable values (i.e. Did they demonstrate commitment to our corporate message?
Do they keep up-to-date on the issues that our organisation cares about?)
Induction is a vital part of taking on a new employee.
Many employers understand the value of settling a new employee into their role in a well-organised induction programme.
A lot of hard work goes into filling the vacancy or a new role, so it is worth working just as hard to make the new recruit feel welcome, ready to contribute fully and want to stay.
ACAS has produced a guide which goes through the stages of settling in a new employee once they have accepted the job offer.
Recruiting and interviewing for new staff is easier if you spend time preparing and setting up appropriate business processes.
Before you begin recruiting, you need to develop a job description so you know what kind of person you're looking for and what skills and knowledge they must have.
This may sound obvious - but in lots of cases, this really important discussion is missed out and an old job description 'dusted off' rather than there being a robust analysis of what the job is and they type of person required to fill it.
You can recruit staff yourself, or you can hire a recruitment agency. If you decide to hire a recruitment agency, you should ask your colleagues and business partners to recommend a reputable recruitment agency that has experience with your type of business. (more…)
Many leaders recognise the value of a SWOT analysis for their companies. Understanding a business' Strengths, Weaknesses, Opportunities and Threats gives leaders a new perspective on what the organisation does well, where its challenges lie and which avenues to pursue.
However, few people realise that a personal SWOT analysis can do the same for an individual in pursuit of his or her career goals.
The SWOT analysis was first devised as a business tool in the 1960s by business icons Edmund P. Learned, C. Roland Christensen, Kenneth Andrews and William D. Guth.
In 1982, Heinz Weihrich took it one step further, constructing a 2-by-2 matrix to plot out the answers to the four key questions for easy comparison. Strengths and Weaknesses were across the top, and Opportunities and Threats in the bottom row.
This remains the most common and effective way to conduct the analysis. (more…)
It is vital that when recruiting new members of staff you follow an agreed process that meets all current legal requirements.
This example Recruitment & Selection Policy needs to be viewed alongside any current employment law and your own internal policies and procedures.
Most employers fully appreciate that the success of an organisation can hinge on its staff.
But, finding and keeping the right number of employees with the necessary abilities and attitudes requires skills which can sometimes be undervalued, overlooked or simply rushed.
This guide, produced by ACAS, is aimed at employers looking to handle recruitment themselves - whether they are the owner of a small firm, the head of a department in a larger organisation, part of a human resources team, or a line manager/supervisor.
It will also help no matter if the involvement is in some or all of the recruitment process.