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Key Lessons of 2020: Recruitment & Retention

10/12/2020

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2020 will be forever known as a year that drastically changed our lifestyles, how we lead our lives and our working practices. In this series of three articles for December, we’re taking a look back at what 2020 threw at businesses across Ireland. First up - Recruitment & Retention.
 
How 2020 Started Vs How It’s Going…
 
At the beginning of 2020, Irish business was strong; the days of the financial crash were long behind us, unemployment was at its lowest in years and Irish living standards were continuing to rise. Then Covid-19 struck.
 
Unemployment has certainly risen during the pandemic, and whilst the true picture of the state of our unemployment rates has yet to be painted due to the continuing financial support packages available, it’s clear that the pandemic has made incremental impacts on industries and jobs across a wide range of sectors.
 
Particularly during the first wave of the virus, it seemed like everyone’s LinkedIn profile picture featured an ‘open to work’ banner whilst our news feeds were filled with posts from professionals spanning across generations of a career, all in need of some work.
 
As we come near to the end of 2020, your HR team will have been challenged with remote recruitment and onboarding through to organising lay-offs and redundancies, whilst also trying to motivate the remaining staff to retain the skills and talent that help lift your company to success.
 
Let’s explore our key lessons about recruitment & retention in 2020:
 
Lesson #1 - Remote Interviews Are Here to Stay
 
Whilst major firms have used remote, virtual interview tools for quite some time now, many Irish businesses had to move to remote interviews rather reluctantly as the pandemic drew on.
 
It’s important to note that while some second stage interview processes may take place in person as we attempt to recover from the pandemic, companies should understand the expectation that remote, virtual interviews, at least at initial stage, may be here to stay.
 
For your HR team, this may be the breathing space they need as your business moves into 2021 and may want to begin hiring again. Recruitment is a time-consuming process; remote interviews can cut out the unnecessary time wasting of booking and setting up interview rooms, and give your HR team back some time to spend honing their interview practices.
 
Lesson #2 - Invest In Online Onboarding Tools
 
While 2020 for many businesses meant to beginning of a swathe of unfortunate redundancies and lay-offs, for others the boost to online shopping & e-commerce trends meant a boost to their teams as they began scrambling for new team members remotely.
 
While most employees will seek a hybrid model of workplace hours, both in the office and at home, your business should consider serious investment in online onboarding tools.
 
Not only will this help protect your hiring processes if the Covid-19 crisis continues throughout 2021, but it will also help to streamline your training & development of new staff members. Whether you are a small business or a larger organisation, online onboarding can help provide consistency to new colleagues and ensure they are ready to drive your company to further success through enhanced skillsets from the outset of their career with your company.
 
Lesson #3 - Always Put Your Staff First To Boost Retention
 
As the country went into Lockdown in March, we saw the best & the worst of what can happen when a business is in crisis mode. Often financials come first, throwing care for employees to the wayside.
 
Regardless of the impact 2020 has made to your business, there is no excuse for this to happen again. If you want to retain staff in 2021 and beyond, putting them first is key.
 
Plan for similar worst case scenarios - whether this means having a clear and robust lay-off/redundancy package in place, strong supply chain partners that can provide the right work equipment if forced to move employees to full remote working again or a workplace wellbeing initiative that can help employees in the office or at home. Whatever your planning consists of, make sure it puts staff first to help retain your key skillsets for years to come.

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Onboarding New Recruits In Lockdown

26/5/2020

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While many companies, suffering from financial strain, have put on hold their recruitment, others need to fill positions, both now through the lifting of lockdown. A quick search on Indeed Ireland found over 17,000 jobs currently being advertised – the world hasn’t stopped turning. Life goes on.

Luckily, technology is on our side. With modern video communication tools, online tests & virtual recruitment tools available, this article will focus on how best to support your HR team during lockdown and how to ensure you do not miss out on talent that you will need to elevate your business long after lockdown finishes.
 
Why Should You Still Recruit?
While much of the media rhetoric has focused on the job losses and the struggles of small and large businesses up and down the country during this pandemic, your business may still need to fill positions. Whether you’re in need of the latest software developers, or you’re a restaurant-turned-food-retail-enterprise, fighting to survive, there are a multitude of reasons why you might be looking for talent.

But how can you onboard new staff when you exist in a world two metres apart, fretting over whether a journey is truly ‘essential’?
 
Video Is Calling...
We’re are all now too familiar with those peculiar jingles of a video call. Zoom, Teams, Skype, Facebook, WhatsApp... the list goes on and on. It’s time to grab this technology and maximise its use. Get your best interview questions ready and get the video interviews organised.

Yes, it might be a bit different than what your HR office is used to; no hand shaking judgements, office introductions. But during these unprecedented times, your new recruit will have to begin their working life with your company from the comfort of their own home, with their own device and communicating through video.

Holding interviews via video shouldn’t be much different to the real, in-person thing. While you may be worried that you could misjudge a person’s character by just a phone call, video provides the opportunity to correctly judge someone’s personality, monitor their body language and eye contact, and get a better grasp of their experience.
 
Online Testing
Depending on the advertised role, one or several video calls may suffice during your Covid-19 onboarding process. However, if you want some extra reassurance, you could investigate implementing some form of an online test. From sophisticated question and answers tests that have been pushed in the online application processes of large supermarket chains such as Lidl or Tesco, through to simple long-form answer forms where you can get an initial feel for the candidate, this will help your HR team to differentiate who you should take the time to video call and consider for the role, and those who may not be fit for the position.

Schools & universities have been quickly forced to implement online exam testing for students. Just like this, your business should consider online testing tools that could help you to identify the right recruits and aid your business during a post-lockdown period for your organisation.
 
Found the Recruit? Time to Onboard
You’ve successfully held the application process, video calls and online tests. Lockdown may have eased by this point, but most likely it will still not be safe to onboard this new colleague in the office. Time to onboard from home.

Ensure you have a structured plan in place. It is always a stressful process beginning a new job with colleagues you do not know and possibly new skills to learn. While your new staff member might have to worry about the morning commute, it is still crucial that you as a business can best support them during the lockdown.
Organise video calls with the people or teams that they will be working with; your colleagues should know they have gained a new staff member and be encouraged to help train them. Why not organised an evening Zoom quiz to help your new colleague get to know the others better?

Having an effective online onboarding plan in place will ensure your new recruit feels valued by their new workplace and has equal opportunities for training and development that they normally would have access to pre-coronavirus. They will feel much more comfortable when the time comes for lockdown to ease and a return to some form of previous working practices.
 
 
 
 
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Making 2020 A Success: Master Recruitment

10/1/2020

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2020, the year of the rat & the beginning of the 12 animal cycles of the Chinese Zodiac. What has this got to do with HR & recruitment exactly? It means a year of new beginnings & renewal. Any clearer?

Recruitment is a massive challenge across the globe, but especially in Ireland – unemployment is now at its lowest in 13 years, 4.8%. Workers are mobile, untied to their current employers & on the move – on the hunt for new beginnings & renewal. 

In this uncertain climate, businesses are in need to keep a 2020 vision on their recruitment outlook; to keep an eye on the challenges the year might bring for talent retention, to see where the organisation could be losing valuable skills.

Use this year of new beginnings & master your recruitment – make 2020 a success. 
 
Ireland’s Top Hiring Challenges 

Recruitment is a lengthy process, both for the candidate and the HR team. Sifting through CVs, organising interviews and drafting offer letters, this costly, time-consuming part of any business brings with it a multitude of challenges: 

Hiring takes too long - in this market of low unemployment, talent is snatched up quickly. Over-complicated, lengthy recruitment processes that exist within various sectors across Ireland can put candidates off, leading businesses to lose out to competitors.

Cost of living is too high - Dublin now costs more to live in than London, Vienna or Vancouver. For the rest of Ireland, the cost living could be set to rise by up to €1,300 if a Hard Brexit were to take place. With the availability of talent in Ireland at its lowest since the Celtic Tiger, businesses are being forced to seek skills abroad. The cost of living will only hamper this search.

A lack of talent retention costs - the expense & time of hiring is only half the battle. When a business loses a professional, the HR team must begin the battle again, costing your organisation time & creating further expenses incurred from this loss of talent.
 
Master Recruitment in 2020
So, 2020 is all about a year of renewal and new beginnings. Here’s how you can take a renewed approach, master recruitment and make the year an HR success:

  • Invest in HR & Strategy
Take a 2020 vision of your recruitment processes. Ask yourself is it too long? Should application steps be reduced or combined into the one assessment? How can you maximise your HR team further by streamlining these processes?

Consider the time of year and the periods that are heavily recruitment-driven - does it suit your business better to recruit during short, concentrated bursts, or would it be more beneficial for your HR team to recruit continually throughout the year?

Recruitment marketing, especially online, is one of the largest growing sub-sectors as we move towards 2020. Is your organisation relying solely on its HR team to find your talent? Why not get your marketing staff involved, working together with HR to promote your job roles further and to help attract a larger pool of talent?

  • Invest in Talent Retention
The buck doesn’t stop once the offer letter is agreed and the contract signed. That’s just the start - retaining your talent, marketing your brand both externally and internally is crucial. If your staff aren’t proud to work for you, or do not consider their position valuable, they will simply move on to the next role.

Take talent retention as seriously as your recruitment - deal with existing employee issues swiftly to keep job satisfaction and morale at a high and staff turnover to a low.

Ireland’s cost of living - whether you like it or not, your business alone won’t be able to do much to change this overnight. But there are measures you can have in place to make life easier for your current staff and aid your HR team in their battle to find you the right talent.

If you are city-based, the cost of living is more likely a bigger issue for you than your rural counterparts. Consider introducing flexible, remote working for employees, providing them the option to avoid the commute during parts of the week. If you have the budget, why not weigh up the benefits of investing in a rural hot-desking hub if a large section of your employees are concentrated in certain areas. To offset the negatives of a high cost of living, integrate better working benefits into employee contracts - this could attract talent to take a chance on the cost of living and showcase your willingness to invest in staff in the long-term.

 2020: A Year of Success

During this year of renewal, your business has the prime opportunity to take a renewed approach to success. Mastering recruitment will help you to make a start on your path of success, ensuring you attract the right talent and then make them feel valued to retain them afterwards. 
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The Rejection Letter

16/11/2017

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No matter what industry you’re in, one thing is certain – you will at some point hire employees for
your business. It is (hopefully) an exciting time for a company as new personalities and talent comes
on board, as well as for the new employees who bring fresh passion for their role. However, what
about those candidates who didn’t get the job? They applied for a position hoping it was a new start
for them in an area they wanted to excel in but there was ‘no such luck’ this time.

Surveys show that the main thing people despise when going through the job process is not hearing
back from an interview. It’s not nice for someone to hear they didn’t get the job, and it isn’t ideal for
the recruiter to have to deliver the bad news, however if nothing else, it’s important from an
employer branding point of view to inform unsuccessful candidates as soon as possible after your
decision has been made. It is also important to ensure the letter isn’t cold and impersonal with little
feedback.

When is the right time?

It might seem a bit harsh, but giving a candidate feedback as soon as you know they aren’t right for
the job is the best thing. It lets the interviewee move on quickly or perhaps accept another role they
may have been offered.

Quite often, the interviewer knows before the end of the interview if the candidate is suitable for
the position or not and most people have an idea if it hasn’t gone well, so sometimes it’s better to
say there and then what your concerns are. Giving feedback at the end of the interview not only
saves time following up at a later date, it also gives the candidate a chance to counter your opinion.
They may be nervous or inexperienced but if they want the job, they will fight for their place.

If you don’t feel comfortable telling the candidate that you don’t think they are right for the role,
make sure to follow up with them at latest a few days after the interview. It’s not necessary to wait
until you’ve filled the role to inform someone that they haven’t got the job.

What should be included?

A rejection letter should include some kind of constructive and personalised feedback. How you
relay the information very much depends on the method your company takes throughout the entire
employment process – professional and to the point or friendlier and more approachable.

No matter which approach is taken, constructive criticism should also start with the positives,
including some compliments about the candidate before commenting on the areas they didn’t do so
well. At the end of the letter, focus again on any strong points to soften the blow and prevent any
negative impressions of the company.

Where possible, always include areas of the interview where they could have performed better.
These most likely won’t come as a surprise to the candidate, yet it is useful information for them to
take away and focus on for future interviews.

If the company might be interested in hiring the candidate for future opportunities, inform them
that you will keep their details on file and are interested in keeping in touch with them.

How do you humanize a rejection letter?

Simple changes to a rejection letter make all the difference to the unsuccessful candidate. I have
included a few small changes below which might just make the rejection that much easier:

Thank the Candidate Amicably

“Thank you for applying to POSITION with The HR Department” can be worded slightly differently.
Try “I want to thank you for taking the time to meet with us last week regarding the POSITION at The
HR Department”

Leave the Door Open

“We’ll keep your details on file for future available positions” could be worded as a question, such as
“I hope you don't mind if I keep your details on file and reach out to you in the future should more
positions arise?”

Provide an Explanation

“Your expertise is not a good fit at this time” may be straight to the point but it makes the candidate
feel undervalued. More detail makes it easier for the candidate to understand, for example, “We are
currently concentrating on hiring HR professionals who specialise in mediation.”

Finally, I want to go back to a point I touched on earlier and in a previous article – candidates are
also customers. A survey carried out by The Talent Board discovered that 8% of applicants had
negative feelings about their experience, and in turn it affected their relationship as a client of that
company. Take the following example:

If a company employs 500 people per year and receives 100 CVs per job posting, that amounts to
49,500 rejected applicants. The 8% left with a negative outlook on the company could mean the
business potentially loses nearly 5000 current or potential customers.
​
Don’t let that happen to your company – write the rejection letter.


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Top tips for Interviewing: How to weed out the Fabrications and spot the Perfect Candidate

9/11/2017

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The interview process is a long one. First the job post has to be published, following that, you have to wade through the endless amounts of CVs from prospective employees, and only then begins the interviewing. Job interviews are an interesting procedure, with employers trying to recruit the best talent, while at the same time sussing out which of the many applicants are simply exaggerating. Hiring the wrong person can be a complicated and disruptive problem for a company, so it’s important to get the right person from the get-go.

Interviewing has been referred to as an art and there's no doubt that it calls for insight and creativity. It's also very much a demanding process, with certain methods and consistency used to produce effective results. During interviewing you will need to thoroughly investigate candidates, which of course can sometimes be easier said than done. We have compiled some tips that will lead you down the right track with selecting the best candidate for the job and avoid choosing the wrong employee:

1. Review each candidate’s CV again in great detail:


Prior to the interview, it is very important to have another in depth look through a candidate’s CV to get a proper feel for what they can offer your company and to the job role. Look out for a flawless presentation, correct spelling and grammar and attention to detail (particularly with their personal profile and work experience). This will give you a proper insight into how they use teamwork and their initiative amongst other key skills and qualities.  

As well as reviewing the CV, it’s also good to ask yourself these questions: What will this person be expected to do? What are the technical knowledge and creative skills essential for the position? What do you expect this person to accomplish?

2. Identify soft skill job attributes
When identifying the position you need to fill, don’t forget to determine the skills a successful employee will be required to have. There will be many potential candidates who meet the requirements, but by considering the social skills needed, this will help you distinguish the best candidate from dozens of equally qualified ones.

According to a careers study from the Guardian, 89% of global professionals believe that communicating with clarity directly impacts their career and income and this is still the case. So ensure that your future employee has the communication and social skills needed by asking them open-ended questions. These types of questions allows you to assess the creativity of each response, while giving the candidate more opportunity to prove themselves, some examples include:

  • Can you describe yourself?
  • What goals have you set for your future?
  • Describe the work environment or culture and the communication style it uses in which you experience the most success.
  • Describe the type of communication in a company that is essential for you to work most effectively.

Asking questions like “Why do you want to work for us?” or “How did you hear about the job?” shows the amount of research that has been done prior to the interview and at the same time you can discover the effectiveness of your company’s advertising.  

3. Pitch them a real-life situation
According to Peter Economy, (author of the Leadership Guy) the best way to get straight to the point and find out exactly what you are after, is to throw a real-life work situation at the candidate and see how they react.

This unpredictable aspect of the interview enables you to check the applicant’s ability to perform under pressure. Not only this, but adding this dash of imagination to the interview can help you see the interviewee’s expectation of others. Some ideas to consider would be asking how they would deal with an unsatisfied client or how they would increase publicity, all depending on the type of company.

4. Make sure they are team players


It’s important that potential employees present themselves as a true team player and are keen to create solid work relationships. Enthusiastic people, who are attentive to how their interactions with people make them feel, tend to generate productivity throughout the workplace. This is because they are creative in connection and it’s important you feel this when speaking to a candidate.

In companies like Netflix, the corporate culture is all about freedom and responsibility to lead the market in innovation, their emphasis is on hiring colleagues who are fantastic collaborators, asking questions including “Can you tell me about a time when you showed true team spirit?”, “How do you deal with conflict at work?” or “What are the benefits of teamwork?”, will help you get a proper insight into their views.

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​How to Tell if a Candidate Fits Your Company’s Culture

26/5/2016

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Organisational culture and cultural fit have become hot terms in the past year. What was once considered a ‘wishy-washy’ element of HR is now recognised as a crucial part of attracting and retaining a company’s very best employees.

Business owners are waking up to the fact that skills aren’t everything; that hiring someone who perhaps lacks the experience of other candidate, but fits very well with the company’s culture, is very often the smarter decision. Remember, skills can be thought and experience gained, but a person’s core values and beliefs are practically impossible to change.

So why should you bother hiring based on cultural fit? Research has shown that employees who fit well with their organisation and colleagues tend to demonstrate superior job performance, express greater job satisfaction and stay with their employer’s longer. That means less time spent recruiting and training staff and more time making money for your business.

What is Cultural Fit?


Before we continue any further I think it’s important that I clarify just what I mean by cultural fit. In recent months, I’ve encountered a number of HR managers and business owners worried about focusing on cultural fit in the hiring process for fear that it might inadvertently lead to discrimination against candidates, promote group think and hamper diversity.

Let’s be clear, hiring for cultural fit does not mean seeking out clones or people you could see yourself sharing a couple of pints with on a Friday after work. The best recruiters and employers recognise that even when a candidate’s personality and interests differ from their own, they can still be a strong fit for the business.
Cultural fit is the likelihood that a candidate will mirror and adapt to the core beliefs, attitudes and collective behaviours of an organisation.

For example, someone who places a lot of emphasis on team work and working through problems together, will thrive if your business places a lot of emphasis on collaboration. While someone who prefers to work by themselves will struggle to adjust to the way your company operates.

Here are some simple measures you can take to help identify if a candidate is a good cultural fit for their organisation:

#1. Identify Your Company’s Culture
If you haven’t already done so, the first step you need to take is to identify your organisation’s own culture. Every organisation, whether it has just one employee or 5,000 staff, has a culture. Your culture is the set of beliefs and values that drive you and your employees to do what you do.

What three or four words/ expressions sum up your beliefs and values? Perhaps you’re client centric and putting the customer first is the basis for everything you do. Or maybe innovation is your top priority and you place creativity and innovation above all else.

Your mission statement and company vision can help define what it is you stand for but it’s also worth asking staff and getting their input to ensure everyone is on the same page. Aligning your culture with your values deserves its own blog entirely.

#2. Use Personality Tests
Personality tests go beyond traditional IQ tests to give employers an insight into a candidate’s emotional qualities, and how they adapt to and behave in certain situation. There are many personality tests for companies to choose from, such as the Myers-Briggs Type Indicator or the Hogan Assessment, all of which use very different and in depth approaches to assess a candidate’s personality.

Personality tests typically measure five personality dimensions in an applicant: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience. So if you’re looking for an outgoing leader, with an ability to make balanced decisions under pressure, then you might want to take a closer look at your candidates’ personality test results.

I previously wrote a blog on the Advantages and Disadvantages of Employee Personality Tests, which provides a lot more information on the topic.

#3. Mix Up Your Questioning
We all know interviewees prepare for interviews by rehearsing answers to the questions they know we’ll ask. Quite often these are geared to what they think the interviewer will want to hear, sapping all sense of authenticity and personality from the response.

Think outside the box when it comes to the questions you ask. Taking candidates off the expected script will help glean information about them that they otherwise might not have shared, allowing you to better understand their core values and beliefs and how they match up to your organisation’s.
Among my favourite culture focused questions to ask in an interview are:
  • What was your first job and what did you learn from the experience? 
We don’t necessarily care what job they had. What we’re interested in is the values and ethic they took from it.
  • If this were your company, give me three words to describe the kind of culture it would have?
What we’re looking for here is how similar the interviewee’s responses are to the company’s culture. It also provides an opportunity to dig deeper into the candidate’s core values.
  • Tell me about the best manager/ supervisor you ever had. What did you like most about them? What did you dislike?
This question gives us an understanding of the kind of environment they like to work in and how they like to be managed. For example, if they describe someone who was very supportive and continually monitored their work, then a company where autonomy and initiative is prized is likely to be a bad fit.

#4. Involve Your Employees
Whether you’re the owner, CEO, HR manager or recruiter, it’s unlikely that your new employee is going to be working directly with you as much as they will with other members of your staff. For this reason, it’s especially important that the candidate gets along with their future colleagues.
 
A tour around the office will give the candidate a chance to see first-hand how your business works and the dynamic of the business. More importantly, it will allow you to see how they interact with your employees.

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