People Management

Recruitment - hiring - without guesswork

Take the guesswork out of hiring

As the COVID-19 crisis slightly loosens its grip on the economy, our clients tell us that recruitment challenges are very much front of mind. As restrictions are eased, many companies can finally open up, look to the future, and think about expanding their workforce.

According to a recent study in the UK and Ireland, 38% of those surveyed plan to leave their jobs in the next six months to a year. The pandemic has caused a definite shift in employees’ priorities and expectations. This scenario will both open up further new vacancies and also increase the available talent on the job market.

It’s a two-sided coin. Many industries can expect intense competition for candidates. With an increase in job vacancies, candidates can afford to be increasingly picky.

At the same time, some companies might find themselves overwhelmed by applicants. This is partially fuelled by the number of people who have been biding their time throughout the pandemic. They’ve stayed in their currently secure job until they spot an attractive opportunity elsewhere.

So, how do you begin to unpick this tightly forming knot of recruitment challenges?

Hiring is complex. It uses time, monetary and human resources. Sifting through a large number of CVs can be extremely time-consuming, and only tells you part of the story. And you really need to reliably find the most suitable candidate.

Hiring mistakes are extremely costly on so many levels. For instance, the applicant experience directly affects your employer brand. If your hiring process is not effective or efficient, candidates will not want to come and work for you. Having to start the recruitment process all over again is a drain on all your resources.

As you prepare for expanding your workforce, it’s therefore key to equip your hiring team with a process that is efficient, effective, objective, and reliable. Watch our video to see how the use of scientific people data can help you to remove guesswork from your recruitment process, and hire the right person for any role.

How can Predictive Advantage help?

Wouldn’t it be great to be able to

  • strip away hiring inefficiencies such as the need to hold too many interviews?
  • streamline your recruitment process to make it more objective and protect your employer brand?
  • be able to gauge on-the-job success?

Why not contact Predictive Advantage for an informal chat (complete our contact form, email us or call us on +44 1423 876358)? Our Expert Consultants are passionate about helping clients to leverage scientific people data to take the guesswork out of hiring, to attract, recruit and retain the best talent, and to build a strong employer brand.

 

Photo by Sindre Strøm from Pexels

Don’t judge a penguin by its waddle

I was recently introduced to a wonderful You Tube video (in German) called ‘Das Penguin Prinzip’ (The Penguin Principle). It provides a charming but very poignant reminder that we really shouldn’t judge the character or worth of someone at first sight.

Dr. Eckart von Hirschhausen is a German television host, doctor, magician, comedian, cabaret artist, and author. In this extract, he recounts an anecdote from his time as an entertainer on a cruise ship, and a visit to a Norwegian zoo.

In one of the zoo enclosures, he saw a little penguin sitting on a rock. He looked at the creature and thought: “Look at this poor thing. A flightless bird. Stocky and totally out of proportion. Definitely one of nature’s misconstructions!”

The Penguin Principle

Then the penguin jumped into the water and, through the glass, Hirschhausen watched him swim in the water, nimbly twisting and turning. The onlooker’s jaw dropped, and he was forced to rethink his original assessment of the little creature’s suitability and talents.

Lack of people focus

Talk to the hand – or chat with a smile?

Task versus people focus – what does your company need?

Mei you!”* (No!)

The voice, surprisingly shrill for someone who appears to be asleep, carries across the cavernous room. A blue-clad arm with white elbow protectors waves me away. The shop assistant’s head is not moving from its resting position on the counter.

“But… I haven’t said what I wanted to buy yet?” I say in English, somewhat baffled.

MEI YOU!”

“Er… so probably not, then. Bye!”

This was my first encounter with customer service in China. I had just arrived in Beijing in 1988 and needed something from the optimistically named Friendship Store – a place where you could buy foreign-made goods and pay with US dollars.

teeth on edge; pull your teeth back; dislike

How to pull your teeth back from the edge

“She sets my teeth on edge.”

“He makes my skin crawl.”

“People like that make me sick.”

Have you ever said that, or, being polite, thought that, about someone?

I know I have.

Why do we like or dislike people?

When we take an instant dislike to someone, we often describe our feelings in these physical terms. If challenged to explain our negative reaction, we tend to mumble something about what they have said or done, or that “they just rub me up the wrong way, that’s all”.

Remote working

Confessions of a Remote Worker

You’re trapped and rooted to your kitchen chair with a new worry line adorning your brow, courtesy of your new line manager. But where did the day go so horribly wrong?

It’s Monday morning. The dog has hidden your mobile phone again, so you’ve missed your alarm. Thank goodness for remote working!

Your rush downstairs. After wearily turning on your laptop in the kitchen at twenty-five past eight, you find a notification waiting for you. Over the weekend, your new line manager has quietly slipped in an eight-thirty team strategy meeting.

I can't do wright for doing wrong

Can I give you some feedback?

Is there really anyone out there who hears those word and thinks “oh goody, yes please”?

If there is, you’re a much better person than me!

Take this example, it was a long time ago – but I still remember it like it was yesterday.

I’d given a sales presentation to a prospective client with Helen, a new Associate who I was mentoring. Despite not being a traditionally qualified ‘sales professional’, I was actually quite good at what I did. I believed passionately in the product that I was selling, and I had my own sales ‘muscle’ that I used to be effective.

Helen, on the other hand, was very much a qualified sales person. She had worked in sales for one market-leading multinational company for the fifteen years since her graduation. She had been on every sales course suggested – and undoubtedly knew her stuff.

Of squinting cats and great leadership

It’s that tired old question: Can a chubby moggy with a befuddling squint and an inflated ego actually become a great leader?

Working from home during lockdown has provided the perfect opportunity to really observe the behaviours of my three crazy cats – two sisters and their brother. They look and behave so differently. Pablo, the largest of the three, is the one with the squint.

On the surface, their day looks very much like a business operation where targets are set, and tasks need to be accomplished. Team cooperation has to be negotiated carefully.

Are you a risk-taker?

Risk: your public speech is my 2000 metre drop

We all perceive risk differently. When you hear the words ‘bungee jumping’, what’s your immediate reaction? Do your fingertips and the soles of your feet start tingling with fear, or do you shout “hold my beer” and rush to the nearest 2000 metre drop?

Bee - finding solutions through team performance

Should businesses be more honeybee in the face of adversity?

I was listening to a news programme on the radio. One of the stories piqued my interest. Why indeed would honeybees resort to using animal dung to protect their hives? I was reminded of all the businesses that had to pivot their strategies in recent times. How could they ensure that their teams continued to perform at their best throughout periods of profound change? Please bear with me on this one!

Death of a Sales Manager

My father gave his life to one company, a well-known white goods manufacturer. Trained as an electrical engineer, he started out tightening screws on appliances. But soon he was travelling up and down the country as a salesman and customer service provider selling household goods to shops.

The job suited my suave and humorous father to the core, and he did very well. So well, in fact, that the company made him Sales Manager, a promotion that saw him catapulted … into an office, where he spent his days managing a sales team.