Is recruitment taking up too much management time?
Why is this a problem?
There are many reasons for somebody to be unhappy in their work place. We at Quarsh have listed 5 reasons you could be down in the dumps about your job role and workplace.
There are three facets in any new hire – Attitude (how they approach a challenge), Aptitude (what they are capable of picking up, aka potential) and Skills (what they can do right now). Only one of these is directly measurable, and it is also the same thing that can be acquired fairly easily – Skills. The other two are part of a candidate’s DNA. Their personal qualities.
You go to the time and effort to design a job spec, to locate candidates, to interview them, assess them and put together an offer… and then they say no! It’s one of the most frustrating things that can happen in work. It usually means one of two things, accepting second best, which is never comfortable, or starting over, the impact of which in time and lost work can be colossal. Given that you’ve already gone through the entire recruitment process, to lose the ideal candidate at the final stage is economically and emotionally the worst possible point that it can happen. So why does it happen, and most importantly what can you do about it?
A lot can be said regarding millennials in the workplace, whether they’re factual or opinions. Millennials are the current and future employees of your business.
In today’s fast paced society, our time is valuable. Which is why we’re not surprised by large companies being advocates for the automated video interview. For an automated interview, a candidate logs onto a portal and is given a series of questions to answer. They’re given a practise round and then a set time to answer each question. We saw on our LinkedIn network, a candidate had a video interview and lost his words, he panicked so much that he just didn’t move until the time was up. That way, the company would have thought the system had frozen. You have to hand it to him for his quick thinking!
We have all been on the receiving end of a phone call from a recruiter pushing a role in finance, when your CV clearly states that you’re in marketing.
We all know that the health and social care industry is one that struggles to retain staff and that this subsequently impacts care providers being able to offer the continuous, quality provision of care clients deserve. It’s an industry that like it or not, the chances are that one day it is going to play a part in each of our lives; either directly or indirectly.
As an HR or Recruitment professional, the future of your staff growth and retention is one of the main areas that you develop and nurture. Our investment in people is key to creating an effective team and delivering an excellent service to our customers.
So just how well is your recruitment function performing? It's a question that no doubts gets asked in one way or another by every agency or recruitment process outsourcing provider that speaks to your business. And it's an important question. Recruitment is often the part of the HR function that gets ignored, or at best, is allowed to just 'tick along'.
Recruitment can be an issue for many businesses. The truth is, it’s more than just bringing talent into the business.
Every recruitment campaign has its own variants and circumstances, but as a rule of thumb, anything over 45 days for a 'standard' recruitment cycle is too long. For more specialist and executive hires, the timeline should be around the 90 day mark.
Improving in-house or internal recruitment has massive benefits, whether you’ve got a huge team or individual hiring managers doing their own thing. In this blog, we look at how to improve your in-house recruitment capabilities, irrespective of your size, scale and market sector.
First of all, let’s address the prevailing line of thought that attrition is bad. Not all attrition is a bad thing. If people aren’t able to do the job, are finding the job too much or are acting as a negative and disruptive influence, then having them leave can be a good thing.
Following on from our recent blog about the healthcare recruitment crisis, it’s clear that not only is there a shortfall in supply, there’s also a shortfall in funding. While we don’t have a magic bullet to increase funding, we can offer some solace in one area, which is getting the cost of acquiring talent down within healthcare recruitment.
Every generation over the past century has seen their pay increase compared to their predecessor; i.e. at the same age the average employee has earned more than their parents’ generation did for the same role. This has been caused by a steady increase in salaries above the rate of inflation. But now for the first time, this isn’t happening.
This week’s Panorama investigation on the Care sector focussed primarily on auxiliary care, but lessons can be learned and applied across the healthcare sector generally.
When it comes to healthcare professionals, we all know there’s a shortfall in supply versus demand, and this was highlighted in a BBC News report from 23rd March 2017.
Third-year university students graduate at a high level of academia; when they
How much does recruitment cost? Most HR and recruitment professionals will talk to you about agency fees, advertising costs and the salaries of in-house recruiters. But is that the true cost of recruitment?
Getting the best out of LinkedIn is a mystery to many. It’s generally viewed as something to focus on when you start looking for a new job, and most people only put the most basic of details on their profile and then forget about it.
Meet someone who works in recruitment at a dinner party, on the train, or waiting in line at the supermarket and the odds are that they will describe themselves as a headhunter. But headhunting, or executive search, is actually a very specific skill and subset of the recruitment industry.
Quarsh was born out of innovation and that's one of the reasons I decided to join the business. We don't offer cookie-cutter solutions to our clients, instead we work with them to ensure everything we do, works for them. Whether this is recruiting a particular set of vacancies that are proving problematic, reviewing their HR team, executive search, process redesign, social media management or auditing.
In the seven years since Quarsh was founded, we have questioned, discussed and designed every model of recruitment you could imagine. From an SME with 10 staff, to a Medium Size organisation hiring anywhere between 50-500 people a year, we have been able to help the HR Director, CEO or COO implement a process that works for them financially and to future-proof their business not just for the calendar year, but for the foreseeable and sometimes unpredictable long term.
Talent pipelining or talent warehousing are phrases that are commonly used by people in recruitment and HR. That's because it’s impossible to plan for the future without knowing whether the talent you need is actually out there.
It’s impossible to plan for the future without knowing whether the talent you need is actually out there.
Think of it as taking the guess work out of planning and future proofing. Nothing is more important than executing business strategy correctly. If you don’t have a good talent pipeline in place, you’ll always be playing catch-up. You’ll more than likely be hitting the big red panic button, spending budgets unnecessary by relying on recruitment agencies, or hoping that your advert brings in good candidates.
It’s safe to say that at one point or another in our lives, we’ve judged someone by their appearance before even speaking to them. We’ve already decided that they were not a nice person, driven, capable, lazy or even worse.
Relationships can be complicated, there's no doubt about that. When you're passionate about something and it's close to your heart, you take a vested interest in it whether it's your nearest and dearest, your favourite football team...even your RPO provider.
The robots are coming, as sure as the seasons, and the jobs that were the bedrock of employment, social status and wealth will in many cases be taken by faster, better and cheaper pieces of technology. What does that mean for the employment market of the future?
Look at any management magazine or discussion board at present and you’ll find the topic of Future Proofing front and centre. Everywhere you look we are being told that we need to ‘Future Proof’ our organisations, and that failure to do so will spell some various degree of doom for us and our cherished companies. But what is Future Proofing? Is it really so new, and if so how have we survived without it so far? Certainly, the lack of clarity seems to be inspiring a sense of near paranoia in many. We’ve heard executives close to panic because their boards have demanded that they present a plan for Future Proofing the company, and the fact is they don’t know what it is, let alone where to begin.
Graduates; they’re the next generation of Talent. They’re bright eyed, bushy tailed, with an almost palpable willingness to learn and succeed. They’re undeniably attractive recruits that will often enter into a working environment bustling with new ideas, integrating comfortably into a company’s culture and may come armed with the knowledge of how to navigate around new software and tech with relative ease.
There’s no denying it; the digital evolution is well and truly underway. And now research released by the world’s leading oil and gas job board Oilandgaspeople.com has further signalled that social media networks are in the midst of transforming the recruitment process.
The survey published by the industry leaders indicates that a significant number of recruiters and hiring managers are now using social media networks such as LinkedIn and Facebook to determine whether they want to proceed with or reject prospective candidates as common practice.
A report published by the Recruitment and Employment Confederation (REC), CIPD and the Chartered Institute for Recruitment and Supply (CIPS) has urged organisations to review the recruitment supply chain holistically if they are to maintain positive candidate experiences as well as reduce costs and time to hire.
Research conducted by Outsourcing giant Capita Managed Services has revealed an air of disharmony amongst HR Directors and Recruitment Process Outsourcing providers, with respondents citing that the relationships firms have with both clients and candidates is impersonal and inflexible.
Working as part of an RPO in a company that is making significant changes to its hiring strategy is fascinating. Recruitment is generally complex, and although it takes many elements to make a process successful, I have noticed that one thing in particular has the ability to impact on the entire process before it has even begun, and that is employer branding. When you are looking to attract talent, your company’s reputation and branding is absolutely key.
“Get the real story on any candidate” is what you greets you on the ‘reference search’ landing page (presumably because all candidates are liars by default..?). Finally, a way to expose the CV fabricators, the gossip instigators and those who are productively challenged, leaving only the very best talent behind! Don't get too carried away, though - it seems that getting the “real story” can prove to be troublesome.
RPO stands for Recruitment Process Outsourcing, the management and delivery of recruitment services to an organisation by a professional recruitment third party provider. Or, more simply put, someone else does your recruitment for you.
With the harshest winter for decades set to rear its head over the coming weeks, many businesses run the risk of grinding to a halt as hurricane-force winds and heavy snowfall are expected to cripple roads and rail lines across the UK. With disjointed travel links comes disruptions and cancellations galore, and so it is key to ensure that your business takes the necessary precautions to function effectively during the winter.
Interviews are really stressful. We all know that. You’ve an hour or so to impress the socks off the person you’re talking to, and at the same time, you’re trying to find out whether they’re a business you want to join. Even though you know you can do this job, you’re probably worried about what you’re going to say, whether you’re going to come across as a bit of an idiot and how you’re going to manage not to talk utter rubbish at times. First interviews are not usually the most fun you can have, and to top it off you’re taking time off work.
Now you’ve decided that Recruitment Process Outsourcing in some guise would probably benefit your business and you’re now starting to look at your options. The good news is that there are relatively few variables that you should take into account. As with all business decisions, research is key to making the right choice.
I recently wrote about a telephone interview that had gone about as badly as it’s possible to go, both for the interviewer and the interviewee.(When Telephone Interviews Go Wrong)
Telephone interviews are generally not the first option, but can be useful in a few circumstances, and even then only when Skype is not an option:
Recently, a close friend was telephone interviewed for a pretty senior technical position as a “Head Of”, paying around £120k. He asked me for some guidance on how to perform well. This wasn’t an easy task as we didn’t have much to go on.
So you’ve made the momentous decision to look at talent acquisition differently, more strategically, to align the growth strategy of the business with the hiring needs required to deliver a great outcome for your company. It’s a huge decision, one not to be taken lightly, so please do be careful and don’t get drawn in by the various companies/agencies/charlatans out there who will try and sell you something and have you believe it’s Recruitment Process Outsourcing when it isn’t.
Jason Collings and Lucy James founded their company in 2010. Quarsh specialises in the design, implementation and operation of best practice recruitment for clients. Setting up the business and solving companies’ problems is what Quarsh loves to do - discovering the best recruitment processes for individual clients to achieve effective, worthwhile recruitment.
But how did the RPO duo get to this point?
Employee Value Proposition, or EVP is invariably confused with employer brand, but there are key differences. True, both relate to the perception of an organisation, but they are not the same. Employer brand is how you are seen externally as a potential employer: your image and reputation. Whereas EVP is the value employees receive by working for you. One is perception, particularly external, the other is received value. Developed as a concept after the rise in employer branding, EVP typically falls under the HR remit, but it crosses all boundaries from Board level down.
Over a coffee recently, a prospective client posed me an interesting question. If you have been onsite with your client as an RPO provider for three years, would you suggest Executive Search to fill a senior post? The answer is pretty straightforward: if the RPO provider has done their job well, there should be no need. The candidate is likely to be currently working for an immediate and known competitor.
Anyone who has ever worked with recruitment agencies is likely to have some horror stories, like estate agency it is an industry sadly notorious for its cowboys and sharks. So what should you expect when you engage a recruitment agency? What standards should you hold your suppliers to and feel upset if they don’t meet?
In short, it is the image potential employees have of you. Every employer knows how important it is to understand what their customers, shareholders and employees think about them and marketing professionals are constantly trying to develop new techniques to attract customers, communicate with them and build their loyalty to the brand the consumers are buying into.
In the employment world, rejected candidates are often seen as the surplus or unimportant, because they are not immediately useful to hiring organisations. Overlooking these people, however, could be a costly mistake, not only in advantages missed but in disadvantages gained by your company in neglecting them.
I have noticed a widespread belief that Recruitment Process Outsourcing is only for big business. People aren’t thinking and talking about the benefits that it can deliver to SMEs, especially SMEs that are growing rapidly. Frankly, this is a very one dimensional view of what RPO can do for a company. In fact, smaller businesses are often better placed to benefit from RPO services than the large multinationals.
The perception seems to be that RPO is just a ‘big machine’, a large scale beast that thrives solely on economies of scale and is wholly concerned with driving down costs. Now, these are typical characteristics of many examples of RPO that can be found in the wild, but that doesn’t mean that this is all that RPO is or can (should) be.
Since the release of our blog 'The True Cost of Recruitment', we have discovered that this has been a frequent talking point, not only with potential clients but with other members of the recruitment and HR communities online. Therefore, we decided to summarise in a 'Top 5' (its so 'on-trend'!), the Top Five Ways to Reduce the Cost of Recruitment. Read it, it could save you some money!