Recruitment & Retention Print E-mail
Find and keep the best talent


Getting the right talent on board is critical to the success of any organisation – The Recruitment Hub examines how to make the most of your recruitment process.

Do you recruit new staff with unpredictable results or is your staff turnover too high?

Given the huge price of getting recruitment wrong – it can cost thousands of pounds to recruit and train a senior sales person with a target of £ ½ million for example. Getting it wrong could mean the loss of revenue equivalent to three months sales targets and a very big deficit to the bottom line!

These days a successful appointment is someone who matches the culture of the company, performs well and stays put once they are appointed.

While the same job in two different organisations may look the same, when organisational culture and values are taken into account, the jobs can be completely different. This is where the measure of soft skills come into their own.

The essential prerequisite is job design – having a clear understanding of what the job involves and the human attributes needed for superior performance. Hiring managers must therefore get the clearest brief they can, when they are looking to appoint new staff – each appointment demands a thorough understanding not just of what an employee will be expected to do, but how they are expected to do it.

Every manager wants to find and then clone star performers. Not only do they perform, but they also set standards for their colleagues to reach. We assume that all employees have the right characteristics to be successful in a particular business for example, intelligence, ability, experience, communication skills, etc. The big question is why some employees with the same skills, training and experience are far more successful. So how can you tell if you are hiring the best person for the job before it becomes apparent that you have not?

Perceptive, focussed interviewing skills are where the rubber meets the road in hiring the best people – but do you have the time and the budget to train your hiring managers in complicated behavioural and situational interview techniques?

Selecting the right staff also means that people stay in jobs longer, which provides significant cost savings, never mind the disruption and effects on morale and the negative effects of having disgruntled ex-employees ‘bad-mouthing’ the company.

Interview Checklist


1: Preparation of job description – set out clearly what the job involves and the human attributes required in a way that can be understood by all parties in the selection process.

2: Interview preparation – identify general questions which will be asked of all candidates. Specific questions relating to specific candidates should also be framed, based on the candidate’s CV and application. These will be probes to check and clarify the facts, information and evidence available prior to the interview. Good questioning improves the structure of the interview and the quality of the information established.

3: Establishing rapport – initiate the interview with low order questions to create an atmosphere of mutual trust and understanding and guide the interview quickly to your key indicators

4: Be honest – be prepared to answer negative questions as well as positive ones. Answer truthfully and frankly. Avoid over selling and over promising.

5: Body language – statistics demonstrate that in a face to face confrontation, the communication passes from one part to the other as a mixture of three ingredients… the Words - 7%, the Tone Of Voice – 33% and the Non Verbal Signals – 60% of the total message. Pay attention to posture, eye contact and gestures, however small.

6: Objectivity – avoid emotional hiring decisions. Often first impressions are subjective and emotional. But after an hour of intelligent probing and conversation your thoughts will be more objective and rational. Those first impressions can be counteracted and proved misleading by having a template or a structure.

7: Feedback – agree the timeframes for interview feedback. If you set out people’s expectations correctly, you can deliver what they are expecting and no-one will be disappointed.

8: Induction – implement acclimatisation programmes to assist the appointee into their new role to acclimatise more effectively in the first 100 days. This is normally implemented at Leadership or Managerial level; enabling key milestones and objectives to be understood rather than assumed and a “hit the ground running” approach producing a quicker return on investment.

Build stronger predictions of success with the help of our proven interview techniques and range of pre interview and pre selection testing from basic aptitude and ability testing through to in depth candidate testing. You can work closely with one of our Ashridge accredited consultants who are qualified to conduct Saville aptitude tests and professionally interpret the results, including the newly launched Saville Consulting Wave questionnaires which link people and workplace culture based on substantive validation.

Identify high performers that may not be on the radar through the delivery of a uniquely tailored assessment centre for recruitment and reviews, gap analysis, career development and succession planning.

The Recruitment Hub spends a lot of time with line management identifying the specific tasks involved and the personal attributes needed for the job. Taking into account your company culture, values and beliefs, this information is then integrated into the interview process and encompasses tasks and questions to get at the heart of experience, aptitudes and motivations.



“They have one of the highest success and retention rates for recruiting that I have experienced and have saved me a great deal of executive time and cost with our recruitment projects.”

Steve Baker
Sales & Marketing Director






For any further information, an initial informal conversation to discuss your specific needs and requirements, or to arrange a free consultation, please call Sam Cunningham on 01234 241108 or email in confidence This e-mail address is being protected from spambots. You need JavaScript enabled to view it