Nowadays, HR together with line managers face the challenge of attracting and retaining talent. Even when they feel like they have found an ideal candidate, there is still the potential for the candidate to be retained by their current company or for them to decide to go with another competing offer. With that being said, there are a few key ways that HR can work hand in hand with line managers to attract and retain talent.
It is key that HR as well as the line managers are involved in all of the below seven stages from start to finish, enhancing the overall employee experience.
How are you attracting candidates – are you utilising the right platforms and engaging the right networks? Are you providing enough information in your job advertisements and communicating as such to your recruitment partner? It is important to always remember that any individual involved in the recruitment process immediately becomes a ‘’talent magnet’’ – responsible for attracting candidates through credible influencing.
Are you providing a good interview experience to candidates? Are accurate job descriptions provided? Have you clearly informed them on the expectations and potential career paths within the organisation? Have you provided feedback to your recruitment partner who in turn has relayed this back to the candidates in a timely manner?
(3) On boarding
Has the new-joiner(s) been welcomed properly with everything from stationary to proper IT set-up that is more or less working seamlessly from day one? Are they receiving thorough induction training? Have line managers set aside enough time to give guidance to the new-joiner(s)?
Have HR / line manager / team members checked in with the new-joiner(s) to ensure they are doing well? Are the new-joiner(s) aware of where to seek help and advice when needed?
Are the right matrixes and methodologies in assessing performance in place? Are line manager(s) equipped with the skills and technology to assess their staff and provide constructive feedback as well as development plans?
What type of career planning and development programs/trainings have you provided to your employees? What career talks are being provided by your L&D practitioner(s) or line manager(s) to avoid the exit of the talent and prevent them from going down the counter-offer path?
Have your exiting staff been given a proper exit interview? How has that been tracked and how is the data being used? Do your leaver(s) feel like they would be welcome to return to the company in the future?
HR as well as line managers and key stakeholders all have the responsibility to create an inclusive culture where their team members feel valued and are provided an environment that is suitable for them to perform their best work. It is essential that this starts from the top down, and that MDs and CEOs drive forward a flexible and accommodating culture that embraces everything from gender, race and ethnicity, to age and sexual orientation.
It is important to regularly have in-depth conversations with your recruitment partners on talent forecasting and talent pipelining, making sure that effective tools are being used for strategic talent assessment and that these plans are then rolled out in a timely manner.
All the above areas and questions need to be taken into account when an organisation is evaluating their ability to attract and retain talent. Together, HR and line managers have the responsibility to ensure these processes are well polished and in place so that they have the best of the best in their teams.
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