Recruit Potential Module 3 Successful Induction and Development

Module 3
Successful Induction and Development

WORK METHODOLOGY
Module 3
To discover how to become confident and competent in welcoming new staff (particularly those
recruited on potential) to an organisation.
OBJECTIVE

- Understand what is an Induction and its purpose
- Appreciate how vital an effective induction is for a staff member
recruited based on their potential
- Learn about the benefits of an effective induction programme
- Learn how to identify training and development needs for staff that
have been recruited based on their potential
- Consider the specific requirements of training needs analysis for
SMEs and small companies
- Understand what the different types of training methods are
- Understand what Workplace-based learning is
- Be familiar with new innovation in training methods
EXPECTED LEARNING OUTCOMES
MENTORING AS A TOOL
Module 3
- Understand and be able to implement an induction process
- Be familiar with and be able to complete an Induction essentials
checklist
- Be able to undertake a training needs analysis
- Understand how to collect and use the training needs data
- Be able to choose appropriate learning and training methods
- Have considered and know the options for training outside of your
company/organisation

Why Induction is crucial for your
“recruit potential” new start.
01 Induction Training
CONTENT
Identifying and analysing needs within the
organisation
02 Training Needs Assessment
How learning can transform organizations
03 Developing a culture of
learning
CONTENT

INTRODUCTION
The process wherein employees are introduced
and properly bedded into their new position and
work environment. The induction or orientation
process allows the new start to fully engage with
their colleagues and employer.
It is imperative for the employer to put in place a
specific training process which is tailored to the
needs of the new employee. This is especially
important for staff who are recruited based on
their potential. They will need training which is
“custom-made”, taking into account their skills and
deficits.
Induction
What is induction?

INTRODUCTION
You never get a
second chance to
make a first
impression
Anonymous
“
”
Introducing a new member of staff to their team and a new
role can be a daunting experience, for both employee
and employer. It is vitally important that the induction
process is done correctly as this can impact a new
starts job satisfaction, integration and productivity. A
good induction can help to prevent high attrition rates
in a workplace and this will result in good workplace
morale as the team bonds.
Induction
Why is it so important?

INTRODUCTION
With increased numbers of migrant workers in countries such as
Sweden and the Netherlands it is inevitable that qualifications
from other countries will fail to reflect the true ability of these
workers.
Effective induction should therefore enhance the skills which the
employees possess and link them directly to their new role
within the company.
By utilising the skillset which the new start already has SMEs and
employers can ensure that they make the most of their new
opportunity
Induction
Immigration

Induction promoting inclusion Language
When working in an environment where multiple languages are in use,
this can be difficult, especially for those who do not speak the native
language fluently.
Many call these scenarios, “language barriers”, however this insinuates a
negative therefore we should this term.
Instead of looking at the multiple languages as barrier, work places should
view this as a benefit. The more languages in the workplace, the more
customers your company can communicate with and service effectively.
It is the responsibility of managers, and any others in a position of power,
to take time out to learn some terms used by their migrant staff. This will
show the new staff members that their input is valued and that they do
not need to conform to everything about their new environment. This can
help them to feel more included and therefore more motivated at work.
Career Advancement
As with all staff, migrants should be given a clear outline of their career
predictions over the next three years, five years, as set out by their
manager.
As this may differ from their home country, managers should migrant staff
to highlight what their expectations are and how they can best be met.
Using a buddy system where migrants who already work for the company
support new recruits can promote inclusion quickly.

INTRODUCTION
Clear, Concise Communication
Ensure that all communications, whether emails or short reminders to staff, are well
written. This means that staff and managers should avoid using colloquialisms or short
hand which could make it difficult for migrants to understand and respond to these
memos. Keeping things clear and concise means that miscommunications can be kept to
a minimum helping staff to build good relationships.
Involvement
Your organization should be mindful of migrant representation in different areas of the
business. Including migrant recruits on marketing teams can ensure that your materials
and products have a greater reach and are applicable to the target market. It is important
to show your new recruits that their culture and insights can benefit the company. It is
also important for organisations to outwardly show their support, whether by donations of
time or money to charities that support migrant workers. This will highlight that your
organization is serious about its impact on the migrant community.
Induction and inclusion

Flexibility
Again, as with all staff members, should
migrant workers require a more flexible
schedule this should be something which
managers sit down and discuss with each
staff member.
This may only be agreed on a short term,
trail basis to allow new recruits to settle into
their new surroundings. This may assist
migrant recruits with securing child care or
gaining a qualification.
This type of support from an organization
can be transformative to the staff morale.
Organisations that are more flexible will find
that staff will be loyal.
Diversity Training
It is vitally important that all existing staff
members are up to standard with their
diversity awareness and that the workplace
is a safe and welcoming space for new
employees to grow. Diversity skills include
communication, this is something which
should be practiced by both non-immigrants
and immigrants to ensure that everyone has
a clear understand of acceptable behavior.

INTRODUCTION• Better integration into the team.
• Increased levels of job satisfaction.
• High levels of inclusion leading to loyalty to the
SME/Organization.
• Improved “job-fit” which reduces turnover and
absenteeism.
• Custom made induction enables deeper
understanding of the organization, their role and
the environment.
• Gives insight into objectives, culture, values and
how the organization works.
Benefits of a Good Induction

INTRODUCTION
Risks of not completing
an adequate induction
programme
Costs of hiring a new
recruit and retraining
High turnover of staff
lowers morale of staff as a
whole
Time wasted in training
staff who are not
retained
High attrition rate of staff
is negative for company
image
Disenchanted managers/
supervisors who need to
encourage and train staff
Lack of integration in the
team environment which
can lead to job not being
done properly
Costs of hiring a new
recruit and retraining
High turnover of staff
lowers morale of staff as a
whole

• Overview of organization
• Physical orientation
• Explanation
• Additional learning and training
• Introduction to One to Ones
A helpful guide to structuring your
induction…

0
1
This kind of introduction to the company can help the new
start to feel that they are becoming part of the bigger picture.
Overview of
the organization
A quick overview of the organizations history.
When it was founded, what its values are etc
Set out the objectives of the organization. This can be broken
down into teams and sub-teams as necessary.
This part of the induction process is important as this is your
chance to welcome your new start and make them feel like a
a valued member of the team
This will assist in retention and job satisfaction
later down the line

01
Tour of the office/department.
Help your new start to get the lay of the land
02
Introduce them to their new colleagues.
Tip: Give then some pointers at this stage on who to go to if they have any
questions. Knowing where these people are will put them at ease.
03
Brief them on where the fire exits are, the protocols
within the office and health and safety information.
This will give the new start some time to settle in and get a feel for the
office
Physical
orientation

01
Give a brief explanation of the departmental
organization
It is useful to state how the office is divided up and where managers sit etc
02
What is required of the new start within their role?
Highlight any probationary period and what will be expected in order to
pass this stage.
03
Performance Management Scheme
How will performance be gauged, tools which will be used to enable
development and how this will look in terms of career progression
Explanatory
introduction

Personalized development
plans can be helpful
Make information readily
available to staff
Additional
learning
and training
Give your new start a good
understanding of the
organizations intranet or any
other interactive learning tools
which will be useful day to day.
Encourage staff to
be innovative in the
way they work and
hear out new ideas.
Self learning and
continued learning are an
important way to develop
and sustain your
professional career

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Introduction to
One to Ones
One to One meetings are an essential way of tracking progress
for new employees.
They are also important for building a relationship of trust
between supervisors and employees.
From the employee perspective these meetings are a safe space
to voice any concerns, openly discuss their opinions and get
some constructive feedback in order to progress their learning.

01
2
General Template for use in
One to One meetings
One to One meeting
Team Member Date:
Department: Time:
Personal/ Notes: (Spouse, Children, Pets, Hobbies, Friends, History etc.)
Team Member Update/Notes:
Manager Update/Notes

01
2
Sample Questions for
One to Ones
 Tell me about what you’ve been
working on.
 Is there anything I need to do, and if so
by when?
 Tell me about your week – what’s it
been like?
 How are you going to approach this?
 Tell me about your family/weekend/
activities?
 What do you think you should do?
 Where are you on ( ) project?  So, you’re going to do “X” by Tuesday,
right?
 Are you on track to meet the
deadline?
 How do you think we can do this better?
 What questions do you have about
the project?
 What are your future goals in this area?
 What areas are ahead of schedule?  What are your plans to get there?
 Where are you on budget?  What can you/we do differently next
time?
 What did ( ) say about this?  Any ideas/suggestions/improvements?

01
2
Link to downloadable
one to one form:
For a useful template to help guide you through your
one to one meetings see the additional resources on
the Online Course Page.
Good feedback is
the key to success
Sr Canice Hamill
“
.”

Advantages of an
induction course
for larger groups
Gives consistent
induction and
orientation across the
board for all employees
Can use many interactive
methods to engage
employees
Saves time for
supervisors and
managers
Helps the
employees to
socialise and bond

01
What to avoid:
Information overload
New employees will
need things broken
down and taught in a
timely manner
Having the same speaker for all topics
Spread the responsibility between managers
and colleagues. This will ensure that the
presentations are engaging
Making unrealistic claims
When talking about career
progression, be realistic.
Using jargon
Speak in terms that employees
can understand. If there are
acronyms used in the
organisation explain these

01
2
Evaluation
It is important to monitor and evaluate the organisations
induction/ orientation process to ensure that it is meeting the
needs of the staff and the company.
Updating along with the every changing environment of the
organisation will be vital to the success of any induction process

01
2
How to adequately evaluate your
induction process:
Gather feedback from new employees
Identify any areas which could be improved
Measuring the success of integration of the new employees.
Using turnover statistics and exit interviews

How to conduct an assessment
Develop your Questionnaire
Ask staff to fill out pre-printed questionnaires.
Questionnaires should be tailored for individual groups as needs will vary
- Individuals thoughts on their training needs
- Areas where they feel there is room for improvement
Be Specific!
Training Need Assessment

01
2
Survey Methods
Main issues to consider when choosing a method:
Reliability, validity and dependability of information collected.
There are many options for surveys:
Questionnaires
Focus Groups
Online Survey
Reviewing Existing documents
Written survey
Individual interviews
Phone interview

Information readily
available to
employers. Easily
accessible within the
organisation
Work Samples observe and collate data based on the
work outputs from employees.
Performance evaluation helps managers and
supervisors to identify issues and pin point areas
which require improvement
Checklist of progress summarises skills and attributes.
These should be done on hiring and at 6 month/1 year
reviews. This gives an insight into the progress which
has been made by employees.

Quantify your results
Once you have narrowed down the specific needs of all of the groups you
will be better placed to see where there are outlying training needs.
It can sometimes be helpful to brainstorm with the groups what their
specific desired outcomes are.

- Step back at this stage and take stock of what
is working within the organisation. Highlight
the positives.
- Look into what can be improved
- Review the results
- Make decisions on what needs to be improved
- Put in place strategies in order to action these
points
Plan Ahead Implementation
Evaluation

01
Organization
Culture Structure
Technology
Values Leadership
02
Competencies
Knowledge Skills
Experience
Capacity Behavior
03
Performance
Goal Metrics
Feedback
Incentives Training
Areas which can be
impacted by TNA

01
2
Tips for conducting a successful Training Needs
Assessment
Prepare thoroughly
Ensure commitment from participants
Follow the structure which is pre-determined
Ensure the conductor of the assessment is engaging and has
excellent communication skills
Collate all of the results and digitise them for future reference.
Remember…. once you have completed your
TNA and implemented your new and tailored
training you will need to keep updating the
training as your organization grows and changes.
This is how you can successfully
maintain an efficient workplace
with happy staff!

What are “Gaps”
Required
performance
level
Training
Need
Current
performance
Level
They can include discrepancies
between the expectations of the
organisation and the reality of
what is being produced.
Employee desired job
satisfaction or progression and
the reality of this.
Existing skills and required skills

Invest in basic
research and recruit
the best minds
Ahmed H Zewail”
• Employees can empower new employees who have been recruited on their potential
by creating and enabling them to create their own Personal Learning Plans.
• The Personal Learning Plan is a document between employee and supervisor that
captures the professional and personal learning goals of the employee, aligns them
with organisational needs and priorities, identifies the necessary steps and resources,
and forms a plan to achieve those goals over the coming year(s).
• The plan is a living document that should be reviewed and renewed time and time
again based on changing goals as well as acknowledging those which have been
reached.
Empowering your employees

INTRODUCTION
Invest in basic
the best minds
Ahmed H Zewail
“
”
1. Learning needs – what does the new employee most need to
learn about in the weeks/months ahead?
2. Learning activities –what learning activities will meet these
learning needs, what help will you need and how long (time)
will it take?
3. Evidence of learning – How can you demonstrate learning
progress and achievements?
Personal Learning Plans – There are 3 steps to
Getting Started

INTRODUCTION
“
”
Personal Learning Plans – resources
Getting Started
A template for a personal learning and training plan- Look to
your additional resources

01
Then you need to:
Update training materials and courses
to ensure that staff are receiving all of
the support which is required from your
organization.
Find out what motivates staff; be it
monetary compensation or social
events with perks such as an end of
year Christmas party.
If there is:
A skill deficit
Lack of motivation
The results and what to do with them…
Once you have recognised the issues within the
workplace it is up to you to MAKE A CHANGE!

Then you may need to:
Find out what the exact issues are and
make positive steps to a more positive
workplace environment. Small changes
can boost morale.. Eg. Friday breakfast
club.
Ensure that there are no underlying
issues with this staff member and
reevaluate whether they are the right
person for the role or not.
If there is:
An issue with work environment
An issue with performance and
potential
Continue to make a change…
“Progress is impossible
without change, and
those who cannot change
their minds cannot
change anything.”
George Bernard Shaw

03Developing a culture of
training

INTRODUCTION “Collaborate with
people you can
learn from”
”
Taking on a new member of staff on the basis of their
potential can be greatly beneficial for all involved, however,
research suggests that different age groups generally have
differing attitudes and needs in relation to work; depending
on their personal circumstances in their formative years and
the nature of the economy when they joined the workforce
Supporting your new Team member
Why one size doesn’t fit all

• Recruit potential employers are in a unique
position to provide much needed guidance and
support for their new staff as this may be their first
experience working in this sector.
• In order to provide the highest quality guidance
for new staff, employers will need to be versatile
and show their willingness to support both
professional and personal development.
Supporting your new “Recruit Potential” staff in their
career and personal development

• Employers will need to take a particular interest in
creating an environment where the new staff feel
comfortable to open up and integrate into their new
team and environment. This will help them to feel
comfortable at work and will ultimately encourage a
productive and trusting relationship between the
employer and the recruit.
• Open communication from the start is essential. A
formal induction is important with employers
advising on the role and the training which the new
member of staff will complete in preparation for
their responsibilities.
Creating an environment
where learning is
encouraged is a major step
in supporting new staff.
How to support your new team member

The power of positivity
It has been said that young people can require
more regular positive and constructive feedback
than older people, this will be vitally important for
staff who have been hired based on their
potential.
These staff members may have disabilities, come
from disadvantaged backgrounds, or simply lack
the formal education which is preferable for the
job role. By encouraging staff via weekly catch ups
or having a system whereby effort can be
rewarded this will help staff to gain confidence
and build self-esteem in their new role.
“We all need people
who will give us
feedback. That’s how
we improve.”
Bill Gates

As a new start in the organisation there will be nerves and
some sense of being underqualified. However, new starts
also bring with them fresh and innovative ideas, they will
have enthusiasm and dedication which can be fostered
within the work place.
Employers should focus on the new starts existing skill set
and the strengths which they bring into the role. Fostering
attitudes of positivity within the work environment will
have a positive effect on all employees
Employers may consider providing a workplace mentor for
the Recruit Potential staff in order to give them an extra
level of support.
Positivity breeds positivity

INTRODUCTION
Invest in basic
the best minds
Ahmed H Zewail
“
”
o SME owners Organisation managers need to give clear
directions and instructions of processes and procedures.
o This requires a commitment to a work based learning/on the job
training
o Involves the Manager or supervisor working directly with the
new start to show them how to do things - do not just leave
them on their own to get on with it.
o Showing apprentices how to do things correctly and working
with them until they perfect processes will empower them.
Happiness breeds productivity

Positive feedback
It is important for employers to
give constructive feedback - offer
suggestions as to how problems
can be rectified and how processes
could be improved to achieve more
positive outcomes.
Satisfaction
Business owners should plan
regular meetings/talks with the
apprentice and ask whether there
is any difficulties they need help
to overcome this will increase job
satisfaction for the “recruit
Potential” staff members.
Productivity
Constructive feedback and
positive reinforcement for
staff when they are excelling
will help to increase the
productivity of staff members.

INTRODUCTION
“
”
• Acs as a role model
• Integrate learning tasks into work activities
• Manage the training needs and motivation
• Manage health and safety risks while training
• Meet with the training organisation regularly to ensure effective
delivery and assessment practice
• Monitor progress towards completion of the personnel learning
plan
How to support your new start…

How to support your new
“recruit potential” staff member
Manage the
training needs
and motivation
Lead by
example
Monitor progress
of the personnel
learning plan
Act as a
role model
Manage health and
safety risks while
training
Integrate learning
tasks into work
activities
Ensure effective
delivery
and assessment of
training

INTRODUCTION
“
”
It is important that the Experienced Employee within the
organisation has the below skills and qualities:
• The technical qualiﬁcation for the occupation involved
• Several years of work experience
• The willingness to participate in a train the trainer seminar and a
trainer aptitude examination
• The willingness to work as trainer in addition to ‘normal’ work
• Personal and social competences: interested in training young
people from a disadvantaged background
• Provides regular feedback and encouragement- Positive attitude
to work and training

Train the trainer- using experienced staff to train new starts
Benefits for the trainer or supervisor
• Acquire /new skills as a mentor or workplace coach
• Have the satisfaction of passing on their
knowledge and skills to others
• Enjoy seeing the new start develop their skills
• Develop a workforce of staff who are able to
complete delegated tasks
• Build work place relationships and foster a positive
work environment

Benefits of internal training for staff
“
”
“
”
The trainer/supervisor will also benefit from focusing on
developing their collaboration skills:-
• Team focused. To successfully collaborate, you need to be a team
player and think about “we” rather than “I”. A strong collaborator is
mindful of shared goals and group success.
• Generous. A great collaborator is willing to take the first step and
pitch in, even if they won’t get the spotlight. Generosity is also
an incredibly desirable leadership characteristic.
• Curious. Great collaborators are good at asking the right
questions. They don’t interrogate; they simply follow their natural
curiosity because they want to know more.
“
”
Job training
empowers people to
realise their dreams
and improve their
lives
Sylvia Mattews
Burwell

• Appreciative. The best collaborators express sincere
appreciation for all that team members have contributed.
They’re not shy about expressing this appreciation and
they give credit where credit is due.
• Listens to understand. Great collaborators listen
attentively to what is being said. But more importantly,
they listen to understand.
• Gives and expects trust. More than anything, highly
successful collaborations are built on safety and trust.
Great collaborators help create and maintain that trusting
environment. They give their trust freely and expect to
receive trust in return.
Internally training benefits

• Builds relationships; breaks down
walls. Collaboration is all about working together.
Strong collaborators see the value in being usually well
connected and work hard to build and maintain
relationships with others.
• Diplomatic. The best collaborators are diplomats.
They know that relationships are built on mutual respect.
Internally training benefits

INTRODUCTION
Invest in basic
the best minds
Ahmed H Zewail
“
”
Bytaking on a recruit potential staff member,
the organisation has the opportunity to
cultivate a culture of learning throughout the
entire organisation.
This section introduces some practical and
transferrable workplace learning that will
benefit the organisation, the new start and
other employees.
How recruiting on potential could
benefit the organization

Invest in basic
the best minds
Ahmed H Zewail
“
”
An enhanced ability to compete in the marketplace, a learning
culture enables and encourages the best information, solutions
and ideas
More effective leadership, because employees who love to learn
inspire others to perform on a much higher level
Improved job retention, because the work that everyone does
becomes more stimulating and engaging
Enhanced operations, because employees want to try out the
newest solutions and ideas
There are multiple benefits for an
organisation to cultivate a culture of learning

INTRODUCTION
“
”
A culture of learning in a company is a very
valuable asset that brings with it endless business
development opportunities.
For learning cultures to bring value, they need to
be embedded into all aspects of the organisation.
Nurturing a culture of continual improvement built
on appreciation and respect will help you drive
better results with your team.

INTRODUCTION
“
”
Employers are always learning but may not be aware of the
formal description of Lifelong Learning.
Lifelong learning is the "ongoing, voluntary, and self-
motivated" pursuit of knowledge for either personal or
professional reasons.
Employers can benefit from fostering a learning culture in
the organisation which will benefit the new employees and all
other existing employees. New and existing employees follow
example. Excellent leaders model the kind of learning
behaviour they would like to inspire in others.
Develop a passion
for learning. If you
do, you will never
cease to learn.
Anthony D’Angelo

Effective Questioning examples….
Some phrases for the Trainer/Supervisor to use to
introduce feedback and use effective questioning :
• ‘You made a good start, and then forgot to ….’
• ‘You’ve nearly cracked this.
• I know it’s a tricky one. Try …’
• ‘It might help to jot down the instructions next
time..‘
• ‘Well done, that was clearly explained.’
• ‘You’ve done a good job of that … now you need
to …’
• ‘I wasn’t sure what you meant by …’
Feedback should
be:
Positive
Constructive
Concise

Effective Questioning
Ask Easy Questions First:
To get new, sometimes nervous employees reveal their problems,
roadblocks, concerns, and feelings, business owners need them to
talk.
The more they talk, the more problems they will reveal. To make it
easy for people to talk, business owners should begin conversations
with questions that are easy to answer and ones that they know
their staff will enjoy answering.
Once they feel comfortable talking, the door will open to ask
deeper or more direct questions designed to trigger self-
awareness.

Effective Questioning
Be Empathetic - Follow Emotional Cues to
Problems:
A lot can be learned from listening to the
words that are often unsaid. Listening deeply
with your eyes, ears, and heart will lead you
to emotional cues like voice inflection, facial
expressions, and body language that indicate
that a story point or issue has emotional
significance. When you find these cues, use
follow-up questions to dig deeper. This is
where real problems, wants, and needs will
be revealed.
Empathy is key in these situations.

• The organisation must allow time for the
undereducated or inexperienced staff member
to get comfortable in their role and practise
their function.
• It has been shown that repetition of new skills
and tasks will build competence.
• Everyone makes mistakes, so expect mistakes.
Encourage the new employee and point them
in the right direction when they stumble.
Innovation and Learning in the workplace – it
takes time and patience!

• Little process changes can encourage
innovation and deeper learning.
• For example, rather than sitting down for
meetings, organisations might consider setting
up walking meetings.
• Steve Jobs and Aristotle were fond of taking
walking meetings. Not only will team leads and
manager get work done, walking can even
increase creativity and productivity!
Innovation and Learning in the
workplace –Small changes to make a BIG
difference

Encouraging
Peer
Learning and
Connections
US
The value of peer learning
and connections
What is Peer Learning ?
Learning with and from each
other typically involving
collaboration, problem solving
and teamwork.

How Peer Learning works within the workplace...
• Employees work cooperatively rather than competitively
• Involves more skilled employees imparting knowledge to
employees/learners, leads to a company/practical experience
being passed on
• Uses a team approach to workforce development and addressing
skills gaps
• Stimulates critical thinking and the workforce work together and
clarify ideas through discussion and debate

Benefits of Peer Learning within the workplace…
• Develops higher level thinking skills
• Enhances self-management skills
• Creates a stronger social support system
• Encourages alternative assessment techniques
• Create an environments where employees can practice
building leadership skills.

• Peer learning leads to more satisfaction with the learning
experience
• Encourages employee responsibility for learning and skills
development
• Promotes innovation in teaching and skills development
• Promotes social and professional relationships - great for
team building
• Helps the employee to master knowledge through practice
rather than through theory
Benefits of Peer Learning for “Recruit Potential” Employees…

• Promotes a positive attitude toward the subject matter
• Develops oral communication skills and social interaction skills
and encourages diversity understanding
• Creates an environment of active, involved, exploratory
learning
• Promotes higher achievement
• Established employers who have mastered their roles are
empowered to become mentors and instructors
Benefits of Peer Learning for “Recruit Potential” Employees…

Pairing New Starts with Employee Mentors
There are two main types of mentorship:
• Informal mentorship is where the mentoring relationship develops quite
naturally usually out of common interests, goals, and agreeable personalities.
• A formal mentorship which is one that is mandated by an outside third party
and possibly includes a forced pairing.
In some ways, organisations can incorporate both of these types of mentoring
when hiring staff based on their potential due to the fact that most new starts will
need an internal supervisor, but they often find themselves involved in informal
mentoring also to expand their knowledge and skillset.

Managing Talent
Given, on average, companies now
spend over one-third of their revenues
on employee wages and benefits,
managing talent has never been more
important.
It is important to use the tools set out in
this module to utilise the talent which is
within the organisation. This can help to
develop, grow and manage the new and
existing talent pool which each
organisation holds.
“Smart companies
recognise their
employees as their
greatest advantage”
Anonymous

Hiring, managing and retaining talent
Most organisations are aware that it is imperative that
they hire the best people for the job, as we can see,
this does not always mean the candidate with the most
qualifications.
Hiring from a pool of candidates based on their
potential widens the talent pool for these organisations
and means that they can be at the frontier of this
increasingly competitive economy.
While much effort is put into hiring and developing
staff - from student, graduates, immigrants to
experienced staff - retaining those staff, their skills and
their talent is both cost effective and essential.

Hiring, managing and retaining talent
Many organisations reduced their workforces in the recent
recession and are now lacking in certain areas which are vital for
the organisation.
Talent is a rapidly increasing source of value creation ..
• The ability to effectively hire, retain, deploy, and engage
talent—at all levels—is the epitome of a truly competitive and
innovative organisation
• With increased immigration rates and young people opting not
to go to university or colleagues in favour of practical
experience, recruiting based on potential is the future for
organisations.

3 Top Tips for Managing Talent
Many in business think that talent is highly sensitive to and
motivated by compensation and that monetary rewards are key to
their management. That is just one element of the mix. 3 top tips
for managing talent:-
1) Treat Them as Individuals - a unique, valuable individual.
2) Provide Opportunity Continuously -the biggest enemy for
talent is blocked opportunity as having to wait for a
opportunity e.g. if blocked from or have to wait too long for a
promotion or opportunity to work on a new project, they will
simply go somewhere else.
3) Praise and recognition - praise has to be individualized.

• Once training is complete, your new start will
become efficient in their role.
• This will be a great asset for your company. You will
have a person who has trained, worked and lived in
accordance to your company’s ideals.
• It may take some time for your new start to adjust,
but don’t be afraid to offer them new
responsibilities- this will grow their confidence and
help them to feel embedded in the organisation.
• Make them aware that they are a valuable part of
your business, make it clear to them that their
training, specific to your organisation makes them
specially qualified for their new role.
Retaining talent once they are fully trained

Congratulations, you have
now completed module 3!
You can now do the exercises, complete the quiz and/or check out the
additional learning materials
http://recruitpotential.eu/

Recruit Potential Module 3 Successful Induction and Development

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