Attracting the right quality and right quantity of people

by Fluid

March 2010

Page 2

Contents

3-4 Introduction to Fluid5-6 New rules of attraction7-9 21st Century recruitment10-11 Boomerang hires12-13 Exercise A14-15 Women16-17 Assessment and selection18-19 Exercise B20-22 Finding the best23-24 Case studies25-26 Conclusion and questions

Page 3

Introduction

Page 4

Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

Page 5

New rules of attraction

Page 6

New rules of attraction

• Go mobile• Use social media• Spread the word like a virus

Page 7

21st Century recruitment

Page 8

21st Century recruitment 1 of 2

• Line manager creates vacancy• Authorisation process completed• Recruitment team is notified of vacancy;

database search identifies suitable applicants already in system

• Advert written and vacancy exported to company website and intranet, job boards, agencies, advertising media

• Candidates begin online application process, answering pre-defined screening questions

Page 9

21st Century recruitment 2 of 2• Applicants who do not meet screening requirements

automatically notified; others complete online application and may send CV

• Applications received by the recruitment team or hiring manager

• Initial selection: successful applicants invited to interview, unsuccessful ones notified via automatically generated emails or letters

• Recruitment process could include psychometric assessment, further interviews, job-specific evaluations

• Job offers and contracts generated• New employees’ details exported to internal

databases

Page 10

Boomerang hires

Page 11

Boomerang hires

• Track how many employees leave the organisation and later rejoin

• Make it easy for employees to be able to return

• When someone hands in their notice, treat them well

• Conduct exit interviews, leaving the door open

• Keep in regular touch with your brightest ex-employees

Page 12

Exercise A

Page 13

Exercise A

Page 14

Women

Page 15

Women

• Business benefits of employing women• What makes an employer of choice for women?• Legally attracting more applications from women• Genuine occupational qualifications, skills and

experience• Finding the right people• Ensuring interviews are fair• Recruitment and selection processes• Welcoming and supporting women in the

workplace• Avoiding a backlash from other employees

Page 16

Assessment and selection

Page 17

Assessment and selection

• Competency-based interviews• Online psychometric testing• Structured interviews• Selection scoring processes• Work sample tests• Psychometric tests conducted in person• Literacy tests• Numeracy tests• Record keeping• Situational interviews

Page 18

Exercise B

Page 19

Exercise B

Page 20

Finding the best

Page 21

Finding the best 1 of 2

• Identify your weaknesses so you know which aspects of the organisation you need help with

• Decide whether your organisation will benefit most by hiring paid advisers or by taking equity-incentivised employees or business partners

• If you are offering equity to a potential partner, avoid ‘one-trick’ ponies. In other words, make sure he or she is an all-round commercial adviser rather than just being good at a specific task.

• Ask other small-business owners for recommendations on external advisers

Page 22

Finding the best 2 of 2• If you are a member of a trade body, find out if it

has any recommended advisers• Always ask for credentials and take references. If

you are appointing someone to help grow your business, make sure they have a proven track record doing it for themselves

• Ensure the culture and chemistry are right. Every organisation has its own style of working and will do best with an adviser who shares that style

• Ensure the person you have taken on to help is capable of growing with you as the organisation expands and don’t be afraid to part company with them of they are not

Page 23

Case studies

Page 24

Case studies

Page 25

Conclusion & Questions

Page 26

Conclusion

• Summary• Questions