Taking Recruitment to the next Level


Employees remain in their current jobs for longer periods and are more productive for several common reasons. We have identified three areas where we can have control over them and have applied them into our recruitment process as an additional criterion for a more successful placement.

 



(Step 1) Hiring Manager Profile


Management styles have a direct bearing on the type of relationship it creates for both the manager and the subordinate. A competent employee that cannot associate with the manager’s style will eventually leave for another job hoping to have a better relationship there. Alternatively, the hiring manager will ask the employee to leave for the same reason.

 
Example 1:

 

Hiring Managers Profile

Candidates Profile

Micro-management

Candidate works well under this style

Personality of a Driver

Candidate is comfortable

Informal Communication style

Candidate prefers informal to formal

 

Example 2:

 

Hiring Managers Profile

Candidates Profile

Micro-management

Candidate cannot work under this style

Personality of a Driver

Candidate will clash with manager’s personality

Informal Communication style

Candidate functions better with a formal communication style

 

 



(Step 2) Company Motivational Drivers / (Step 3) Employee Personal Drivers/Blockers


We have provided some examples which forms part of a company’s motivational drivers/blockers that has a direct influence on the personal drivers/blockers of its employees.

Even though a potential candidate has the skills and passes the psychometric evaluations, the conditions below are not considered when hiring takes place. SPBS will ensure that only the candidates whose personal driver’s matches that of the company’s motivational drivers will be introduced to the company. 

 

Example 3:

 

Company Motivational Drivers

Personal Drivers

Rigid structured company environment

Employee works well in a structured environment

Pressure due to deadlines

Employee is used to working under pressure to meet deadlines by working overtime if necessary

Flexi time not allowed as a general rule

Working conditions suit employee's lifestyle

 

Example 4:

 

Company Motivational Drivers

Personal Blockers

Rigid structured company environment

Employee cannot work in a too structured environment

Pressure due to deadlines

Employee is used to working under pressure to meet deadlines but not happy to work overtime

Flexi time not allowed as a general rule

Flexi time is very important for the employees lifestyle

 
As can be seen above it is obvious that all drivers, management styles and personalities play a critical role in the business environment as this has a direct influence on productivity and staff retention.

The examples above indicate that even if a candidate has all the appropriate talent with the correct psychometric profile for a specific job (examples 2 and 4), this does not necessarily mean they match.

The same candidate in examples 1 and 3 will match the job specification as well as the company’s motivational drivers and the hiring manager’s profile. This is SPBS’ extra criterion that is applied in the recruitment process to insure a holistically matched candidate for a specific job.

 

Generally within the recruitment industry in South Africa there is room for improvement in identifying the perfect person for a specific job. This is because the selection criterion often fails to match the personalities of the company and the candidate as well as the hiring manager’s profile.

 

It therefore makes sense to also match the drivers (determined from the personalities) of both the company (motivational) and the candidate (personal) and not only the competences to the job specifications. Furthermore when new employment takes place the personal drivers of the new employee needs to match the specific style that the hiring manager applies himself in the workplace. This synergy enhances a longer sustainable working relationship, hence productivity.

 




Application of the SPBS 3 Step Unique Value Proposition in the Recruiting Process




Step 1:
Identification of the Hiring Managers Profile

  • Management Style, Personality, Motivational Style, Communication Style

Step 2: Identification of the Company’s Motivational Drivers

  • Bonuses, Structures, Culture, Processes, Flexi-Time etc

Step 3: Identification of the Competent Candidates Personal Drivers/Blockers

  • Life Style, Pressure, Challenges, Ego, Creativity


Selection Criteria

The 3 Step UVP coupled with the skill competence level requirements allows us to work from a platform that will give us guidelines to provide the client with a more focused and a well matched candidate. See diagram above.

 




Holistic Approach


This unique Holistic Approach results in a sustainable and profitable working relationship between the Hiring Manager, the Company and the Employee.