MH7002 2 Main doc
- 1. MH7002 MAIN GUIDE Specialist Recruitment hays.com Australia Austria Belgium Brazil Canada China Czech Republic France Germany Hong Kong Ireland Italy Japan Luxembourg Netherlands New Zealand Poland Portugal Singapore Slovakia Spain Sweden Switzerland UAE UK Recruiting great people for the world’s best specialist recruitment company 2 3 41
- 2. Overview and purpose of the recruitment process This pack is your comprehensive guide to recruiting great employees from initial screening up to offer and starter authorisation. The template helps you with a four stage process of pre-screening, interview, assessment exercises and hands on time spent with the office and team the potential employee will be working with. Each stage of the process gives the applicant an opportunity to understand the role of recruitment consultant and what would be expected of them. At the same time the questions and exercises enable you to assess the skills and behaviours of each individual against our requirements and be confident of the quality of the recruitment decision you make. Purpose of pack This pack has a number of different elements. • There is a guide to recruiting great people that contains all the information and guidance notes that you will need to run each stage of the recruitment and selection process. • There are some loose leaf additions that enable the process to be tailored for your business as well as some tear off interview pads and candidates scorecards so you can build up an assessment record for each individual. This pack is your reference source for the recruitment of trainee and experienced consultants and it will become indispensable to you. In the future you will be able to order additional materials through our standard stationary ordering process or download them from the intranet, HR Info section. 2 3 41 2 3 41 Introduction It is our aim to be the best specialist recruitment company in the world. For our people, we also aim to be the best recruitment company to work for in the world. This means that we want to recruit great people who want to grow their careers with an international business and make a difference. This guide will enable you, the recruiter, to run a world class recruitment and selection process for both trainee and experienced consultants. A group of your senior colleagues worked together to develop this template to ensure that your business is reflected in each of the stages and each of the exercises. The template is also a consistent way of assessing the skills, abilities and behaviours of applicants against our Hays competencies and, used effectively, guarantees the quality and effectiveness of our employees in the future.
- 3. 2 3 41 2 3 41 Further help and support This pack has been designed to be easy to use. It is likely that you will be offered a workshop to support this pack. In addition your HRD or Head of HR will be able to offer more support and assistance. The process The template is simple to follow and flexible enough to adapt to suit your individual needs. 1 2 Stage 1 The pre-screening interview. This can be used over the telephone or in a face-to-face discussion, once you have received the written application. Stage 2 A competency based interview that seeks evidence of where the candidate has demonstrated the skills and behaviours we know are essential for success in this role. You score their responses against our competency definitions so you have a consistent and completely fair way of measuring candidates against your ideal profile and against each other. This stage can be used either before or after an assessment centre. 3 4 Stage 3 An assessment centre or assessment exercises. These can be used together for a group of up to twelve or the individual exercises can be used on a one to one basis in a second interview. This format gives you the opportunity to assess their skills and behaviours and measure them against our competencies. This strengthens the quality of the evidence you have to help make you make a great recruitment decision. Stage 4 Offers the opportunity for the candidate to spend some time in the office they will be working in. This gives you the chance to include any other stakeholders in the selection process and most importantly, is an opportunity for the individual to deselect themselves from the job if they feel that our office environment is not for them.
- 4. 2 3 41 2 3 41 Introduction The Assessment Centre is a key stage in the Hays selection process. It has been designed to enable our managers and regional directors to assess candidates’ abilities and behaviours relevant to the role of recruitment consultant in various situations. Equally important, the assessment centre will provide candidates an opportunity to understand various aspects of the role of Recruitment Consultant using the exercises to take them through a ‘day in the life’ and to understand more about Hays and the career opportunities available. The assessment centre is composed of a series of exercises that can be used by recruiters either as a set of exercises for a group of candidates or individually in a face-to-face assessment/interview situation. Key features of the Hays assessment centre • Tests candidates ability and sells Hays as an employer. • Series of exercises that can be run as stand-alone exercises or run together as a series. • An assessment centre that can be easily run by one person with a Regional Director observing. • There is clarity of information around each exercise in terms of its objective; the competencies the exercise is testing and the time the exercise should take. • The maximum time the entire assessment centre should take is four hours based on six people attending. • The assessors are able to score each individual in a simple and consistent manner and this may form the basis of feedback to the candidate and to the next stage interviewer. Objectives of the assessment centre • To offer a means of rigorous assessment to assess suitability for the role and improve the quality of recruitment decisions made. • To provide a means of observing candidates undergoing a series of exercises designed to reflect potential future performance. Performance is assessed against Hays competencies. • To give candidates a sense of the role of the recruitment consultant using the exercises to take them through a day in the life of a consultant. • To provide information on the Hays business and the career opportunities available, ultimately selling the company as an aspirational career choice. Content of assessment centre • Introduction to Hays and the assessors. • Series of four exercises that parallel with the role of recruitment consultant. • Explanation of exercises in the context of a consultants job role. • Information on career development and training opportunities. • Next steps. Role of the recruiter/assessors It is the responsibility of the recruiters to objectively assess and record the candidates’ performance against the Hays competencies to enable high quality, informed recruitment decisions. It is the responsibility of the recruiter to provide information on Hays and the job role and to sell the opportunity to the candidate. It is recommended that the assessment centre is run by people who have the time, conviction and real interest in assessing abilities against the Hays competencies and who have a thorough knowledge of the selection process. Introduction The pre-screening discussion and competency interviews have been designed to enable you to gather evidence of where your applicant has demonstrated behaviours, skills and experience in the past. It works on the principal that past performance is an indicator of future achievement. The questions focus on the competencies that we know are most important for the role of recruitment consultant. The pre-screen Our standard pre-screening format is to be used once a formal application form has been received from an applicant. This may be conducted by telephone or in a face-to-face initial discussion. The first set of questions enable you to explore the interest and understanding your applicant for the role. The second set of questions enable you to seek evidence of where they have demonstrated behaviours, skills and knowledge that are essential to the role of recruitment consultant. The competency interview The competency interview will enable you to gather evidence of the candidate’s skills, knowledge and behaviour against six of our competencies and determine their suitability for the role. This works on the principal that past performance is an indicator of future achievement. In addition you have the opportunity to sell Hays as an employer of choice. There are two interview options. One designed for graduates or trainees with limited experience of the recruitment industry. The second is to be used with experienced consultants who have worked within the recruitment industry or extensively within a sales role. There are three stages to the interview. The first allows you to gain an overview of the individual and their career to date. The second asks for them to describe different situations that will give you evidence of their performance in the past. The final stage is your opportunity to answer their questions and sell Hays as an employer of choice. Competencies and scoring The interview template provides space for noting the responses received from each applicant. After the interview you should compare the evidence they provided with the behaviour indicators for the relevant competency and score each questions. Score candidates 2 where the negative indicators have been observed. Score 4 where the positive behaviours have been observed. Score 1 where the behaviours are worse than indicators. Score 5 where behaviours are better than indicators. Only use 3 where candidate shows a mix of positive and negative indicators. The total score for a candidate should exceed 19 in order to progress to the next stage. Full details of the competencies and the positive and negative indicators are shown at the end of this guide. Eligibility to work The pre-screen will ask you to determine an applicants eligibility to work in the UK. At the first meeting, either the pre-screen, competency interview or assessment interview, you should check the original documents and take a copy. You will need to include this document with your starter authorisation should an offer of employment be made. Recruiters guide to the assessment centre and competence based assessment Recruiters guide to the pre-screen and competency interview
- 5. 2 3 41 2 3 41 Negative indicators • Often talks over others • Has difficulty in establishing rapport with others • Poor standard of written communication; improper use of language, grammar and spelling • Unable to communicate effectively and fails to check understanding of key messages 1 2 3 4 5 Positive indicators • Able to effectively communicate complex information • Speech is concise, clear and fluent • Listens attentively and asks appropriate questions • Good standard of written communication; proper use of language, grammar and spelling Communication • Used eye contact, smiled • Understood material; asked relevant questions • Spoke clearly, fluently and confidently • Picked up and used client language 1 2 3 4 5 Note on scoring: Using the Hays competencies as your reference score candidates 2 where the negative indicators have been observed. Use 4 when positive indicators have been observed. Use 1 where behaviours are worse than indicators. Use 5 where behaviours are better than indicators. Only use 3 where candidate shows a mix of positive and negative indicators. Description of exercises Exercise 1: business plan exercise – Group and individual elements. Enables assessment of commercial awareness, communication and team working. Requires group to produce a business plan and present proposal. Not suitable for individual assessment. Exercise 2: client briefing sessions – Individual participation. Enables assessment of the communication competency. Recruiters acts as client giving a brief to register a job. In open forum, candidates required to ask questions of ‘client’ to enable them to present candidates suitable for the role. Suitable for individual assessment. Exercise 3: producing an advertisement – Individual participation. Written exercise enabling assessment of different elements of the communication competency and personal effectiveness and organisation. Candidates are required to produce a written advertisement for the job previously taken in. Suitable for individual assessment with supplementary information provided. Exercise 4: selling in a candidate – Individual participation. Enables assessment of persuasiveness & influencing and communication competencies. Candidates are required to assess a candidates CV against the job spec and sell their candidate to the ‘client’ to secure an interview. Written brief of candidates skills included. Suitable for individual assessment. Competencies and behaviours Assessment of candidates’ performance and behaviours will be against the Hays competencies. The degree to which an individual displays behaviours and actions, that include personality, ability and motivation, will enable us to predict future potential performance. In order to score whether a candidate has excellent, acceptable or poor skill in particular areas recruiters will look for evidence of behaviours. This will enable them to draw an objective link between past behaviour and future performance. The competency definitions give a list of positive and negative indicators for recruiters to look for. Example of competency and the notes a recruiter may make during assessment of an exercise. 5. Communication: Expresses themselves clearly, succinctly and effectively verbally or in writing whilst delivering key messages to others. Tailors their style and content to different situations, objectives and audiences to build rapport. Wins the commitment of others to a decision or course of action. Shows evidence of active listening when communicating both face to face and over the telephone. Suggested agenda for assessment centre Based on six candidates attending. Additional time will need to be allowed for groups larger than this. Introduction to assessors and purpose of assessment centre 10 minutes Individual introductions i.e. name, something interesting and why interested in recruitment 10 minutes Introduction to Hays, our aims, purpose and values and brief overview of global business 10 minutes Exercise 1: business plan exercise 40 minutes Exercise 2: client briefing session 20 minutes Break 10 minutes Exercise 3: producing an advertisement 15 minutes Exercise 4: selling in an applicant 40 minutes Summary and questions on exercises 10 minutes Presentation of job role, career development and training opportunities 30 minutes Open forum questions 10 minutes Next steps and close 10 minutes Total time 4 hours Candidate assessment pack Candidates should be presented with the candidate assessment pack on the day of the assessment centre. This provides an overview of the day and the purpose of the assessment centre. In addition the pack contains sheets for each of the written elements of the exercises. It is recommended that this pack is not issued prior to the commencement of the assessment centre. Supplementary information All candidates attending the assessment centre should have completed an online application form and provided evidence of their eligibility to work in the UK. Next steps Recruiters/assessors should allow time at the end of the assessment centre to review the notes and scores for each candidate and determine those that will progress forward to the next stage. If successful, recruiters need to provide feedback to the individual and the next line recruiting manager and arrange either a face to face interview or a working interview in the office as applicable. Where candidate has been unsuccessful, formal written notification should be sent within five working days and include contact details should the candidate wish to receive feedback on their performance.
- 6. 2 3 41 2 3 41 The final stage of the Hays selection template offer candidates an opportunity to spend some time in the office they are likely to work in prior to a formal offer being made and give recruiters a final opportunity to assess their communication skills and fit with the Hays values. This document offers a guide to recruiters on how to manage this exercise and gain maximum benefit from this part of the selection process. Objectives • To provide candidates with a true picture of the role and culture of Hays. • To offer candidates’ an opportunity to experience a live environment. • To give an opportunity for the candidate to meet other members of the team they are likely to work with. • To provide a final opportunity for recruiters to assess the communication skill and Hays value fit of candidates in a live environment. Key features • Time in the office gives candidates the chance to follow the recruitment process in its entirety, focusing particularly on the applicant relationship which is under-represented in the earlier stages in the recruitment process. • No direct assessment of the candidate is taken although recruiters should observe behaviours particularly against the communication and values competencies. • Provides the candidate the experience of a live office environment and enables them to judge for themselves whether they could work in this environment. When to use ‘time in the office’ in the selection process • All trainee level positions where candidate may not have experienced a sales environment. • As the final stage of the process with candidates who are likely to be made a firm offer of employment. When not to use • Experienced consultants currently working for a competitor company. Sample agenda • Introductions; RD/senior manager and office manager. • Tour of office including interview rooms and reception areas. • Review of selection process so far and discussion on their understanding of the role of a recruiter from assessment centre exercises. Should include any stakeholders not previously involved in the selection process. • Discussion on the candidate relationship. • Live call exercise. • Opportunity to sit on the desk/section they are likely to be working on and listen to working consultants. • Closing discussion and next steps. Time allowed for this will vary depending on the division. It is recommended that the whole agenda be conducted in no more than two hours and may be limited to one hour that could be conducted at the beginning or end of the working day. Preparation • All consultants who may work with the candidate should be advised of the visit. • A search of carefully selected candidates from the database who may have been prepped that they will receive a call. Recruiters guide to final stage selection Time in the office Introductions • RD/senior manager and/or office manager will manage the process and greet the candidate and explain the agenda for the session. • This person should conduct the tour of the office and make introduction to other stakeholders. Discussion on recruiters role The final opportunity to ensure the candidate understands the extent of the role. RD/senior manager and/or office manager and any stakeholder not previously involved in the process, i.e. mentor/coach, should walk through a recruiters’ role and should question and encourage discussion on key aspects of the role to check candidates’ understanding. Candidate relationship and live call exercise Discuss and explain the Hays values as regards our applicants and how we develop and manage the relationship with them. Encourage discussion and check understanding and perceptions of this part of the role. For example; explain how you treat an applicant; listen to them and make sure the job is right for them; sell the job and get them interested; prepare them for interview; co-ordinate the interviews. Also discuss how you maintain control over the process in general; give feedback to both parties to emphasise the match; handle the offer process including counter offers; speed the process up and start check the candidate. Once you are satisfied that the candidate understands the importance of the candidate relationship, set them up to make some calls to some carefully selected candidates* in a live environment. Their objective is to gather current information on the candidate situation and job search. • Discuss what questions to ask the candidates and how to react to them. • Generate a list of appropriate questions. • Ensure they are closely supervised to assist in call and assess their performance against communication and value competencies. * Ideally candidates will be prepared that they may be called by trainees or select candidates who have had limited contact in the past. Meeting other consultants Give them a chance to mix with a wide variety of employees, of various lengths of service and job roles. Tell them they can ask whatever they want and to find out about our culture. Ask them to prepare some questions. Closing discussion Review what have they learnt about us and what has impressed them and what, if anything, concerns them? Answer any final questions and set the timetable for next steps.
- 7. 2 3 41 2 3 41 3. Customer focus: Understands needs of internal and external parties. Takes appropriate action to build profitable, long-term relationships, based on trust and confidence with both candidates and clients. Shows a desire to deliver a quality service that meets and exceeds expectations and maintains the reputation of the team and company. Negative indicators • Has a short term perspective on customer needs • Has difficulty establishing effective relationships with customers • Focussed on task not person • Frequently misses deadlines 1 2 3 4 5 Positive indicators • Meets client deadlines • Delivers more than was promised to customers • Develops effective relationships through understanding customers needs • Uses relationships to achieve objectives 4. Personal effectiveness and organisation: A concern to get things right first time. Demonstrates initiative, self-confidence, organisation skills and is willing to take responsibility for their actions to deliver a high quality service. Negative indicators • Is chaotic and disorganised • Struggles to operate in adverse circumstances • Develops unrealistic plans and projections • Lacks initiative and frequently fails to achieve goals • Blames others for failure to achieve goals 1 2 3 4 5 Positive indicators • Develops accurate and realistic plans • Is organised and works effectively and efficiently • Takes responsibility and ownership for their actions • Sets deadlines and organises work to meet them • Is good at finding solutions to problems 5. Communication: Expresses themselves clearly, succinctly and effectively verbally or in writing whilst delivering key messages to others. Tailors their style and content to different situations, objectives and audiences to build rapport. Wins the commitment of others to a decision or course of action. Shows evidence of active listening when communicating both face to face and over the telephone. Negative indicators • Often talks over others • Has difficulty in establishing rapport with others • Poor standard of written communication; improper use of language, grammar and spelling • Unable to communicate effectively and fails to check understanding of key messages 1 2 3 4 5 Positive indicators • Able to effectively communicate complex information • Speech is concise, clear and fluent • Listens attentively and asks appropriate questions • Good standard of written communication; proper use of language, grammar and spelling Drive Influencing Customerfocus Organisation Communication Commercial awareness Teamworking Haysvaluesfit Competencies assessed during template * * Pre-screening interview CBI interview Assessment centre 1 2 3 4 Time in the office * Observed behaviours Hays competency definitions and behaviour indicators 1. Achievement drive: Enthusiastic and demonstrates the drive to do things better, both more efficiently and effectively leading to attainment of goals. Demonstrates the resilience and tenaciousness to improve performance of self and others and to exceed goals and targets. Negative indicators • Satisfied with the way things are and does not seek to improve • Fails to meet deadlines, quality standards or targets • In difficult circumstances is likely to become demotivated and give up 1 2 3 4 5 Positive indicators • Makes changes in working methods to improve results • Regularly exceeds targets and expectations • Motivates self at all times • Has the drive and resilience to achieve high quality results 2. Influencing: Ability to present persuasive arguments in an articulate and structured manner to achieve the desired result. Negative indicators • Fails to think about the impact of their actions • Tends to be inflexible in their approach • Accepts views of others without question • Can be confrontational 1 2 3 4 5 Positive indicators • Generates excitement in others for projects • Builds relationships with key players to gain support • Adapts their influencing style to suit the audience or subject • Prepares argument, anticipates objections and gains agreement in non-confrontational manner Hays recruitment template Competencies and indicators 6. Commercial orientation/awareness: Demonstrates an understanding and interest in the products and services supplied by the business. Shares an awareness of, and interest in, the external market place and the financial/profit implications of action taken. Displays a hard-headed concern for the “bottom line”. Negative indicators • Cannot demonstrate an awareness or interest in the market place • Fails to focus on bottom line impact of decisions • Activities may raise the cost of delivery without a positive impact on the outputs 1 2 3 4 5 Positive indicators • Demonstrates awareness of all aspects of their business market • Keeps up to date with external factors and the potential impact on their business • Aware of commercial impact of decisions and effect on bottom line
- 8. 2 3 41 2 3 41 Next steps 9. Strategic direction: The ability to act on future opportunities and avoid problems. Has the ability to anticipate situations of potential value and the drive to act decisively. Negative indicators • Sees problems and makes no effort to solve them • Cannot step back from current issues and identify potential opportunities • Relies on fire fighting • Needs direction on activity and timescales 1 2 3 4 5 Positive indicators • Proactively seeks opportunities and acts to create success • Contributes to groups that are strategically shaping the future business • Puts plans in place to avoid future difficulties • Thinks ahead to identify opportunities to achieve better outcomes 10. Hays values fit: Demonstrates understanding and commitment to the company aim, purpose and values. Acts professionally and strives to achieve high levels of satisfaction with internal and external customers in line with our business goals and values. Negative indicators • Lacks respect for others • Fails to meet promises and is dishonest in dealings with others • Is satisfied with average performance and does not work to improve • Is reactive in managing their workload 1 2 3 4 5 Positive indicators • Treats others with respect and consideration • Shows honesty and integrity in working practices • Strives to achieve excellent results for self and customers • Seeks ways of improving service for all customers 7. Team working: Building and maintaining positive and open working relationships, co-operating and liaising with others to achieve goals. Understands how teams work best and considers the motivation and needs of others. Manages their team effectively. Introduction This pack has helped you gather evidence of the skills, behaviours and knowledge of your applicant and this will enable you to make a great recruitment decision. Use these guidance notes to complete the process of recruitment up to offer and start. References Hays require two valid references be taken on each prospective employee. One should be from the most recent employer. Any offer of employment is made subject to references and Hays reserve the right to terminate employment should references be unsuitable. You will need to include reference details with your starter authorisation or send them to staff payroll subsequent to employment. Communication and keeping records Throughout the selection process you have been encouraged to score the individual and keep notes on your observations. Where you are making an offer of employment you should attach these observations to your starter authorisation paperwork. Where you have rejected an application at any stage, you should write to the applicant advising them of your decision and offering feedback. Standard letters are available on the intranet HR Info section. You are required to keep all of your interview notes and scores along with the application form for a period of not less than six months. Starter authorisation Once you have made an offer, subject to references, you should complete the Hays online starter authorisation process. You will be required to complete an online form with details of the individual, the position, the salary and package, where relevant. In addition you are required to provide a number of documents. • Application form and CV • Evidence of eligibility to work in the UK • Competency interview form with notes and scores • Copy of employees driving license • References, where available • Copy of any offer letter sent • Details of any test included in selection process Wherever possible this should be completed at offer stage and full authorisation for start gained prior to the start date. Negative indicators • Displays little interest in the team or in working together • Does not get the best results for the team • Is inconsiderate to the views and feelings of others • Is unable to tailor their style to work with a team 1 2 3 4 5 Positive indicators • Makes an effective contribution to team result • Promotes a feeling of co-operation and trust within team • Is considerate to the views and feeling of others • Displays an ability to work effectively with each team member, tailoring their style to meet the needs of the individual 8. Leadership: Moving others towards a stated goal or objective. Providing a focus and direction for others to follow, motivating and inspiring them to achieve. Negative indicators • Does not obtain buy-in or show support for strategic goals • Is unable to define goals or to motivate others to meet them • Has extreme difficulty in influencing others and fails to achieve results • Gives the team freedom and provides little guidance • Fails to develop and/or share a vision for others 1 2 3 4 5 Positive indicators • Articulates a vision that others believe in • Strategic plans are explained in an informative and persuasive way • Influences others though persuasion and personal example • Sets clear objectives and manages performance of others • Shares relevant and important information with the team