Attraction March 2010

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Half day interactive workshop for the hiring managers in a FTSE500 PLC based in the North West.

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Attraction March 2010

  1. 1. Attracting the right quality and right quantity of people<br />by Fluid <br />March 2010<br />
  2. 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-6 New rules of attraction<br />7-921st Century recruitment<br />10-11Boomerang hires<br />12-13 Exercise A<br />14-15Women<br />16-17Assessment and selection<br />18-19 Exercise B<br />20-22 Finding the best<br />23-24 Case studies<br />25-26 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />New rules of attraction<br />
  7. 7. Page 6<br />New rules of attraction<br /><ul><li>Go mobile
  8. 8. Use social media
  9. 9. Spread the word like a virus</li></li></ul><li>Page 7<br />21st Century recruitment<br />
  10. 10. Page 8<br /><ul><li>Line manager creates vacancy
  11. 11. Authorisation process completed
  12. 12. Recruitment team is notified of vacancy; database search identifies suitable applicants already in system
  13. 13. Advert written and vacancy exported to company website and intranet, job boards, agencies, advertising media
  14. 14. Candidates begin online application process, answering pre-defined screening questions</li></ul>21st Century recruitment 1 of 2<br />
  15. 15. Page 9<br /><ul><li>Applicants who do not meet screening requirements automatically notified; others complete online application and may send CV
  16. 16. Applications received by the recruitment team or hiring manager
  17. 17. Initial selection: successful applicants invited to interview, unsuccessful ones notified via automatically generated emails or letters
  18. 18. Recruitment process could include psychometric assessment, further interviews, job-specific evaluations
  19. 19. Job offers and contracts generated
  20. 20. New employees’ details exported to internal databases</li></ul>21st Century recruitment 2 of 2<br />
  21. 21. Page 10<br />Boomerang hires<br />
  22. 22. Page 11<br />Boomerang hires<br /><ul><li>Track how many employees leave the organisation and later rejoin
  23. 23. Make it easy for employees to be able to return
  24. 24. When someone hands in their notice, treat them well
  25. 25. Conduct exit interviews, leaving the door open
  26. 26. Keep in regular touch with your brightest ex-employees</li></li></ul><li>Page 12<br />Exercise A<br />
  27. 27. Page 13<br />Exercise A<br />
  28. 28. Page 14<br />Women<br />
  29. 29. Page 15<br />Women<br /><ul><li>Business benefits of employing women
  30. 30. What makes an employer of choice for women?
  31. 31. Legally attracting more applications from women
  32. 32. Genuine occupational qualifications, skills and experience
  33. 33. Finding the right people
  34. 34. Ensuring interviews are fair
  35. 35. Recruitment and selection processes
  36. 36. Welcoming and supporting women in the workplace
  37. 37. Avoiding a backlash from other employees </li></li></ul><li>Page 16<br />Assessment and selection<br />
  38. 38. Page 17<br />Assessment and selection<br /><ul><li>Competency-based interviews
  39. 39. Online psychometric testing
  40. 40. Structured interviews
  41. 41. Selection scoring processes
  42. 42. Work sample tests
  43. 43. Psychometric tests conducted in person
  44. 44. Literacy tests
  45. 45. Numeracy tests
  46. 46. Record keeping
  47. 47. Situational interviews</li></li></ul><li>Page 18<br />Exercise B<br />
  48. 48. Page 19<br />Exercise B<br />
  49. 49. Page 20<br />Finding the best<br />
  50. 50. Page 21<br /><ul><li>Identify your weaknesses so you know which aspects of the organisation you need help with
  51. 51. Decide whether your organisation will benefit most by hiring paid advisers or by taking equity-incentivised employees or business partners
  52. 52. 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.
  53. 53. Ask other small-business owners for recommendations on external advisers</li></ul>Finding the best 1 of 2<br />
  54. 54. Page 22<br /><ul><li>If you are a member of a trade body, find out if it has any recommended advisers
  55. 55. 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
  56. 56. 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
  57. 57. 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</li></ul>Finding the best 2 of 2<br />
  58. 58. Page 23<br />Case studies<br />
  59. 59. Page 24<br />Case studies<br />
  60. 60. Page 25<br />Conclusion & Questions<br />
  61. 61. Page 26<br />Conclusion<br />Summary<br />Questions<br />

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