Tag Archives: Recruitment

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3 Different Ways to Recruit Top Talent

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Build a team

In order to succeed, businesses must be able to recruit top talent and find the best and brightest in their fields. Below are a few different ways you can find your next star employees and stand out from the sea of employers trying to snag them.

Colleges. Find your top talent early–look for the potential in them by offering internships, and if they succeed at your company you’ll know you’ve found a great new hire once he or she joins the workforce. Internships are a great way to see how well a candidate works in the office culture, his or her communication habits, and more. Once you’ve found a bright, promising college student who has the right behaviors for your company, invite them on and train them for the skills they need to grow and succeed.

Network, network, network. For effective results, tap into your personal and professional networks to recruit candidates. Take advantage of industry contacts, association memberships, trade groups and social media as well. Common advice given to job seekers is to network as much as they can, but it goes both ways. Employers must also continue to network in order to keep an eye out for the best talent re-entering the job market (or even if they aren’t in the job market, perhaps you can make them a better offer).

Employee Referrals. One of the best sources of candidates is often referrals from current employees. Consider offering financial incentives to employees for each referral hired and reward them again once the new employee has been retained for 90 days or six months. Employee referrals are valuable because your employees already understand what it takes to succeed in the company. They understand the inner workings and the company culture–so they should also know what kind of person will do well.

How do you recruit top talent? Let us know in the comments below!


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Why You’re Failing at Recruiting Really Good Candidates

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How many times has a recruiter uttered the words, “I’m looking for a really good candidate for this position?” It’s an interesting phrase for several reasons. First, no recruiter would ever say, “I’m looking for a mediocre candidate for this position.” Second, if every recruiter is looking for really good candidates, it’s safe to assume that actually finding them must be very difficult, simply given the competition. And third, really good candidates are very likely to be already happily employed—and, if they’re available, the reason why might make them not so good after all.

As if these weren’t reasons enough why you might be failing at recruiting those really good candidates, consider the following recruiting traps that are all too easy to fall into.

Making It All About You, Not Them

Many recruiters make the mistake of doing all of the talking during an interview, instead of letting the candidate tell them why they’re right for the job. Not only does this come off as rude to the candidates, but the recruiter also fails in his or her mission of finding out more about the candidate than what is in the resume. The interview should be about the candidate, not about the recruiter.

Relying Too Much on “Gut Feeling”

How important is that gut feeling that tells you a candidate is perfect for the job? Well, it’s very important, but it’s not the only thing that matters. Going on guts alone can backfire tremendously when you’re trying to recruit really good candidates. A charming candidate who wins you over may be charismatic and may give you a good gut feeling, but he might turn out to be pretty mediocre when it comes down to doing the job. Don’t ignore your gut, but base your decision on deeper reasoning.

Playing Too Hard to Get

You want really good candidates to want to work for your company, so you sell it very well. But there’s a difference between a good sell and coming off as standoffish and too hard to get. Of course you want to present your company in the best light possible, pointing out why working there is a great opportunity for the right candidate, but try not to go too far and make it seem like working there is the be-all and end-all of all jobs, or you may put some candidates off.

Forgetting You Need Them Too

Another easy mistake recruiters make is forgetting that they need the candidate just as much (if not more) as the candidate needs the job. This can lead recruiters to act too aloof and as if they don’t care whether the candidate takes the job or not, potentially driving really good candidates into the arms of competitors. If you find a really good candidate, don’t be afraid to express how much the company would like to have her on board.

Thinking They’re Too Good

Not unlike the dating world, rejecting a candidate because he’s perceived to be too good is a real roadblock in hiring really good candidates. Sure, all recruiters say they want really good candidates, but many end up feeling intimidated by top talent (whether consciously or subconsciously), and they wind up bypassing them. Don’t feel threatened by talented candidates; instead, focus on how much their expertise will help the company grow.

Making It All About the Money

Focusing too much on money can also be a turn off for candidates. Whether it’s asking what their current salary is, how much commission they get, or how much they would expect to make their first year if they’re hired at your company can all be a bit much for a first interview. This is especially true since really good candidates might be more interested in increased job responsibilities and growth opportunities, rather than money.

Misunderstanding the Generational Divide

Really good candidates may come in all shapes and sizes, and they also come from all different generations. Younger Gen Y (Millennials) and Gen Z candidates view the workplace completely different from Gen Xers and Baby Boomers. Misunderstanding this divide can really cost you in acquiring talent, since a simple difference in perception can be all it takes for recruiters to dismiss a younger candidate, even if she is a really good—and maybe the best—candidate.

Having Too Great Expectations

Finally, looking for really good candidates can end up making you set the bar too high. Sure, you want the best talent out there, but what should really matter is finding someone who fits in well with your company culture, who brings a different set of perspectives and skills than everyone else, and who will succeed on the job over the long term. Expecting everything from a candidate right from the start is more likely to hinder your recruiting efforts than help you hire really good candidates.

Are there other reasons why you think you might be failing at recruiting really good candidates? In what ways have you adapted your recruiting strategies in order to attract and hire the best candidates?

Eric Friedman, Author

Eric Friedman

Eric Friedman is the founder and CEO of eSkill Corporation, a leading provider of online skills testing for pre-employment assessment and benchmarking. Eric has degrees in Psychology and Business, and a fascination with matching people with roles they’re best at, and that they enjoy.

A company built on exceptional talent from Internet technology, test development, and iterative product development, eSkill leads as an independent assessment company helping HR departments with relevant and accurate job-based tests.

To learn more about Eric and eSkill, visit the company website at www.eskill.com, or contact him on LinkedIn.


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3 Smart Ways to Recruit Top Talent

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underperforming

Businesses grow and thrive because of the teams working towards success. From management to customer service, any organization would benefit from having the best employees available. Below are three smart ways to recruit top talent to keep your business going strong.

1. Discover top talent early

Although there are outstanding job candidates out there, companies can also gain their top talent by selecting high potential employees then training them to fill a key role in the organization. By hiring for company fit and then training for technical skills, you can build a qualified team with aligning beliefs and behaviors.

Offer internships and recruit from college campuses to find the best high potential candidates. Offer internships to both students and professionals who want to learn more about your company, a certain industry, or just how business works in general. It doesn’t matter whether your interns are fresh out of college or preparing for their second careers. Internships can help you discover your high potential employees before they become top talent.

2. Leverage your network

Use your network to recruit top talent. Find candidates from both personal and professional networks, such as industry contacts, association memberships, social media and trade groups. This can be a proactive or reactive strategy. Reach out to interested candidates in your network when trying to fill a specific position, offer details and get some feedback on how well they would fit. You can also reach out to someone who has impressed you, whom you want to bring on board even without any open positions. Use your network to meet your future top employees and win them to your organization.

3. Start an employee referral program

One of the best ways to find qualified candidates are through current employees. Your employees understand the company culture and could gauge how well a job candidate (whom your employee knows personally) would fit into the company and position.

An employee referral program could offer rewards as incentive to bring in top talent to the company. For example, the employee who referred a job candidate could get a bonus when that candidate is hired, and then another when the candidate has worked with the company for one full year.


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Web-Based Assessments and RecruitmentHow Web Technology Can Lead to HR Success

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The recruiting game is constantly changing, and knowing how to best use new and emerging technologies is the key these days to winning the game. Web and mobile technologies are great resources that can transform the recruiting process, especially when it comes to pre-employment assessments and interview screening. Replacing outdated assessment methods with web-based technologies can help you take your recruiting game to the next level.

Here are a few examples of how recruiters can apply web technologies to pre-employment testing, to improve their recruiting process:

  • Mobile testing. Mobile websites and apps are among the most game-changing technologies in the HR and recruiting world. By tapping into mobile resources, recruiters and candidates have access to information on the go, anywhere and anytime. This also applies to pre-employment testing. Mobile-based assessment applications offer candidates the convenience of completing tests on their smartphones whenever they want, while allowing recruiters to get the results faster.
  • Simulation testing. Through simulation testing, recruiters can test candidates in real work environments that simulate anything from the MS Office Suite (Word, Excel, PPT, Outlook) to web browsers and email providers. These tests can help recruiters assess how candidates work in real life: how they respond to problems and the extent of their knowledge of certain software. These tests are especially helpful when you’re hiring for positions that require specific skills that can be tested in a simulation, such as a customer service call center representative or a web designer.
  • Multitasking testing. Multitasking has increasingly become a necessity in the workplace. Most employees now wear many different hats and have to constantly switch gears to accomplish tasks as they arise. However, multitasking effectively takes skill. Testing a candidate’s ability to multitask without losing focus or sacrificing quality is crucial to finding the right person for your position. Recruiters can supply a multitasking scenario through a web-based assessment platform and evaluate how candidates manage it.
  • Video interviewing. Web technologies have made it easier than ever to conduct remote interviews with candidates. Skype, Google Plus Hangout, and FaceTime are just a few of the platforms recruiters can use to conduct effective interviews with candidates that live in a different city. It can also save time for all candidates if you have a video interview before asking them to come in person. In a preliminary video interview, recruiters can quickly assess candidates without spending too much time or having to set up a meeting space.

These web-based assessments provide a lot of benefits for recruiters, which make investing in the technology very worthwhile, such as:

  • Saving time and money. Assessing candidates remotely via web-based testing and interviews saves a significant amount of time and money. Pre-employment assessments help recruiters find the best candidates so there’s less time spent training them, since you know they come with all the necessary skills for the job. This saves money in terms of man-hours both before and after hiring.
  • Reduced turnover rates. When you find the right candidate for your position, you know it, and most of the time he or she knows it too. This means that once hired, candidates are more likely to stay at the job since they know what it really entails after having gone through simulation testing, for instance. HR managers also benefit of course, because a reduced turnover rate means fewer open positions and less time having to recruit for them.
  • Identify top talent. Every recruiter knows that their goal is not just to find candidates to fill jobs, but rather to find the best candidate to fill the right job. Identifying top talent is tricky, but pre-employment assessments can help recruiters find the candidates who truly excel in the skills that are needed for the job. Going beyond just reviewing a resume and conducting an interview, these web-based tests give recruiters almost instant access to the candidate’s actual skills and how they would apply them to the position.
  • Discover both hard and soft skills. A resume and a cover letter can only tell recruiters so much about a candidate. Through assessment testing and video interview screening, recruiters can learn more about a candidate, especially when it comes to soft skills like overall attitude, communication skills, leadership, work ethic, and multitasking abilities. These soft skills are vital for success in the workplace, and pre-employment assessments can help recruiters find them.

Have you implemented—or have you thought about implementing—any web-based assessment testing and interviewing in your recruiting process? Which pre-employment assessment practices have worked best for you?

About Eric Friedman, Author

Eric Friedman

Eric Friedman is the founder and CEO of eSkill Corporation, a leading provider of online skills testing for pre-employment assessment and benchmarking. Eric has degrees in Psychology and Business, and a fascination with matching people with roles they’re best at, and that they enjoy.

A company built on exceptional talent from Internet technology, test development, and iterative product development, eSkill leads as an independent assessment company helping HR departments with relevant and accurate job-based tests.

To learn more about Eric and eSkill, visit the company website at www.eSkill.com, or contact him on LinkedIn.


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How He Hires – Richard Branson’s Top Tip

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By Yvonne Manzi
Guest Writer, University of London


I’ve discussed before the importance of good hiring practices, as a bad hire can cost an organization hefty losses in time, money and resources. These can vary of course – based on your organization’s needs and culture, on your own personal hiring style and interviewing techniques, they can vary for many reasons. There is one thing, however, which you should not overlook, and that is applicable to all organizations – personality. British business magnate Richard Branson, in an article he posted on LinkedIn, writes:

“The first thing to look for when searching for a great employee is somebody with a personality that fits with your company culture. Most skills can be learned, but it is difficult to train people on their personality. If you can find people who are fun, friendly, caring and love helping others, you are on to a winner.”

“Personality is the key. It is not something that always comes out in interview – people can be shy. But you have to trust your judgement. If you have got a slightly introverted person with a great personality, use your experience to pull it out of them. It is easier with an extrovert, but be wary of people becoming overexcited in the pressure of interviews.”

“Some managers get hung up on qualifications. I only look at them after everything else. If somebody has five degrees and more A grades than you can fit on one side of paper, it doesn’t necessarily mean they are the right person for the job. Great grades count for nothing if they aren’t partnered with broad-ranging experience and a winning personality.”

So take it from Richard Branson, who built an empire that only continues to grow. When hiring new employees, look for transferable skills, and bring out the personality in them.


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Extreme Hiring Tactics – Read Them to Believe Them!

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By Yvonne Manzi
Guest Writer, University of London

We know the losses in time, money and resources that can be caused by a bad hire. It is no wonder, then, that some organizations will go to great lengths in order to find the right people. An article on INC.com recently compiled four of the wackiest hiring tactics by companies. You might get inspired by these pioneers in hiring – sometimes the obvious, clear-cut route isn’t the most effective one. Read on and let us know what you think!

Hiring Tactics

1. Vote Early; Vote Often. “Firing fast never works,” says Dane Atkinson, CEO and co-founder of SumAll, a New York City-based business analytics firm. That’s why Atkinson puts every employee through a 45-day trial period. Each applicant is assigned an on-staff sponsor and gets regular assessments from a dedicated selection committee.

At the end of the trial, if the selection committee approves a candidate, SumAll’s entire 35-person team puts the matter to a vote. One veto, and the candidate goes home. About 30 percent of applicants don’t pass. Atkinson admits this Survivor-style approach intimidates plenty of applicants and requires an intense time commitment from employees, “but the meta effect is better,” he says: In two years, only one employee has left the company. “It sets employees up for success,” he says, “because there’s such close attention paid to them in those early days.”

2. Trial by Rejection. Salespeople need to be able to handle rejection on a daily basis. So when Rob Rawson hires salespeople for his remote staffing company, Staff.com, he starts by turning them down. After initial interviews, Rawson calls the candidates he wants to hire and tells them he doesn’t think they have what it takes. About 75 percent of applicants accept the rejection outright or become overly defensive–and thereby fail the test. On the other hand, the 25 percent who fight to make their case tend to be golden. “You get to see whether a salesperson is able to overcome rejection and sell themselves with a real-life example, rather than a theoretical question,” he says.

3. Make It Like a Reality Show. Potential hires are used to selling themselves, but it’s what they’re willing to say about other applicants that John DeHart finds truly revealing. He’s the co-founder and CEO of Nurse Next Door, a Vancouver, British Columbia-based franchiser of home care services. The company conducts group interviews to make the hiring process faster and assess candidates for cultural fit.

After asking the usual questions about strengths, weaknesses, and the like, DeHart and his staff conclude each interview by asking the applicants which of their rivals they would hire. Many choose the weakest candidates, which suggests to DeHart that they are threatened, rather than inspired, by top performers. “ ‘Admire people’ is one of our core values,” he says, “so we’re looking for someone who will point to the top person in the room and honestly say why they would hire him.”

4. A Bounty on Their Heads. The Nerdery, a Web design firm in Bloomington, Minnesota, hires about 25 percent of its employees from internal referrals. But last year, the company was growing so quickly that hiring became a bottleneck. Co-founder Mike Derheim needed a bigger applicant pool, and fast. So the company took out ads offering to pay the public to refer good developers. The Nerdery rewarded people with $100 if their candidates landed an interview and $400 if they got hired.

More than 700 referrals came rolling in, along with another 900 applicants who heard about the campaign and applied on their own. The company did 600 interviews and spent around $30,600 on rewards. Of those 600, 33 developers were hired, which Derheim says is just slightly lower than the company’s typical acceptance rate. “It was more risk than a lot of companies are willing to take on,” he says, “but when hiring is our No. 1 constraint, it’s definitely worth the investment.”

So what is the most extreme hiring tactic you have undertaken or are thinking of undertaking? Do you plan on trying out new methods?


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Diamonds in the Rough – How to Find Undervalued Talent

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By Yvonne Manzi
Social Media Officer, Profiles Asia Pacific

More or less all of us can spot talent when it’s clearly exceptional from the start. But this is not all there is to talent search – you don’t need to just snatch the obvious diamonds, you also need to find the rough but equally precious diamonds and help them refine. Unfortunately this is difficult to achieve, and most of the time we look for the wrong signs, or we simply overlook people who aren’t already shining. “At most companies” says Richard Fairbank, CEO of Capital One, “people spend 2% of their time recruiting, and 75% of their time managing their recruiting mistakes.”

Danish Talent and Performance Development Coach Rasmus Ankersen spoke at a TED event where he talked about his research and findings, which he published in The Goldmine Effect. During the talk, he explains the best ways of finding undervalued talent. “Mastering the art of talent identification is an extremely tough discipline” he says, but “by understanding three simple lessons, everyone can dramatically improve.”

There are actually quite a few people in various fields who were once overlooked and then turned out to be superstars. Asafa Powell, an unknown Jamaican sprinter, smashed the world record. Michael Jordan was cut from his high school team when he was 16, but he turned out to be the most famous basketball player of his time. Richard Branson, founder of the Virgin group, was categorized as a low performer because of his dyslexia, and he dropped out of school. Paul McCartney’s musical talent was never noticed by anyone throughout his education, and yet he was part of one of the most famous bands of all time. There could be many more similar stories to list here, but the common denominator in all of them is that someone failed to see their potential.

Ankersen says that the first step to understanding this phenomenon is to separate performance from potential. Some people have high performance and high potential, and these are the people he calls “shouting talents”, while others, such as Asafa Powell, or Paul McCartney, have high potential but low initial performance – these he calls “whispering talents”.

The pressing question is: how do we learn to see potential in something that looks ordinary?

The key is in the three lessons outlined by Ankersen.

Great talent is not necessarily right talent
If you’re not clear on the critical competencies that drive success in the jobs you’re looking to fill, you will be employing the wrong talent and missing out on the people with real potential. So, are you testing the right characteristics?

What you see is not necessarily what you get
Lower performers may have greater potential. Oftentimes obviously high performers are professionally trained, while average performers have been left to themselves. Raw lower performance might be better than a trained higher performance. This means that you shouldn’t just judge by the numbers because there are external factors that can affect results – luck, market conditions, good vs. bad bosses, even pure randomness.

Never overrate certificates, never underrate character
Sure, being trained in a top-class environment is a valuable addition, but character should always be taken into account. Individuals who haven’t had the opportunity to reach those stellar training environments could still be very much worth your time. In fact, they could be even better, because rougher beginnings can often lead to stronger characters. Regardless of certificates, it is worth looking at the right motivators for both types of individuals. Ankersen mentions factors such as “why are you here?” and “what drives you?” and “how much do you really care?” because the most important thing an individual has to tell you is what he or she isn’t telling you.

In conclusion, companies need to make sure they’re not missing out on all these diamonds in the rough. That college graduate that isn’t so great at communicating his or her skills at first impact might actually have a sea of potential ready to grow. By keeping Rasmussen’s research in mind, you can learn to identify these diamonds in the rough, and then help them channel their talent to straight to superstardom.

For some diverse tips on how to attract young talent, have a look at this article by our affiliate company–Profiles International.


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Hiring Great Sales Employees – Bite Into the Apple Approach!

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Article by Christine Krenek, from Profiles International.


Whether you’re a small retailer or the world’s largest technology company, you need the best-fit sales employees to succeed.
Recruiting and selecting effective sales reps is critical for any sales organization! Take Apple Inc. for example, when you go into Apple stores across the country, you’ll find exceptional customer service.

An article from Forbes discusses how the tech company successfully hires their retail employees and what specific qualities they look for. The article cites that “Apple doesn’t look for exceptional intelligence or technical mastery,” instead here are seven characteristics the company’s hiring managers look for during their extensive interview process:

  • Smile and be friendly
  • Demonstrate passion
  • Don’t worry about not initially knowing the products
  • Speak up and demonstrate confidence
  • Interact with the group and ask for help
  • Show a commitment to the customer
  • Talk with humility

Looking at these qualities, Apple clearly focuses on hiring great “sales attitudes” that fit their organization and values.

All sales organizations and positions are different. For example, over the counter sales positions are very different from on-the-road, door to door sales reps. Different sales positions call for different types of employees. As Philip Shuler, a Senior Strategic Account Manager at Profiles International, says, “It takes a different type of sales person to sell a Bentley than it would to sell a Kia.”

So how do you know if a new sales representative will fit your organization’s needs? The answer is simple: assessments! Sales assessments make sure you hire the right person for the right job position. Pre-screening and skills tests, like the Profiles Sales Assessment™, ensure you hire the best-fit reps for specific sales positions and reduce common problems such as turnover and not meeting revenue goals.

Similar to Apple’s hiring criteria, the Profiles Sales Assessment™ measures seven critical sales behaviors. These behaviors paint a picture of each sales candidate or employee and ensure you select the one who is most likely to be successful for a specific position. These behaviors include: prospecting, call reluctance, closing the sale, self-starting, working with a team, building and maintaining relationships, and compensation preference.

Learn even more by watching a video of Philip Shuler discussing how to “Enhance Sales Recruiting and Staffing”

Do you have any tips on Sales recruitment? Tweet us @ProfilesAsiaP or reach us on Facebook!


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Induction Crisis (part 2) – Tips for Success!

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By Matylda Rabczenko
Guest Writer, Warwick Business School

Last week we discussed the potential damage that induction crisis can cause to your company, which ultimately results in high turnover.

A well thought-out integration process, when applied right from the start, can be the difference between the successful placement of medium- to long-term employees, and wasting a great deal of resources on a failed hire.

Now that you are aware of the key reasons for induction crisis, it is time to point to some tips and solutions!

Don’t wait! Induct promptly!
Induction is most effective if conducted right as the employees join the company; if it is done a couple of weeks after the new employees have began work, it is a waste of time

Train your line managers!
The success of your induction is largely dependent on your line managers, who come into direct contact with the new employees most often. Notably, employees’ job satisfaction is correlated to their relationship with their managers.

Be honest and expect honesty!
As mentioned earlier, induction is a great moment to exchange views on expectations between you and the new recruits. Tell them about the way things really are in order to avoid future confusion.

Show off the company culture!
This is a great opportunity to talk about your company values and how they are applied in day-to-day activities – especially important for all types of firms.

Assign a buddy!
Make the transition period easier for your new employees by assigning them a ‘buddy’, a current employee, who they can turn to with any questions or concerns.

Monitor!
If you own a larger company, it is worth using a stability index to measure employee turnover on a constant basis. A stability index in particular allows you to identify the presence and scale of your induction crisis.

Re-assess your recruitment and selection processes!
Whilst seeking improvements in your inductions, do not turn a blind eye to failures within your recruitment and selection processes – even a great induction will not be able to make up for these.

It is easy to forget that the employment contract is indeterminate – an employee cannot give you tangible labor, he/she only offers the potential to perform labor. Although assessments and interviews supply you with a solid depiction of the extent of this employee potential, whether or not it will be utilized is up to you, the employer.

Similarly to how first impressions shape long-term opinions, inductions can play a fundamental role in shaping long-term employee-employer relations. So if you want to make the most of your employees’ potential, provide them with the first impression that will make them want to deliver.


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Induction Crisis (part 1) – The Heel of the Recruitment Achilles

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By Matylda Rabczenko
Guest Writer, Warwick Business School

During the hunt for capable employees, managers often over-invest into recruitment and selection alone, whilst forgetting about the last pillar to successfully obtaining medium to long-term workers: induction.

Simplistically speaking, induction can be considered as a process of integrating new employees into an organization and familiarizing them with the job requirements, but in reality it is more complex than it sounds. According to Rice, et al.’s (1950) 3 stages to become a true employee, ‘induction crisis’ (the first of the three) is the most problematic and bares the greatest number of casualties; the crisis occurs when an employee fails to adjust to the organization and makes the decision to resign.

Decades of studies, beginning in the 1950s, have confirmed a strong link between inadequate induction and high turnover rates amongst new recruits. Usually, the crisis can take place as soon as within the first 6 weeks of employment; some leave immediately, others postpone taking action by a year or more.

Before considering solutions, it is crucial to take into account what drives this HR failure. Here are a few common sources (a detailed description can be found in Skeats’ 1991 book on Successful Induction, which I would recommend as an initial guide!).

False expectations. These can be usually attributed to over-selling the position during the recruitment process, as well as misunderstandings about salaries and promotions. Induction may help in counteracting the overselling and depicting the reality of the job.

Company style. Although the company style is conveyed through advertisements, company websites, etc., the true company style and culture may come as a surprise to some new employees. Induction provides you with a good opportunity to give the new recruit a preview of the way in which people operate within your company.

Demands of the job. It is often not just the company that over-sells the position, but also the employee him/herself. Consequentially, the employee may become overwhelmed by his/her new responsibilities. Similarly, an employer may hire someone who is overqualified for a role and will find it boring. Induction allows you to have an exchange of expectations with the new employee, which may on occasion result in re-assignment to a more suitable role.

Difficulty with colleagues. Clashes with fellow co-workers are especially likely to occur when the new employees are thrown into a workplace environment without previously interacting with one another. In this case, induction can be a great opportunity for your new employees to socialize in a more informal setting.

Keep following our blog for the part 2 discussion including tips for success and conclusions!


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