Getting the right people on board

PEOPLE are our greatest asset. Have you heard that one before? Attracting and retaining talented people is always a challenge. This column continues identifying the factors you need to manage to demonstrate to your people that they are your greatest asset. Getting these right will also help you attract and retain the best people. This week we look at recruitment and career promotion. Run your business or organisation through this checklist and answer these three questions: what needs to happen?; what could you do better?; what do you need to lead and manage better? Recruitment • You anticipate your future employment requirements by number and skill sets in response to defined variations in your operational activity. • This provides longer recruitment lead times (for projected upturns in activity) and a shift to greater flexibility, temporary or contract work, or a suspension of recruitment in anticipation of a downturn. • Jobs are subjected to a skill/ competency analysis which is used to help place the right people in the right positions. • Your employee retention policy and practices provide innovative and flexible work conditions, where possible. • You recruit people who can do, will do and will fit with a positive attitude to work and problems (the ‘right person’ has more to do with character traits and innate capabilities than with specific knowledge, background or skills). • You use a disciplined, systematic process for getting the right people into the right positions. • You move the wrong people out or into the right positions. • You spend time and effort up front making sure you have the right person in the first place. You don’t recruit just for the sake of filling the position. Career progression (where opportunities exist) • Career progression is earned in accordance with defined and available criteria (job descriptions, required competencies and experience, performance measures/indicators) and opportunities. • You have a focus on promotion from within right up to executive level. • You manage career progression through your performance review process and provision of learning and development initiatives. • Where possible, career paths are planned and required learning and development are identified and acquired. If you would like information on a system and tools designed to achieve this and much more, see and click on 2. Benchmark Business Improver. Daniel Kehoe

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