擴大招聘人員的影響力：應對高流失率的三種方式

EXTENDING

THE

RECRUITER’S

IMPACT:

3waysfor

TalentAcquisition

tocounter

highattrition.

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

IMPACT

3

ACQUISITIO

WhatpercentageofnewstartersquitAyouCrorgQanizatUioninItSheirITIO

performanceandbottomline?WelooAkatCthreeQwaysUforaSlentITIO

frstyear?Andhowmuchdoesthatattritioncostyourbusiness

Acquisition(TA)teamstoextendtheirinfuencebeyondhiring–

iQallngdetooSi,ITIO

oftakingtheinitiativeonattrition.ACQUISITIO

withillustrationfromareal-lifecasestudythatshowsthevalue

ACQUISITIO

It’stimeforTalentAcquisitiontorethinkitsrole.

Thinkback,foramoment,tothetalentlandscapeof2019.LifewascertainlysimplerforTalentAcquisition(TA)functionsintheyearsleadinguptothepandemic.

Employersheldtheupperhandinhiring,exceptinskills-shortagesectorssuchastechnology.Thevastmajorityofemployeesworkedonsiteeveryday.Peaksandtroughsinrecruitmentwerelargelypredictable,andthuseasilymanageable.Attritionrateswerelower,meaningfewernewhirestomake.TAcouldfocusonthetaskoffllingroles,inlinewithbusinessneedsandstrategy.Successwasoftenmeasuredbythetimetakenfornewhirestobeinpost.

Since2019,muchhaschanged.Thejobsmarkethasswungbackandforthrapidly–forcingrecruiterstofaceunfamiliarchallenges.

ACQUISITIO

First,TAteamshadtooftheTAfunctiontoadd

teAs(aloaCftsQsotrrgaenUgizitvioaeStotheIwiTderIO

times,reductionstotheir

A-TuhpesnChaQCboldUnesceieitnst,iuTenceIO

followedcameatatimeofimpactonHRandtalent

rteeAsrictioCnseclisotU?faideiduaSlottsridoliselylsIO

riapnAesrfioerneeCdofQrheotncUtoiounldanhSgeleoIjoosTitners?IO

wereaconspicuousproblem,

manypeople’sattitudesTheanswerwastostepup

hAeegreatCQeutUrsTi’reSikt:etrccivtTii,sIO

consequence.Attritionassessmentandonboarding.

becameabusiness-criticalproblem,complicatedbytheriseofhybridworking.

Throughoutthe2020to2022period,TAfunctionshadtomanagerapidlyfuctuatingbusinesspriorities,requestsandexpectations.Tonavigatethesechallenges,TAleaderswerecompelledtobebold,inventiveandopentoentirelynewprocesses,strategiesandwaysofthinking.Inturn,thatledprogressive

TAleaderstorefectontheunderlyingpurposeofTalentAcquisition–andthepotential

Inthispaper,wewillbeginbyinvestigatingthefactorsmostrelevanttoTAthatcauseresignations.Then,wewillconsiderhowchangesandnewapproachescanenhanceretentionaswellasimprovingtraditionalhiringmetrics.OrganizationsallovertheworldarealreadyseeingresultsfromtheinterventionoftheirTalentAcquisitionteams.Wewillalsotakeanin-depthlookatthesuccessfulstepsthataKornFerryclienthastakenonattraction,assessmentandonboarding.

4

ATTRITION

ATTRITION

ATTRITION

ATTRITION:

APROBLEMTHATATTRITIONISN’TGOINGAWAYATTRITION

AdTTRITION

around20%higherthantheirprepandemiclevels.Lookingahead,itisexpectedthatturnoverwillcontinuetotroubleemployersfortheforeseeablefuture.AccordingtotheLinkedIn2023WorkplaceLearningreport,

ATTRITION

ATTRITION

93%ofcompaniesareconcernedaboutemployeeretention.

Howmuchdoesattritioncost?

ATTRITIONATTRITION

ATTRITION

Ifyourorganizationhasanaccurateestimateofattritioncosts,itisfareasiertobuildthecase

rrletliallsAftundyvTuritohseTffgguRessnwTceIONbetweenhalfanddoubletheemployee’sannualsalary,dependingonthenatureoftherole.

Whenconsideringhowmuchattritioniscostingyou,itisimportanttoconsider:

ATTRITION

Thedirectcostofrecruiting,

onboardingandtraining

replacementemployees.

Theindirectcosttothebusiness

causedbyunder-resourcing,

operationaldelays,inefciencies

andunderperformance–and

thepotentialknock-onefectto

thecustomerexperienceand

brandreputation.

ThehidAdencoTstthTatresiRgnatiosTION

andunder-resourcedteamsmake

lAnagiangdTesrslTosyleeemRlsoraleI,TION

TheoppAortunTitycoTstofaRITION

reducedpipelineofpotential

specialiAstsetcT.TRITION

futuresupervisors,leaders,

5

QUITTERS

METUITTERSTHUITTERS

QUQITEITRTSERS

ofthestorieQsandeUxperieIncTesouTrrecrEuitmeRntS

Thethreeexamplesbelowarerepresentative

expertsheardailywhenspeakingwith

candidatesQ.TheseUarerIepTreseTntativEeofRtheS

realexperiencesofmanynewemployees

atQonFcearTieactTuiisErviewRsSQUITTERS

”

ELLIE,QUITTERS

aftersixmonthsQUITTERS

quitanengineeringrole

“IgotsuckedintoapplyingbyafancycareerswQebsiteUandsIoTmeTERS

reputation,andthehiringmanagermadetheroQleandUhertemTTERS

impressivevideospostedonLinkedIn.Thecompanyhadagood

soundamazing.SoIwasdelightedtoacceptthepositionand

QlimitedUwritteInTTERSeQwasuasedTTERSQrl.ecohstUdayshTeTERS

Theprojectworkmentionedatinterviewnevermaterialised.

IonlystuckaroundforaslongasIdidinthehoQpeofaUpplyinIgTforTERS

amoreseniorrole,butnothinghadcomeupbeforetheleaseon

myapartmentexpired.Thefunnythingis,myfatmatequitherjob

aroundthesametime,too-exceptshefeltunderqualifedandout

ofherdepth.Iguessitcanworkbothways.”

”

QUITTERSrolQeUITTERS

QUITTERS

QUITTERS

AslongasIhitmyproductionquotas,theydidnQ’tseemUtocaIreT.TERS

Istilldon’treallyknowwhatIwasmakingorwhatitwasfor.There

wasaloyaltybonusforstaying12months,butlife’stooshort

–andIgotasigning-onbonusanywaywhenIfoundanewjob.”

rinldsQeypwaitigaTedERS

monthforthat.

DIETER,

quitamanufacturingafterfourmonths

QUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERS

QUITTERS

yQasosnahdUe.imTentTERS

weren’tready,andthesectionsupervisordidnotknowmyname.

muchlefttomyowndevices.Therewasnobodytoshowmearound

Ididgettoknowmyco-workersovertime,butittookweeksand

weeks.ThemanagersbarelynoticedmethewholetimeIwasthere.

6

QUITTERS

AftergettingabriefinstructiononhowtodothQejob,IUwasreTttyTERS

7

QUITTERS

QUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERSQUITTERS

”

AARTI,

quitasalesjobaftereightmonths

QUITTERSQUITTERS

“It’sashameIhadtoquitthatjob,becauseIwasgoodatit,Ilikedthe

products,andIwastakinghomethebestmoneyofmycareer.ButI

QUITTERS

discoveredIdidn’tliketheworkingcultureonceIQgotapUroperaTsteofTit.ERS

Thewholerecruitmentprocesswasrunremotely–andtherecruiterson

thevideocallsgavemeagoodfeeling.MeetingmQynewUmanaeTroneT-ERS

QUITTERS

on-onewaspositivetoo.

WhenIfrststarted,Imostlyworkedfromhomeandoutinthefeld,

QeindtehtchyTbridTERS

to

dQcuoallaHur,nTdTERS

theworkingstyleandgroupdynamicstotallyjarredwithmeand

severalothers.Atleastthreeofmyteammatesquitwithintwomonths

oftheofcereturn.Nowweallwishtherecruitershadn’tbeen

suchgoodsalespeopletous.”

8

QUIT

REASONSPEOPLEQUITINTHEIRFIRSTYEAR

QUITQUITQUIT

QUIT

QUIT

FEELINGOUTOFSYNC,ORNOTRECEIVINGTHEEXPECTED

SEQARNINGUIT

D.QONKLROSRUIT

DISCOVERINGTHETASKSNOTENOUGHATTENTION

AND/ORRESPONSIBILITIESFROMMANAGEQRSANDUIT

WERENOTASEXPECTED.CO-WORKERS.

ALACKOFUNDERSTANDINGQUIT

OFTHEPURPOSE,VALUEAND

focusedonthereasonswhypeoplequittheirjobwithin12months-theseQarethefactorsUIT

IMPACTOFTHEROLE.

Ofcourse,manypeoplealsoquittotakeajoboferingahighersalary.Thelistaboveis

ofmostrelevancetoTAregardingattraction,assessmentandonboarding.Itisbasedon

areviewofindustrysurveydataandKornFerry’sexperienceofworkingcompaniesandmanythousandsofcandidatesaroundtheworld.TAhastoimpactattritionbyproactivelymitigatingtheseissues.

QtehohpupnodrdnsitUfIT

9

CASESTUDY:

takingtheinitiative

onattrition

OneofKornFerry’smajorclientsisa

leadingglobalpartnertothepharmaceutical,

biotechandnutritionsectors.Itsservices

rangefromearlyphasediscoverytothe

customdevelopmentandmanufacturing

ofpharmaceuticalingredients.Theclient’s

workforceof17,000peopleisspreadacross

fvecontinentsandmultiplelocations.

Overtheperiod2019-2021,thecompanywasfocused

onrecruitment.Hiringvolumesroserapidlyworldwide,

duetoplannedinvestmentandgrowth,aswellasa

large-scalevaccineproductioncontract.Whenplanning

for2022,theHRLeadershipTeamidentifedthatthe

businesswouldneedarenewedfocusonretention–

tomitigateagainstattritionlevelsthatwerealready

climbingandexpectedtorisefurther.

AlthoughTAhadnoresponsibilityforretention,

leadersintheTAfunctionrecognizedthepotential

forkeyaspectsofthecandidatejourneytocontribute

tocounter-attritioneforts:attraction,assessment

andonboarding.TAleadershiptooktheinitiativeand

developedasuccessfulbusinesscasethatclearlylaid

outtheROIforinvestinginenhanced,standardized

processesthatcouldreducechurn.

TAleadersintroducedanambitiousnewKPIforthe

function–aretentionratetargetfornewemployees

afull12monthsaftertheirstartdate.Thislevelof

accountabilitydemonstratedhowseriousTAwas

aboutitsroleinreducingattrition.

10

THREE

WAYS

forTalent

Acquisition

toinfuence

highattrition

INFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCEINFLUENCE

INFLUENCE

11

O1

Smarter

attraction

Wholebookshavebeenwrittenonbestpracticerecruitment

marketingandemployerbranding–therearecountlessarticles

andblogstoreadonthetopicoftheEmployeeValue

Proposition(EVP).

Ouraiminthissectionistofocusontheaspectsofcandidate

attractionthataremostrelevanttoattritionandretention.

Whatareemployersgettingrightandwrong?And,howcan

yourorganizationenhanceattractiontoimpactattrition?

Fromthecandidate/employeepointofview,therearetwokey

driversofattractionandretention.Isthejobrightforme?And

istheemployerrightforme?Therefore,theTAfunctionhasto

selltheemployer(theEVP)andthespecifcrole,whichwewill

calltheJobValueProposition(JVP)toclarifythediference.

.

SomeemployersmakethemistakeoffocusingalltheirresourcesontheEVPandemployerbrand,whilepayinglittleattentiontohowtheypromotespecifcjobs.Recruitmentmarketingbudgetsareusuallycentralized,andalargeproportionofthosebudgetsisspentonpromotingemployersratherthanjobs–thinkemployerbrandtoolkits,careerswebsites,socialcontent,diversityandinclusionvideosetc.

Ifemployersareseriousaboutattractingemployeeswhowillstay,theyhavetopromoteboththeEVPandtheJVPefectively–andithastobeanauthentic,warts-and-alldepiction,notanidealised,sugar-coatedversionofreality.

12

13

EVP&EMPLOYERBRAND:

FACTORSAFFECTINGATTRITION

EVP&employerbrandarenotlinked

toorganizationalstrategy,vision,mission,purposeandvalues.

AnEVPshouldarticulateallofthereasonswhysomeoneshouldjoinanorganizationandthenstaytocontributetoitsmission.Butitshouldnotjustbealistofsellingpointsabouttheemployer.ThebestEVPsarealigneddirectlytotheorganizationalvision,mission,purposeandvalues–toattractnewemployeeswiththerightculturalandmotivationalft.

EVP&employerbrandareno

longercurrent

Someemployerstakemonths,orevenyears,todevelopanEVPandbrand–andthendonothingtoupdateitfor12monthstoperhapstwoorthreeyears.Itisverylikelythattheorganizationanditsoferingwillchangesignifcantlyduringthattime.WhattheEVPandbrandarepromisingmaynolongerberelevantoraccurate.Ifnewemployees’expectationsarenotmet,theyaremorelikelytoleave.

EVP&employerbrandarenot

authenticand/oroversellthe

organization

Infuencersonsocialmediaareoftencomeunderfreformis-representingtheirappearance,theirlifestyleandeventheirpersonality.SomeEVPsandemployerbrandsdeservethesamecriticism.Itiseasytofallintothetrapofhighlighting

onlythebestthingsaboutanemployer–

butyouhavetoshowthereality.Ifyou

raiseexpectationsthatyoucan’tmeet,

newemployeeswillleave.

EVP&employerbrandarenotrelevant

tokeyaudiencesegments

EVPsandbrandsareusuallycommissioned,

createdandsignedofbypeoplefrom

aprofessionalbackgroundwhoholda

degree.Thereisoftenin-builtbiasbuilt

thatmakesthefnaloutputfeelfarmore

relevanttoprofessionallevelroles–and

perhapsevenof-puttingtoablue-collar

audience.Anotherissueoccurswhen

thereareoneortwodominantjobfamilies

withinanorganization–andtheEVP

endsuprefectingonlytheexperience

ofworkinginthosepositions.Inboth

cases,organizationsruntheriskofsetting

unrealisticexpectations–orattracting

peoplewiththewrongft.

EVP&employerbrandarenot

adaptedlocally

AnEVPisoftencreatedataglobal,regionalorsometimesnationallevel.However,theremaybelimitedefortstomakeitrelevantatlocallevel,especiallyinlocationswherevolumehiringoccurs.Youhavetorefectthereality.Asanexample,anemployermaycreateahigh-budgetvideoflmedintheirfagshiplocationinEurope.ButthatsitemaybearnorelationtositesinAPACandtheAmericas.

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

EVP&

EMPLOYERBRAND:

ACTIONS

TOTAKE

14

IfyoudonothaveaformalisedEVP,itistimetocreateone–andensureitalignstoyourmission,vision,valuesandpurpose.IfyoudohaveanEVP,reviewitandreviseasnecessarytomakethealignment.

Don’tviewyourEVPassetinstoneat

onemomentintime–itisconstantly

evolving.Reviewitregularly(everythree

tosixmonths)andmakechangesand

updatesasrequired.Youdon’thave

tokeepstartingfromscratch,butitis

importanttoeditandrefresh.

CheckthattheEVPandbrandresonatewithemployeesinjobfamilieswithhighattritionrates–thiscouldinvolveexternalandinternalresearch.Ifthereisamismatch,youwillneedtomakechanges.

Ifyouhavekeylocationswherehiringorattritionareaproblem,theninvestinlocalizingyourEVPandbrandmessaging,contentandrecruitmentcollateral.

Don’tviewyour

EVPassetin

stoneatone

itisconstantly

momeAntCintTimIeO–NS

evolvinAgCTIONS

ACTIONSACTIONSACTIONSACTIONSACTIONS

ACTIONS

15

JVP.:

FACTORSAFFECTINGATTRITION

Jobadvertorcareerswebsite

oversellstherole

Theaimofjobadvertsandjob-focusedcareerspagesistosellspecifcrolesandencouragepeopletoeitherapplyorself-selectout.ButTAneedstoresistthetemptationtooversellroles.Advertsoftenmakepromisessuchas“workingonowninitiative”,“everydayisdiferent”,“l(fā)earningnewskillsallthetime”,“theautonomytomakedecisions”.Yettherealitymaynotliveuptothepromise.

Jobadvertorcareerswebsitegivesanunclearorinaccuratepictureday-to-dayduties

Akeyissuewithjobadvertsandjobdescriptionsisthattheyoftenlistkeytasksorresponsibilities.Buttheydon’ttellthecandidatehowtheywillspendthemajorityoftheirtime–orwhatpercentageofthedayorweekisdevotedtoeachtask.Inthissituation,itisnaturalforthecandidatetocreateanimagined,andidealised,impressionofwhattheday-to-daywillbelike.Againthiscanleadtoexpectationsthatwillfailtobemet.

Jobrequirementsdonotmatchthe

actualjobcontent

Onewaythatcandidatesdecidewhethera

rolewillsuitthemisifitrequiresacertain

levelofskills,knowledge,qualifcations

and/orexperience.Itisanunpleasant

feelingtostartanewjobandthenrealize

thatyouareeitheroverqualifedor

underqualifedtoperformtheduties.

Hiringmanagersnotsufciently

trainedorinformed

Duringtheinterviewprocess,candidates

putalotoftrustinwhathiringmanagers

tellthemaboutthejob.Butnotevery

hiringmanagerisanaturalcommunicator

–andmanyarenotproperlytrainedin

explainingthedetailofajobtocandidates.

Outofpersonalpride(ordesperation

fornewrecruits),somehiringmanagers

mayprovidearose-tintedviewof

workingintheirteam.Again,this

cansetfalseexpectations

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

ACTIONS

JVP:

ACTIONS

TOTAKE

Reviewthefulljobdescriptionsand

personspecifcationsforrolesthatfaceattritionissues–engagewithhiringmanagerstoseewhatcanbeupdatedorchangedtogiveamoreaccuraterepresentationoftherole,daytodaydutiesandrequirements(thiscouldincludeapercentagebreakdownoftimespentonkeytasks).

Reviewjobadvertsandcareerspage

contentforkeyroles.Cantheybeimprovedtogiveaclearerpictureoftheday-to-dayrealityoftherole?

ConsidercreatingaRealisticJobPreview

(RJP)forkeyroles.AnRJPcanbethoughtofasanadvancedjobdescription,whichshowcaseswhataroleisreallylike.Atabasiclevel,itcanincludetextcontentsuchasthejobdescriptionandrealistic

“dayinthelife”profles.However,tocreateatrulyefective(RJP),itispreferabletoaddinvisualandinteractivecontent,suchasdiagrams,infographicsandvideo.Forexample,someemployersuseanimation,

16

immersiveflmorvirtualrealityto

putthecandidateintheshoesofan

employeeactuallydoingthejob.

Sourceemployeeswhoarehappy

totalkopenlyandhonestlyabout

theirday-to-dayjob.Filmunscripted

interviewsaskingabouttheirdaily

Keepthetonepositive,butdonotshy

sbAthhgeojooChndot.sONS

AsaitustCyrsetaelmitTyis–lfi,oOrNS

ifthetemperaturegetshotorcoldina

manufacturingfacility.

ACTIONS

fromtaAlkiCngTIONSaboutAreaClityT.IONS

KeeptAheCtoeIONSpositivAe,bCutTdIoONSnotshyaway

ACTIONS

17

CASESTUDY:

tailoredattraction

paysdividends

Tosupportitsrecentrecruitmentdrivesaroundtheworld,ourclientdevelopedanewglobalEVP.TheEVParticulatesanauthentic,inspiringmessagethateveryemployeecanconnectto,nomatterwhattheirrole,orwheretheyareontheplanet.Italsoactsasathreadofsteelthatcanrunthrougheveryaspectofrecruitment,thecandidatejourney,andtheemployeeexperience.

However,thecompany’sTAleaderswereveryconsciousthattheglobalEVPwouldneedtobeactivatedcrediblyatlocallevel–tomakesensetothepeopleontheground.Themajorityofcompanyhiringisnottoglobalrolesormanagementandleadershippositions.Ourclientlargelyrecruitstojobssuchasmanufacturingoperators,technicians,engineers,labassistants,andsupplychain.Althoughthereisastrongglobalculture,theindividualmanufacturingsitesareverydiferentintheirsetupandoperations.

Therefore,whentranslatingtheEVPintoemployerbrandcommunications,ourclientrananextensivelocalisation

exercise.Videocrewsvisited

severalmajorfacilities.

Briefngandinterviewswere

heldwithemployeesand

leadersfromeveryjobfamily

ateverysite.Recruiters

andhiringmanagershave

beenprovidedwithspecifc

trainingandresourcesto

ensurecandidateinteractions

areconsistentwithEVPand

employerbrandmessaging.

Theresultisthatevery

clientsitecantarget

candidateswithlocally

tailoredcommunicationsthat

helpthemtounderstand

whothecompanyis,while

providingatruerefection

oftheculture,theworking

environmentandthespecifcs

oftheindividualjobs.

Thepersonalized,localized

EVPiskeytoenabling

candidatestoself-selectin,

orout,ofapplyingtospecifc

rolesatspecifclocations.

Now,thepeoplewhoapply

arefarmorelikelytostay

becausetheyfttheculture,

theyunderstandthecompany

purposeandtheyknowwhat

toexpectfromthejoband

thefacilityorofcewhere

theywillbebased.

18

O2

Culturallyattuned

assessment

Attractingcandidatesisthefrststeptohiringtherightpeopleinto

therightjobs.Assessingthemisthesecond.

Understandably,thepriorityforTAistoidentifycandidateswho

havetheskillsandbehaviorsrequiredtoperformsuccessfullyina

certainrole.Ifnewhiresarenotuptothejob,employerswillhave

toreplacethemandincurtheassociatedcosts.

However,employersoftenhirepeoplewhoarestrongtechnical

fts,givinglessweighttothedegreeofalignmentbetweenthe

individual’sandtheorganization’svalues.Therationaleisthatthe

individualwillbeacculturedovertimeandwilladaptto“howwe

dothingsaroundhere.”Whilethatmayhavebeentrueinthepast,

intoday’senvironment,hiringpeopleforwhotheyarecanbeas

importantashiringforwhattheycando.

Inaddition,acculturationisamuchslowerprocessinaremoteor

hybridworldwheretherearefeweropportunitiesforobservation

andshadowing.Employeeswhoarenotculturalftsarelesslikely

tobecomesoinaremoteorhybridsetting.

Theidealassessmentprocesswillindicatewhethercandidatesft

wellintothepurpose,valuesandworkingstyleofanorganization.

Aretheylikelytofeel‘safe’toshowupastheirbestselves?Will

theyfeelengagedandinspiredtodotheirbestwork?Willthey

thriveandgrowintheirnewteam?

OPTIMIZE

OPTIMIZINGASSESSMENTTOREDUCEATTRITION

OPTIMIZE

OPTIMIZE

OPTIMIZE

OPTIMIZE

OPTIMIZE

OPTIMIZE

OPTIMIZE

Automatetheprocess–makeit

candidate-friendly

TAfunctionsareoftennervousaboutaddinganotherstepintotheassessmentprocess.Itcanslowdowntime-to-hireandincreasecandidatedrop-outs.Fortunately,technologycanmitigatethisrisk.Automatingtheprocessbringsthebeneftsofcostefcienciesandconsistency.Italsoprovidesabettercandidateexperience,whileremovingunconsciousbias.

Thepreferredapproachistoaskcandidatestocompleteashortonlineassessmentatatimeoftheirownchoosing(usingpromptmessages,asrequired,toensureuptake).Itisalsoimportanttoexplaintocandidateswhyyouarerunningtheassessmentandhowitisusedinthewiderselectionprocess.

Usetheassessmenttoinform

theinterview

Aculturalassessmentshouldnotbeviewedasa“passorfail”test.Ideally,itwillhelptherecruiterandhiringmanagertolearnmoreaboutthecandidate.Itshouldalsohelpthecandidatetolearn

19

moreaboutthemself.Theaimistoglean

insightthatwillleadtoaricherandmore

constructiveinterviewconversation.

Updateinterviewcontentandquestions

Reviewthecurrentinterviewstructure,

contentandquestionsforrolesthatwill

featureaculturalassessment.Theexact

yOi,nerpveienPsinrTnliktehlMpeIZ

andlevelofrole.However,itisstillpossible

tocreateaconsistentframeworkfor

establishingthevaOlues,mPotivaTtionsaIndMIZ

OPTIMIZ

preferredworkingstyleofcandidates.

HiringforculturalOftmayPbeneTwtoirMingIZ

Upskillrecruitersandhiringmanagers

managersandmembersoftheTAteam.

Itisimportantnotjusttoupskillthose

involvedinintervieOwingcPandidTates–IyoMuIZ

mustalsogettheirbuy-intowhythe

lilasnlOettmotltsu.IcnTatrlifMlmIZ

evencreateeLearnOingmoPdulesT.IMIZ

mockinterviewstoprovideguidanceor

OPTIMIZ

20

Makeitinclusive–culturalftnot

personalityft

Oneofthecriticismsofhiringforculturalftisthatitcanexcludeunder-representedgroupsandentrenchmonocultures.Awell-designedassessmentprocesswilldotheopposite–itwillfeelinclusive,removebiasandshifthiringmanagersawayfromrecruitingintheirownimage.

Feedtheassessmentresultsinto

learning&development

Best-in-classorganizationsusehiringassessmentsformorethanjust

recruitment.Ifacandidateishired,then

insightfromtheirskillsandcultural

assessmentscanfeeddirectlyintotheir

personaldevelopmentprogram.Fromday

one,itcanhelptosettheirperformance

goalsandinformtheircoachingand

learningneeds.Meetingtrainingneeds

inthefrstfewmonthsofemploymentis

keytoreducingattrition,whileprovidinga

credibledevelopmentplanboostslonger

termloyalty.Newhireswillfeelvalued

andrespectedwiththeknowledgethat

theiremployerisinvestedintheirsuccess.

Beyondattrition,thereisthebeneftof

employeesbecomingfullyengagedand

productiveinashorterspaceoftime.

ALIGNING

ALIGNING

ALIGNING

TALENTACQUISITION

ANDTALENT

ALIGNING

ALIGNING

MANAGEMENT

ALIGNING

Usingassessmentdataforemployeelearninganddevelopmentisjust

canworkmorecloselytogether.Inprogressiveorganizations,TAAandLIGNING

onewaythatTalentAcquisitionandTalentManagement(TM)teams

TMarepartneringtogetherthroughthewholeemployeelifecycle–to

optimizecareerdevelopment,createmorerewardingcareerpaths,

promoteinternalmobilityandstrengthensuccessionplanning.

Employerscanboosttheinterconnectivitybetweentheirteamsby

investingincloud-basedtalentplatformsthatallowrecruitersand

talentmanagerstoshare,captureandleveragetalentdata.Together

TAandTMcanprovideabetteremployeeexperience,ahigher-skilled

workforceandalargerinternaltalentpool.

21

CASESTUDY:

immediateresults

fromassessingfor

culturalft

Historically,ourclienthadonlyu