Resource and Talent Planning

“It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do” – Steve Jobs

AMAYSHR can help ensure that the business capability has the right resource, capability and talent to achieve both short and long term strategic objectives. As a business owner, you cannot afford to waste resources on recruitment. By creating sourcing strategies and a search and selection process, you can ensure the highest calibre and fit which will ultimately save thousands by minimising your cost per hire. Taking each individual element of the recruitment and selection process and ensuring that the process results in the vacancy being offered to the right candidate includes: 

PRE-RECRUITMENT

You have identified that a position needs to be filled. It is at this stage that you need to identify the skills, knowledge and experience to fill that position, whether the position is temporary or permanent and what the market rate is to attract the right candidates.

ADVERTISING AND INTERVIEWING

When advertising and interviewing for a position, attention should be given to advertising vacancies internally, the right to work in the UK, the scope of discrimination and equality and diversity which are all covered by legislation. You will want a well written job advert, remembering the importance of employer brand and plan how you will sift and shortlist candidates, prepare competence-based open questions, plan an interview assessment/presentation depending on the role and complete interview assessments following each interview. Prior to employment, candidates still attract the protection of the law even before an offer of employment is made to them. The right recruitment process minimises mistakes and limits the legal risks.

JOB OFFER AND POST OFFER CHECKS

Job offers should be subject to checking eligibility to work in the UK receiving satisfactory references and ‘fit to work’ medical checks (which employers are able to do after a job offer under the Equality Act).

ONBOARDING

When you know someone is coming on board, ensuring they have all the necessary equipment ready for their first day is essential. Planning their first few days in advance and ensuring both the new recruit and their new team are prepared to ensure the new starter feels welcomed.

INDUCTION

The purpose of an induction is to assist your new employee in the ‘settling-in’ process. Starting a new job is a stressful experience for anyone, and during the settling-in period a new employee is unlikely to be effective or fully productive and may even decide to leave if their feelings of unease are strong enough. It is therefore worth spending time on an effective induction process in order that the individual can be brought up to speed as quickly as possible so that they are contributing to the team’s productivity and so as to avoid the time and money it would take to replace them should they decide to leave. The secret to engaging new recruits is to plan for a positive induction/training programme covering the key areas of their responsibilities so they understand your expectations during the probationary period. It is an excellent idea to have a training induction programme for each job role, which includes training on systems, policies and procedures. Assigning either a buddy or mentor is also highly recommended.

PROBATION

During the probation period, you should follow a structured procedure that allows you to assess the new employee’s performance, capability and suitability for the role. It is equally important that the employee understands what is expected of him/her.

A probation period of either 3/6 months is a trial period to allow both you and your new employee to assess objectively whether or not they are suitable for the role, taking into account the individual’s overall capability, skills, performance and general conduct. The use of a probation period increases the probability that the new employee will succeed in their employment. Conversely, its absence may lead to an employee who is not suited to the job being retained indefinitely. It is much easier for you to tackle any problems as they arise as allowing them to continue could mean the problem escalates. It is also better for employees to receive immediate feedback, rather than remain ignorant of your dissatisfaction. Having feedback allows a fair opportunity to improve their performance or change their behaviour. By giving regular feedback and providing as much support as possible it gives employees a fair opportunity to become fully integrated and productive as quickly as possible.

TALENT MANAGEMENT

Businesses are operating at an ever-increasing pace and it is becoming more challenging to attract, engage and retain the right talent. Gone are the days of the ‘job for life’ and along with the economic upturn, creating an effective talent strategy is crucial to drive business. 

AMAYSHR can help you identify the leadership and management competencies required to deliver your future strategy. Working with your leadership team, we can help you create a competency framework clearly setting out the skills, knowledge and behaviours that employees need to be successful in their roles. 

Once you have a competency framework, you can also use this to make more informed decisions on recruitment, performance management, leadership development and succession planning.

SUCCESSION PLANNING

Succession planning mitigates the loss of one of your leads or someone in a specialist role should they leave the business and increases the availability of experienced and capable employees who are ready to assume a critical role as your business expands.

By developing individuals so that they are ready to step up into a higher level role, it creates high performing teams and increases levels of employee engagement, thereby minimising the risk of losing talent and keeping attrition levels down.

For help in developing a recruitment and talent management strategy, please contact us admin@amayshr.co.uk

Contact

Phone

07557 376 917

Email

admin@amayshr.co.uk