Recruitment Lifecycle Services
Our approach to delivering the RLS is based on the customer’s requirements. By adopting a modular delivery approach you are able to select one or all of the services. Irrespective of the service/s requested the starting point will always be an analysis phase incorporating interviews with key stakeholders to ensure we understand your objectives and the challenges facing the business.
Our solution/s will be tailored to your requirements and underpinned by our QUICK values.
Module 1 – InHouse Recruitment
Are you currently employing a 3rd party agency to undertake your recruitment and have their results failed to meet your expectations?
Utilising our industry experience and expertise we can work together to provide you with the governance framework and best practices to create your own in-house recruitment function.
By adopting a collaborative approach we can agree and implement a tailored solution based on either a remote consultancy model or one which effectively embeds our team within your business. Both models will enable you to deliver sustainable and scalable recruiting that will quickly become a cost-effective and quality in-house function.
Module 2 – Strategy
Hitting customer deadlines will always be a commercial pre-requisite but establishing a recruitment strategy may often be deemed of secondary importance. However if done effectively this can have a direct impact on your financial, qualitative and reputational KPIs. But it’s only by defining these costs and benefits that you will be able to measure the success of, and make continual improvements to, this strategy.
Our insight and experience can help you identify and substantiate the relevant decision making factors to provide a strategic edge in the highly competitive recruitment environment.
Module 3 – The Recruitment Brand
Your brand should permeate every aspect of your business but are you able to actively harness your company’s DNA to attract the top talent?
Your brand should be your point of recognition for your customers, but for your Generation Z employees they hold the social media key to your approval ratings which are now influenced as much but what you stand for as by what you actually do.
Your stance on wellness and ethics can now be the differentiator in attracting the best talent yet if your brand isn’t clearly messaged it can be easily misinterpreted and devalued into something intangible and unquantifiable. So let us demystify brand management for you and ensure marketing speak equates to recruitment benefits.
Module 4 – Performance Management
Understanding how an employee is performing and then managing their career development is fundamental to optimising their benefit to your business. If there is no framework to measure how well an individual is performing or more importantly what he/she is capable of, then planning their career path becomes arbitrary and probably perceived as unprofessional.
Both employees and employer should embrace a structured performance management process which can be customised to the demands of the business in order to generate meaningful results without impacting on productivity. Our PM Lite model is flexible and ideal for businesses who need performance data without the management overhead.
Module 5 – Organisation
An organisation or organisational behaviour (OB) should incorporate structure, people and systems. Each should have an impact on the other to produce a viable working environment which will still be dependent on clear communication channels for each component to work effectively.
If an organisational structure and it’s escalation paths are transparent to the employees then this imbues a confidence and trust in the leadership and their ability to ensure their employees both have a voice and a defined career path. Without the latter an employee will struggle to envisage a future with a company…
New recruits will expect this type of structure with a clear pathway to move forward. Without this retention will always be a challenge.
Focus on the people and business success will follow. We believe our understanding of what makes an organisation tick will allow you to optimise your structure, people and systems.
Module 6 – Company Culture
Company culture and brand should be aligned to provide both clarity and a unified objective which enables the business to grow with the understanding and support of its people. The relationship with its customer, conveyed via its brand, is often deemed more important to a company than its culture which can be devalued to just an internal consideration.
Yet a distinctive company culture should run seamlessly from employee through to customer and specifically, from a recruitment perspective, a potential employee should be able to consistently understand a company’s culture across any medium.
A culture should evolve through the beliefs and working practices of both management and employees with ideally everyone having a say in making their working environment unique. Advocating a company’s culture should become second nature to employees thereby giving credibility to their “culture credentials” whether they be ethical, green or simply work hard to play hard.
The challenge is how to create, sustain and ultimately adapt your culture to make you an appealing employer and this is where we can help.
Module 7 – People Management
How do you ensure that your Management team understand the scope and importance of their people management responsibilities as well as their BAU activities? Implicit in the term manager should be people skills to complement their technical ones. Yet the two do not necessarily go hand in hand and too often assumptions are made that an ability to manage people effectively will be part of the skill set and experience an individual brings to a management position.
This type of People Management training is therefore key to ensuring the leadership, communication and accountability of each management layer satisfies the expectations of the SMT/C-level team.
The provision of management training in conjunction with a performance management programme will go a long way to ensuring that the recruitment lifecycle can be understood, monitored and implemented by your key employees.
The training approach does not need to be “off the shelf” but will be customised to the time and productivity constraints of your business.
Module 8 – Onboarding
It’s often assumed that the management overhead required to establish and run a structured onboarding process may be difficult to justify with no immediate and obvious return on this investment. But the alternative of expecting a new employee to sink or swim from day 1 is a high risk approach.
Without an onboarding process in place, employee engagement and retention are in danger of being supplanted by speedy departures and/or presenteeism – the modern lingo for a new starter’s almost immediate disengagement from his/her role).
We can help you develop an onboarding plan, with limited management overhead, to prevent your next star recruit leaving before their potential has been realised and we will ensure that this process is both cost effective and repeatable.
Module 9 – Mentoring
A healthy business will need quality products and services to be complemented by quality resources. Identifying, fast tracking and ultimately retaining your star performers should therefore be a company objective as without the exceptional technical and/or leadership skills of the stars your business is liable to plateau.
The mentoring of these stars can be regarded as being of secondary importance when weighed against other business priorities yet it is arguably pivotal in optimising the talents of these individuals. It is often the soft skills rather than the industry experience that has most bearing on fulfilling this role and by working with you we will be able to provide the guidance and training required to create a viable mentoring approach.
Module 10 – Retention
Employee retention often becomes a reactive objective when management start questioning the number of leavers. Yet the costs attached to not realising a return on your recruitment investment should make this a key consideration throughout the (recruitment) lifecycle.
Optimising employee retention should be based on adopting best practices throughout the recruitment lifecycle. But an employee’s decision to leave is not always rational or predictable so we will endeavour to factor in these anomalies when proposing an appropriate retention approach which will aim to give your business both stability and the ability to scale.