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Learn key steps in hiring senior management, candidate evaluation, and the role of consultants in making crucial recruitment decisions. Topics include candidate specification, screening applications, interviews, and assessing tacit knowledge for successful recruitment.
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Effective CommunicationfromEmployers’ Perspective Jonathan Hill March 2011
Senior Management Vacancy • Put yourself in the position of an Employer, seeking to fill a Senior Management Position • Ingroups, first decide on the position you want to fill – usually a replacement, but often with a new project in mind.
Filling the Position • How will you go about filling this position? • Candidate Specification • Essential – must have ……. Qualifications / abilities / experience • Desirable – should have …….. Qualifications / characteristics • Evaluate Internal Candidates against External
£ 1 million Decision • Employing at £50 k for 5 years costs £250 k • Employing the wrong person costs £250 k • Employing the right person could contribute £1 million to the business! • This is a £ 1 million decision, so do it carefully
Who will do the Recruitment? • Use a Consultant - Why? • Advertisement (conceals identity of organisation) • Initial screening of applications (he does the work) • Preliminary interviews (saves your time) • Presents shortlist for Final Interviews • Or simply to PYA ?
Advertisement • Present the Organisation making it attractive to good potential candidates • Outline Candidate Specification • Clearly identify Essential qualities • Indicate Location and Salary • Outline Application Procedure • How and Where to apply • Closing Date
Screening Applications • You receive 300 applications • How are you going to select 12 candidates for initial interview? • Using a Consultant / HR Professional • What criteria will they use? • Psychometric Testing – on what basis? • Objective is Elimination on any basis!
Preliminary Interview • Who will conduct Preliminary Interview? • Selection for Final Interview? Evaluation and Scoring against Criteria • Essential Qualities count for more • Desirable Qualities can tip the balance • Often shared with Employer – transparency • Agree candidates selected for Final Interview
Final Interview • Who will be involved? • You as Manager to whom appointee will report • Colleague whose judgement Manager respects • Usually HR Representative to see fair play • In groups - What are you looking for? - How will you decide?
Explicit v Tacit Knowledge • Explicit Knowledge, Facts, Written Down • Qualifications, Positions held, Dates • Tacit Knowledge – Silent Knowledge • Skills and Abilities • Communication Skills, Open, Trustworthy • What are the capabilities of this person? • What could they contribute to our organisation?
Assessing Tacit Knowledge • Candidates demonstrate tacit knowledge by: • Behaviour - how they respond to questions. • Narrating their experiences, their responses to situations and illustrating their motivations • Also recommendation by someone you trust
Using Narrative to support Facts • The facts alone are not enough! • You must demonstrate your tacit knowledge by telling a good story to illustrate the point • Success in an interview depends on your ability to communicate who you are and to demonstrate your abilities with examples!
