Tag Archives: Selection
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.
In this Inside Quest recording, Simon Sinek gives his viewpoint on the challenges Millennials are having adjusting to work, and what role leaders need to play to enable them to succeed.
Employee engagement is generally defined as the emotional attachment an employee has to his or her organisation and its goals.
The concept has been around for more than three decades, but currently a chief concern for businesses both big and small. In a 2014 Deloitte Global Human Capital Trends study, 78% of business leaders rated retention and engagement as either urgent or important. Additionally, a 2013 Gallup survey found that 87% of the global workforce is disengaged with their organizations. These findings, together with more recent studies, beg the question, how does an organization meaningfully enhance engagement?
The Case for Active Employee Engagement: Josh Bersin, is the Founder and Principal at Bersin by Deloitte, a leading provider of research based membership programs in the areas human resources, talent, and learning. In 2014, he wrote in Forbes about the importance of improving employee engagement. In part, he emphasized the need to move beyond reactionary and responsive approaches such as the traditional engagement survey.
More specifically, he noted that it is important to proactively build “…an organization that is exciting, fulfilling, meaningful, and fun by redesigning jobs, changing work environments, adding new benefits, continuously developing managers, and investing in people.” He went on to comment that such organizations “…make sure people are screened for culture and job fit (the wrong person cannot be ‘engaged’ regardless of what HR does).”
Improving Employee Engagement Using Assessment Tools: So how does one select the right person engagement-wise? One viable option is by utilizing pre-employment testing. Over the past decade, assessment specialists have witnessed a growing trend in which employers not only want a reliable analysis of a candidate’s job fit, but accurate predictions of culture fit including shared values. (more…)
Companies often complain about the unrealistic expectations of millennial workers, but heeding their call to action can improve the work environment for everyone.
The writers of this McKinsey report believe that it's time for leaders of organisations to stop debating the millennial problem, hoping that this supposedly exotic flock of sheep will get with the program.
Instead, they should see how questions and challenges from their youngest employees can spark action to help their companies change for the better.
Organisations are constantly searching for the secret to hiring the right employees.
They want a "killer question" that will reveal the true ability of the candidate during the interview (probably questionable for validity if not legality). They use quirky problems or puzzles they think will highlight the creative and enthusiastic candidates. They can spend thousands of pounds on multiple interviews thinking that surely, somewhere during the sixth interview, the candidate's actual personality will be (inadvertently) divulged.
The problem with this approach is that it cannot provide accurate information for a couple of reasons: first, hiring managers overestimate their ability to determine a candidate's skill set based on resumes and interviews, and second, few organisations identify in advance the factors they want to evaluate and measure in the interview.
The desire to get good information from interviews is understandable since most managers have made at least one expensive hiring mistake that cost thousands of dollars to fix and led to bad outcomes for the team and clients. And because managers in virtually every organisation use interviews to help make hiring decisions (Wilk & Cappelli, 2003; Ryan, McFarland, Baron, & Page, 1999), it makes sense to explore the challenges and benefits of the interview.
In this article, we will attempt to demystify the hiring process and provide tips on making a successful hire. (more…)
Assessment Centres are designed to help organisations select the best candidates for roles by testing their suitability using a variety of exercises and activities.
The following gives you an overview of what to expect when asked to attend an assessment centre and some advice on how to prepare.
Assessment centres can be used to recruit for any position but are most commonly used for graduate, management and skill-based roles, e.g. driving, writing, machine operating, etc. Regardless of the actual position being filled, the aim is to assess the candidate’s ability to do a job and/or their potential to develop abilities.
The number of candidates attending and the duration of the assessment centre can vary. Some last a few hours and involve a small, select group of people, whereas others can last several days and assess large numbers of applicants.