Being clear about your employer brand during recruitment ensures that the people joining your organisation know what to expect and know whether they will fit in. The brand messaging should resonate with current employees to ensure there is integrity with what is experienced by employees.
We work with our clients to review their recruitment processes and recruitment communications to ensure that the brand messaging reflects the organisation and promotes it to best effect. We also help employers to develop an appropriate selection process with the right selection criteria. For example, our support covers:
- using recruitment agents and social media such as LinkedIn for researching your recruitment targets as well as communicating your brand and advertising positions
- reviewing role profiles and competencies to ensure jobs are attractive to target audience
- encouraging recruitment through employee referrals
- helping you design an appropriate selection process or assessment centre including interviews, group exercises, intrays, and psychometric tests
This international logistics organisation had looked to create a more innovative culture and started to recruit more people for their innovation skills. However, after a couple of years, the organisation was finding that many of those it had recruited were leaving and the desired culture change was not happening. They wanted to understand what they could improve in their recruitment practices.
We conducted research with the current workforce around the extent they felt there was a culture that supported innovation. for example, the attitude to risk, the resources and time available for innovation and the opportunities for collaboration across teams. We identified those who considered themselves to be creative and explored their views of the organisation. By segmenting the workforce, we were able to identify touchpoints in the recruitment, induction and performance processes that were limiting people’s ability to be innovative. Those new recruits who were expected to be creative were leaving due to similar frustrations.
As a result, we recommended improvements to the recruitment and selection process to identify resilient workers. We also identified improved HR practices that would better support these individuals to be innovative.