How to recruit and retain the best people

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How to recruit and retain the best people. by Inger Larsen Larsen Globalisation recruitment Localisation people whats so special about us?. Technical AND linguistic both sides of the brain are used and stimulated - PowerPoint PPT Presentation


How to recruit and retain the best peoplebyInger LarsenLarsen Globalisation recruitmentinger@larseng11n.comwww.larseng11n.comLocalisation people whats so special about us?Technical AND linguistic both sides of the brain are used and stimulatedInternational culturally stimulatingIntroverts and extrovertsUnlimited career opportunitiesTypical career pathsWork permits and international careers todayThe localisation industry used to have more vacancies than qualified job seekersNow: a fair balance between the twoInternational experience a huge advantageVendor and client-side experienceTechnologies: software and documentationYou need a valid work permit for the country you are applying for unless you are a localiser with specific mother tongue skillsWhy people look elsewhere and where they lookReached the ceiling in current companyWant to experience another culture/new technologiesWant to move geographicallyWhere:Friends in other companiesResearch companies approach directly through web siteRecruitment agenciesRetention schemesSources of dissatisfaction to pre-empt:BoredomLack of appreciation a simple thank you, well done can do miraclesLack of training and investments in people and technologiesLack of career paths and promotionSalary and incentivesEmployee satisfaction surveys with actionsOverview for hiring managersthe importance of a good job and person specificationthe selection processsources of candidatestraining and developmentretention schemesThe importance of a good job and person specificationSpend time on it and review with colleagues and managers, make changes for individual requirementsSynergy: think about what and who would add to the team, not just adding clones A good job specificationTo identify the right candidate skills, experience and personality traitsTo improve the candidates understanding of what the company and the job are really aboutBonus: Performance measurementTypical componentsCompany positioning and cultureJob titleWho the job reports into and who reports to the person (organisational chart)Salary rangeObjective of position and measurements of successJob tasksSkills and experience specification must have and desirablePersonality traits/competencies - e.g. hunter/farmer, starter/finisher, detail-oriented/strategic, team-player/renegade, people manager/task manager, inspire/inspiredThe importance of a good cultural matchWho are you and what kind of employees would suit you?Advice to job-seekers: study the psychology of the individual company:Who runs it? Family and/or friends vs large corporateWhat is your history?Growth, employee retention, investment in people and technologiesWhat are their objectives? Quality, money, reputation, growthWatch out for company ethos real or just wishful thinking?The selection process and sources of candidatesInternal candidatesPromoting people sends out positive messages or do job swapsExternal candidatesNew skills, fresh blood, new broomSources: word of mouth, finders fees, direct applicants, advertising, recruitment agenciesThe interview processPredefined, fair, involving colleagues on different levelsMethods for success from 0 to 10 (Pilbeam & Corbridge)0: Graphology and astrology1: References3: Unstructured interviews4: Personal assessments5: Work sampling and ability tests (verbal and written)6: Skilful and structured interviews7: Assessment centres for development, including psychometric testingTraining and developmentPlan for people leaving or moving upTraining is an excellent motivator as well as improving the skills sets of your teamAsk people to share what they have learntIn SummaryPrevent loss of employees for the wrong reasonsPlan for recruitment people do leave or move onPut a proper recruitment process in place who, what, when


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