In relation to our own HR-Onboard Service we have had some very interesting discussions with a number of clients about their Onboarding processes for new staff. However equally important is how businesses handle the Offboarding process.
With that in mind we would like to find out more about how you as a business handle this process. Here are some potential discussion points:
Do you use a bespoke Offboarding management tool?
Do you use your Offboarding process to build a positive image of the company?
Do you manage the Offboarding of contract staff?
Do you have a specific person / team to co-ordinate Offboarding?
Do you correlate & analyse the reasons why staff leave?
Is Offboarding completely an HR function or partially devolved to line management?
As part of the Offboarding approach do you leave the door open for re-joiners?
If you would like to have a conversation about this important element of the HR process then please contact me on 0845 8400 123 or email me firstname.lastname@example.org
One area of recruitment that seems to have become increasingly important to HR leaders is the value of redeployment as a cost effective alternative to external recruitment.
Of course if a person is redeployed i.e. moves or is allocated to a different position, use, or function; then it will leave a vacancy in their part of the business. However, there are still major benefits for the organisation – increase in staff retention and satisfaction to name but two. The individual also potentially gains, they could be re-invigorated and bring immediate inside knowledge of the company and its ethos.
From an HR perspective, looking after employees, recruitment, retaining and developing staff as well as meeting the skills needs of the business is a constant challenge. Most individuals who are recruited or who are existing employees have other skills which perhaps they don’t need for the current role but which could be useful in another role. However how do we get to know what our staff are capable of? How can we catalogue their skills? Or another way of putting it would be how do we test their redeployment potential?
The solution from Recruitment Assessment, Aspirant, enables any members of staff, who wishes to, to access a personal testing centre. Here they can select any / all of a number of pre-configured online multi topic tests.
These results then form part of their competency portfolio where they can demonstrate their prowess. These results might have no relationship with their current role or skills that were assessed when they joined the company. The test takers scores are anonymised in a database.
Managers who have a vacancy can easily search the data set against several different criteria. Via the HR department, they can then make contact with any candidates that have the requisite abilities / aptitudes and let them know about their roles and see if they are interested in knowing more about the position.
If this sounds of interest to you, please contact Warren Bresler at Recruitment Assessment on 0845-8400123 for an informal chat.
There are many businesses who consider the option of relocating their offices – and for a host of reasons.
Cost of office space
Lifestyle/quality of life for employees
Access to a market
Opportunity for growth
And perhaps the most important of all – access to talented staff.
One of our clients has found an innovative way to use our skills tests as part of their business strategy. They needed to investigate the potential of three cities in the UK where they could relocate to: The choices were Cardiff, Glasgow and Leeds.
Having worked out the minimum skill levels required across a wide range of core roles within the business, they set up a series of online tests and invited potential new employees take part.
With the results of the tests being emailed to the customer almost immediately they were able to sift and sort their way through the relative skills of different potential employees and make an informed and objective business decision.
If you would like to find out more speak to Warren at Recruitment Assessment on 0845 8400123
We have talked at length about Leading Dimensions Profile (LDP) as a managerial assessment. You can see what we can offer in this area here.
This study investigated the generalisability of assumptions regarding preferred leadership styles, exhibited by emerging managers from four cultures: Australia, India, Ireland, and the United States. Leveraging the Leading Dimensions Profile (LDP), a psychometric survey of leadership styles, the study identified cultural perceptions regarding the leadership styles expected of a perfect manager. In so doing, this study sought to evaluate the prevalence of a long – assumed stereotype (often referred to as the “high – high myth”), whereby the ideal manager would exhibit a high desire for achievement, combined with a high concern for people and relationships. The results suggest that such a stereotype may extend beyond what was previously assumed to be an American stereotype