Recruiting

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Recruiting RetainingInternal Consultants

• AIMC National Conference
• 2004

2
The Internal Consultant as Expert

• Senior level employee
• Exposure to a number of departments in
• the organization
• Promoted as an expert in a particular area to
• assist with special projects and internal
• operations.
• Usually self selected by undertaking further
  education
• or having a special interest in an area where
  expertise
• was required.
• Might otherwise be selected by the company and
  sponsored for further education and/or management
  programs.

3
The Internal Consultant as Change Agent

• Mid-level management
• Internal employee or external consultant
• Change Agent/Facilitator
• Project management skills rather than any
• technical specialization per se.
• Vendor selection, management and liaison
• Responsible for taking external expertise and
• disseminating it throughout the organization.

4
The Emergence of the Internal/External Consultant

• Cost centers becoming profit centers
• by on-selling the tools/processes they have
• developed internally to corporation clients or
• providing them on a pro bono to on sell
  products/
• services and increase revenues.
• New requirement for internal consultants to have
  business development skills beyond the advocacy
  skills needed internally.

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General Requirements for the Job

• Inherent
• Intellect
• Objectivity/Integrity
• Excellent interpersonal skills
• Ability to influence others
• Flexibility and adaptability to change
• Acquired
• Project Management skills
• Inherent understanding of the
• organization/business
• Relevant experience/education (as far
• as possible)
• Expert attributes

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Strategic Competency Based Approach vs. Passive
Administrative Approach to HRM

• Human Capital/Intellectual
• Capital is the essence of a
• consulting organization
• Competitive Advantage
• Change in Roles Workplace

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Core Competencies

• A competency is an inherent
• characteristic of an individual that is
• believed to cause and is therefore used to
• predict future behavior.
• The term competencies is accredited to Richard
  Boyatzis who discussed competencies in his book
• The Competent Manager A Model for Effective
  Performance where he detailed 21 competencies to
  
• build up a psychological profile to predict
  future performance.

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Five Types of Competency Characteristics

• Motives drive, direct select behavior
• Traits physical characteristics or consistent
  responses
• Self Concept attitudes, values, self image
• Knowledge information possessed
• Skill ability to perform a physical or mental
  task

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Core Competencies and aligning HR and Corporate
Strategy

• Organization Assessment
• Role definition
• Recruitment requirements
• Assessment criteria
• On boarding/Orientation
• Evaluation
• Training Development
• Succession Planning
• Exit strategies

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Benefits of Competencies

• Standardized process using a set of
• common denominators
• Facilitates a closer match between a
• persons abilities, skills and interests and
• their role in the organization
• Helps prevent
• unfair discrimination
• cloning

11
Criticisms of Competencies

• Assumptions/Interpretation of Behavior
• may not truly be objective
• Past events may not guarantee future
• performance
• Prevalence may reduce effectiveness

12
The Most Desired Competencies

• 12 most common competencies desired
• in employees by organizations are (and
• applicable to employing internal consultants)
• Communication - Achievement
• Customer focus - Teamwork
• Leadership - Planning Organization
• Commercial Acumen - Flexibility/Adaptability
• Developing Others - Problem Solving
• Analytical Thinking - Building relationships
• Competency Journal

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Recruitment -Creation of a Role rather than
Filling a Job

• From a competency perspective,
• know and understand
• Your brand Your clients
• Your industry
• Your business
• Your department
• Your team
• In order to know how to recruit, develop
• and retain potential employees

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Recruitment Approaches Passive/Active

• Promotion
• Internal Referrals
• Alumni Network
• Brand
• Advertising (website, job boards, media)
• Research
• Database Mining
• Social Networking
• Headhunting

15
Assessment Tools

• Resume Application form (low cost,
• medium validity, front end)
• Ability Tests (medium cost, high validity,
  middle)
• Behavioral Based Interviews (medium cost, high
  validity, mid-end)
• Work samples/Business Cases (medium cost, high
  validity, mid-end)
• Personality Questionnaires (medium cost, medium
  validity, end)
• Assessment Centers (high cost, high validity,
  end)
• References (medium cost, medium validity, end)

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Recruitment/Assessment/Selection Process

• Synergistic validity to using more than
• one approach.
• Process adopted will depend on the number of
• roles, seniority of positions, amount of
  available candidates and the relative validity of
  the recruitment
• tool/method vs. available resources.

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Fit

• Qualitative, statistical and empirical
• evidence is not going to determine the final
• hiring decision that will be the result
• gut feeling or whether you like them or not.
• Authorities suggest that these decisions should
  not
• been made during the interview process but in
• conjunction with other assessment tools.
• Matching organizational culture with candidate
  fit
• key to the perfect match.

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Recruitment Issues To Keep In Mind

• Attraction war for talent although
• market dependent- available jobs are
• becoming more complex (technology
• outsourcing) not enough qualified candidates
  to
• cope with demand
• Assessment new factors to consider -integrity
  ethics,
• adaptability to change, stress resilience,
  creativity
• innovation, cultural sensitivity (globalization)
• Selection prevailing issues involving legality
  of hiring
• decisions (uniform and job specific criteria)
  diversity/inclusion

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Development Retention

• Current Market less
• investment in training
• development, less job security and
• low morale due to layoffs greater likelihood
• of turnover (recent polls Right Mgmt Cons.)
• Change in the employment power dynamic between
• organizations and employees (job for life,
  security,
• training, benefits vs. greater autonomy and
  responsibility
• - free agents motivated by opportunity, work and
  
• compensation
• Motivators for employees Maslow
• and Employee Must Haves

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Maslows Hierarchy of Needs
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Employees must haves

• Type of work
• People
• Training Development
• Chances of promotion
• Compensation
• Job security
• Working Conditions
• Reputation of Organization
• Geographical location
• Work hours
• Benefits
• Pearn Kandola - Whiddett, Payne, Kandola -
  (1995)
• Occupational Psychology Conference Book of
  Proceedings, 205-211

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Development Retention Strategy

• Understand what motivates your employees
• on an individual basis and cater to these needs
  as
• far as is reasonably practicable.
• The extent to which you do this will depend on
  their perceived value to your organization and
  market forces.

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Development and Retention Issues to Keep in Mind

• Development increased onus on the candidate
  but still need to consider as an additional
  selling point to attract talent
• Retention increased turnover due to
  increasingly mobile, virtual, flexible workforce
  - understand employee motivators
• Succession Planning impact of retirement of
  baby boomers start planning with internal
  candidates and invest in developing potential
  candidate talent pools/networks

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Further Information

• 444 Madison Avenue
• Suite 3202
• New York, NY 10022
• Ph 212 754 6860
• www.newport-oconnor.com