Here we are again in another lockdown. Throw into this a challenging candidate market and it’s easy to just stay under the doona. But remember what happened last time? Things bounced back more quickly than we thought and many of us were caught with our pants down when it came to being resourced well enough to meet the demand. How do we not repeat the same mistake?
The impact this pandemic and our initial response has had on our economy is coming home to roost a year on. The most talked about thing in the business world is no longer how hard it is to find ‘good’ staff but how hard it is to find staff at all. And everyone’s asking the same question, “Why aren’t they out there?”, followed quickly by “How do we attract them?”.
Getting someone to start with you is only the beginning of the employment relationship. The first 4 minutes, the first four hours, the first four days and the first four weeks are the critical milestones in laying the groundwork for the success and longevity of your new hire.
Australia is experiencing a candidate shortage never seen before. 700,000 people who were in the job market prior to the global COVID pandemic are no longer here. So, we have a conundrum of more jobs than people to fill them, with candidate sourcing becoming the primary focus of anyone recruiting. For those organisations who have opted to do their recruitment themselves, the biggest question on everyone’s lips is “Where do we start?”.
Not so long ago, a candidate called our office very angry and distressed. An unauthorised reference check had resulted in him being sacked and he was threatening to sue. But we hadn’t done the check. Who did and why shouldn’t they have done it?
The best recruitment outcomes happen when both parties feel confident their needs will be met. The interview process is the best way to feel really confident you’ve got the right person in your sights. But before you start asking any questions, there’s a few steps that will help you get off to a great start!
The measure of a great job ad isn’t in the number of applications that swamp your Inbox – it’s the quality of the applications you receive that matters. You don’t want to waste precious time and energy wading through unsuitable applicants.
Even though unemployment levels are still high in a number of sectors, Hiring Managers and Recruiters are struggling to get the candidate response rate they’ve been used to. The candidate market is thinking, feeling and engaging differently as a result of the last year and we need to catch up with that.
A shortlist of candidates doesn’t always guarantee they are the most suitable ones for you. In fact it could be a disadvantage to your business to rely on it, particularly if you’ve taken a “hands-off” approach to the process.
Hiring the right people for your business isn’t as straightforward as you think. Finding someone with the skills you need is just the first step. Here’s our eight simple steps to get you the right people you need to help your business flourish.
Testing for integrity is always a good place to start. Recruiting is about more than just finding a skill set that you need. Organisational fit is equally, or perhaps even more important. And the first thing we want to know is whether our potential hire can be trusted to do the right thing, even when no-one is looking.
Job Fit Assessment ensures that you are getting the right person in the job by using psychometric testing techniques that offer valuable hiring insights into candidate personality traits and their organisational fit.
Here’s what every business owner or hiring manager needs to know about the four recruitment pricing models – the percentage of salary model, retained search, fixed fee (flat fee) recruitment, and an hourly billed fee-for-service approach.
Any interviewing process exposes recruiters and hiring managers to cognitive biases – psychological errors of judgement that are the source of all sorts of untruths. Exclusively relying only on your gut feeling could be costing you a good hire.
It’s easy to think that the thousands of people who have lost their jobs because of COVID must make candidate sourcing for hiring managers easier – after all, more candidates must mean easier recruitment, right? Not so! This week’s blog explores why candidate sourcing is actually more difficult in an economic crisis like this one.
Behavioural Interviewing is understanding how someone will behave in a certain situation based on how they’ve behaved in the past. Here are four interview questions that will enable you to ‘test’ the candidate and five things you’ll learn from each question if you listen properly. That’s uncovering 20 behaviours and/or personality traits in just four questions! At the end of the day, you’re recruiting a person, not just a skill set.
The world of recruitment fees can be confusing. The traditional model of paying a percentage of the salary as the fee is continually being challenged by other, more accessible models. But sometimes they too are confusing. In this blog, we try to clear the fog that swirls around the difference between fixed fee and flat fee recruitment.
What can Winnie the Pooh, Piglet and Tigger teach us about effective leadership? And team behaviour? Well, quite a lot it seems. For starters, we know that Tigger will be the one posting inappropriate content. And Owl and Rabbit have the potential to drive everyone mad. And Pooh thinks injecting bleach sounds like a good idea. Thank goodness for Christopher Robin!
These past weeks have been surreal, to say the least. All of us have been riding the wave of uncertainty, fear, inertia and hope as we come to terms with this new way of living. It is easy to stay stuck on what we are losing… But I can’t help but wonder about what we are gaining and learning.
Business is slowly coming back and many of us are thinking about how we can do it differently, including reviewing our providers and advisers. Before deciding on a recruiter, think first about what you want to achieve – service, flexibility, speed, availability, guarantees, price – then partner with someone who can meet those needs.
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