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The Future Recruitment Consultant

The incredible shift in the dynamics of the recruitment sector since 2008 has seen many companies re-examine the way they hire. Reports suggest that volumes in permanent hires have fallen whereas temporary recruits have increased. The rise of social media, and LinkedIn in particular, has not only changed how recruitment consultants source applicants but also the way in which candidates themselves build their networks in order to find opportunities. In a competitive environment how should a recruitment agency look to the future?

Thoroughly Identify Client Needs

Invariably the successful recruitment agencies will be those that are most able to understand the detailed needs of their clients, and deliver real value through their services.

In a sector which in the past has often been subjected to short sighted recruitment practice, where high volume and quick turnaround characterised many campaigns, clients are now looking at more sustainable measures.

The Rise of the Network

From a candidate perspective the value of the ‘network’ has never been more important. The ability to keep in touch with influential people throughout our career using social media, means that we are able to develop relationships with the companies we want to work with long before becoming employees. Many forward thinking organisations know who such people are as part of their talent acquisition strategy.

However, knowing your potential hires and achieving the best fit for a role are two different things. In order to ensure that candidates placed deliver the best fit, recruitment consultants can provide value through superior knowledge of the processes involved. At the very least a deeper understanding of the following four could help to provide real value:

1)      Company Strategy

A thorough understanding of the company’s strategy will enable you to understand further candidate requirements. Evidence of this strategy will form the basis of your decision making.

2)      Competency Frameworks

As well as understanding the competencies required in the role a strong framework will also identify the development needs of the potential employee and match these to the organisation. Such detailed understanding of the vacancy and the company will help to ensure new hires remain in post for longer.

3)      Behaviours and Skills

In order to drive success in an organisational context a knowledge of the behaviours and skills required in this, and future, roles within the company is integral to providing a thorough service.

4)      Cultures and Subcultures

Role tenure often comes down to the candidates’ ability to integrate into the established cultural norms of a company and department. An understanding of these from the point of view of the recruitment consultant will help to ensure that value is attained.

The use of evidence removes any bias in order to find the best person for the job. Despite the ongoing changes in the dynamics of the sector, and recruitment processes in general, the challenge of finding the most suitable candidate for the role is never going to be an exact science. Recruiters can however improve their ability and reputation by ensuring that the vast majority of candidates provide the correct fit. The use of evidence to help form these integral decisions will set you apart.

 

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Is Your Workplace Fit for Millennials?

Millennials will soon make up the largest share of the entire workforce across the globe. Born between 1980 and 1995, and having been raised in a time of significant change, their approach to work differs significantly from Generation X and Baby Boomers.

Baby Boomers have been in the workplace for the longest and, therefore, feel they can add wisdom to the workplace and they want to be recognised for the value they share. Research shows that Generation Xers tend to prefer independent work, where they don’t need to rely on others for input. Millennials, on the other hand, were born into a fast feedback, technological culture. They look for immediate feedback, innovative recognition for their work, a fun and flexible workplace, and the technology to facilitate their efforts. Millennials want to know that they are impacting the workplace on a regular basis.

Let’s review those four vital factors that will help you to make your workplace fit for Millennials:

  1. Give flexibility

 Millennials desire flexible working patterns that will fit around their social lives, but they are much more open than other generations to integrating their work and home life in a less traditional manner. With technology offering 24-hour access to work and home life, Millennials tend to look for seamless integration between the two, where they can work from anywhere at any time. Provided the work gets done on time and effectively, where it is done and when is irrelevant.

Millennials also desire broad workplace experiences that give them the opportunity to work on unique projects in varying locations. To facilitate this style of working, organisations need to create a mobile workforce that encourages employees to work across disciplines and teams.

  1. Access to up to date technologies

Millennials grew up in the technology boom and are used to using technology in all aspects of their lives. Not only are they used to using tech, but they are also accustomed to having access to the fastest, most up to date technologies in the marketplace. When Millennials come into the workplace, they crave technology that will facilitate their work, rather than slow, outdated systems that can hinder their progress. Access to up to date technology is equally important for learning and development of Millennials.

  1. Get creative about rewards

Millennials are the generation that want regular feedback that is task specific so that they can use it to develop their skills. They want to be recognised and rewarded when they perform well but monetary rewards aren’t enough. Provided pay is at a fair market rate; Millennial employees then crave more social and developmental recognition and reward for their work. Once pay is fair, rewards come down to the factors that employees see of value. This could be a being taken for a beer after work, being selected for a training course, being given public recognition, or even being selected for a secondment. The value isn’t in the monetary value; it is in the desirability from the employee.

  1. Friendships create impact

Team culture impacts more so than ever how employees operate at work. The Millennial generation is hugely social, both online and in person. Millennial employees want to create friendships in the workplace that make work a fun place to be.

Final thoughts

Every generation lives through a different social environment and that environment impacts how they view the world and work within it. Providing Millennials with some of the factors they crave for working effectively will make for happier and more productive employees.

 

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Flatter Structures and the Rise of the Individual: Is Performance Appraisal Fit for Purpose?

Over the last few decades, there have been major advancements in how the workplace operates. How we train and develop employees, how we communicate with people through various mediums across the globe, how leaders lead and managers manage have all contributed to the working environment we see today.

However, despite the changing face of the working world, the fundamental Performance Management structure has been around for decades. Albeit with minor add-ons such as 360-degree feedback and more structured performance conversations, the traditional once or twice a year performance appraisal remains and is an approach adopted by most organisations today.

Is performance appraisal still fit for purpose?

There has long been talk of the need to change how we manage the performance of employees. With Accenture famously scrapping their performance appraisal reviews and many other organisations large and small following suit, it seems executives realise that our current approach to performance management is no longer fit for purpose.

Why is change necessary?

With the trend towards flatter organisational structures, today’s workplace no longer requires managers to be managers in the traditional bureaucratic sense. Managers are now expected to guide, support and share information, rather than instruct people what to do and how to do it. Modern day management is about inspiring people to follow your lead using soft skills like relationship building, listening and understanding.

In today’s workplace people work together to get things done taking responsibility and ownership as individuals for their output and performance development, but with the guidance of management.

This means modern day performance appraisals should follow the same structure.

What does the future look like?

People want and need constant feedback to reflect the constant change happening in the working world. These days, performance management should be a two-way conversation between employee and manager and these conversations should happen regularly.

What can we expect for the new ‘performance appraisal’?

  • Performance appraisals will no longer be once a year. They will occur seamlessly as part of an ongoing dialogue between managers and employees. Nowadays, feedback can be constantly recorded about the individual from anyone, anywhere.
  • Performance will tie more closely to organisational needs. Flatter structures and the advance of technology means up to date information can be shared so that if priorities, goals and objectives change, they can adapt their approach to fit in with the broader company aims.
  • We will have fairer reviews. Because employees work with a wider range of people from many locations across the globe, many or all of the people they work with can share what that individual does well and where they can improve, cutting down bias and making appraisals fairer.
  • It will be easier to develop individuals. With technological capability, particularly mobile access, online learning and now the introduction of gamification, people can learn from anywhere at any time and in engaging and self-managing ways.

Final thoughts

Performance management is in a state of flux. People realise the need to manage how their teams develop and the work that gets done, but new performance management is about creating relationships with people to ensure their needs and the needs of the organisation are met simultaneously. The new performance appraisal is about leading performance rather than managing it.

Do you want to talk about your performance review criteria? Leave your details and we’ll get in touch.