How to Make a Good Hire
How to Make a Good Hire
January is one of the busiest months for recruitment, as many employees start the New Year looking to change roles. However, with the war for talent intensifying post Brexit in the UK, companies are struggling to source quality talent, with skills shortages across many sectors, including engineering, construction, financial services. In order to attract a diverse range of talent, organisations have been encouraged to also target their recruitment adverts to the over 50s as well as the Millennials, and to avoid words such as ‘dynamic’ in order to appeal to the older generations.
Despite this skills shortage and the advances in technology and processes, leaders and managers often continue to recruit using very basic traditional methods including the ‘mini me’ technique, offering roles to individuals whom they feel are like themselves, only to discover a few months down the line that the similarities in personality and style can be very frustrating and that these individuals may have the same key development areas as the very people who employed them. In addition, despite this recurring error, many organisations still rely on the unreliable (0.07) interviewing process alone and do not invest in relevant and robust Talent Assessment Tools, such as Personality Profiles and Occupational Tests as well as Competency/Behaviour/Situation based interviews, which can all provide an accurate overview of the likely working style, behaviours and potential of the candidate.
Despite all the research in to competence and behaviour and the wide range of recruitment and assessment tools available, so many companies still rely on traditional CVs and interviews, which concentrate on education, skills and work experience. Frequently managers and leaders are employed because of their seniority or technical knowledge, not on their ability to lead and motivate their teams. According to research by Gallup ‘only about one person in 10 has the natural talent to be a great manager’ and a staggering 82% of companies surveyed feel they have made the wrong choice of hire, which is often a very costly mistake.
Spotting natural talent and leadership potential is not easy, but Assessment Tools are highly beneficial in the selection process and companies who invest in them tend to have stronger brands, lower employee turnover and higher customer satisfaction levels. The cost of poor hires has been well documented, along with the ensuing challenges of trying to ‘move on’ the managers who were employed too swiftly or without a robust recruitment process. Poor managers and leaders can contribute to driving away quality talent as well as causing disengagement and damaging the brand and customer perception.
If you attain the right managers and leaders, who have been assessed according to proven global leadership and management competencies and associated behaviours, they are highly likely to be able to inspire and engage team members and achieve significant business growth. According to Gallup, with the right management hires organisations can achieve 27% higher revenue per employee than the average. By using a structured and scientific approach to selection with Assessment Centres and psychometric tests at all levels, organisations can predict future potential, obtain objective decisions, build strong initiatives in Talent Management and Succession Planning, tackle unconscious bias and diversity as well as reducing future performance management issues. With the right managers in place companies tend to see 70% higher engagement of their employees, as they are able to align their teams and performance with the strategy in order to improve overall effectiveness, staff retention and business performance.
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