Future Proofing Graduate Recruitment

August 1st, 2014
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Recently there have been a number of reports stating the difficulty that employers are having when it comes to filling graduate roles. This hasn’t gone unnoticed by recruiters and the PPS Graduate Recruitment Team has gradsblogcertainly seen a change in the market over recent years.

The AGR did predict a rise in the number of roles available from 2013-2014 and it seems that their estimates were credible. But what can employers do to ensure that there is interest in their graduate roles and schemes?

Graduates are becoming more sophisticated, no longer will a pen and free key ring gain you, well, anything! Graduates want more and this may be in terms of good freebies but they are also looking for the perfect job, in the perfect company and so selling “you” is becoming ever more vital.

A crucial element of graduate recruitment is starting early. It is difficult to succeed without solid foundations, and as any building needs a solid base, the interest of graduates needs to be attained at the earliest possible stage.  It’s not about trotting into a class full of final year students with some jelly beans and car stickers, it’s about playing the long game, putting the time in and ensuring that first year graduates know about you and the opportunities you have. Brand awareness is the new free key ring!

Companies such as Thales are already putting this in to practice and visiting students in their first year of University. What could be a better way of gaining their attention? They know who you are instantly, they know about your graduate scheme and there is a sense of familiarity almost 3 years before they begin looking for their first job after graduating.

Do you get to know your graduates? Here at PPS we are committed to frequently engaging with our candidates. Whether that be via an email, a prep call or an SMS, we are constantly connecting with them and creating a two way relationship which enables them to talk to us as much as we talk to them!

We are using technology to our advantage, we recently hosted a very successful Twitter Q&A campaign which enabled us to instantly connect and engage with candidates. Click here to find out how we did it.

Whilst this was hugely beneficial to the recruitment process, we cannot forget that the power is in the people and whilst technology is only going to get more important (98% of graduates apply online for a job), don’t forget how valuable a phone call can be or an on campus student ambassador who can shout about how great you are.

Graduates are gaining power. They know that 23% of employers had unfilled vacancies in 2013-2014. They know we want them, and they know we will work hard to get them on board. As the pool of graduates gets tighter, competition rises and attracting graduates will be an ever increasing challenge.

We aren’t going to be left behind, are you?

Sally Parsons

Written by Sally Parsons

Graduate Recruiter at PPS Works

 

 

 

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Top 3 reasons for people leaving their jobs

July 18th, 2014
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At PPS we conduct exit interviews for our clients across a range of industry sectors.  As a third party company providing this service we get the real reasons, not the ’safe’ reason a leaver would give to their Manager or HR exitprofessional face to face who is working internally for the company.

Exit interviews can tell us so much about why people leave their job and also valuable information about improvements which can be done to reduce attrition and improve employee engagement.

So “Why do exit interviews?” The reasons for doing so are well documented. CIPD give you some thoughts on this here.
We have analysed the data from Exit interviews we conducted here at PPS for our clients for 2013, and this revealed the top 3 reasons for leaving:

1. Work hours /life balance.

Here are some comments from leavers on this subject….

“They need to get people to work less hours and smarter instead of pressurising people to work longer.”

“I was told I’d be on 20 hour contract, but when I joined it was only 10 hours.”

“Company just expected too much, my manager kept pushing for more and more hours…”

It seems that work life balance and the right hours to fit in with other responsibilities are a major factor when people make the decision to leave.  Having flexibility around hours is really key in keeping people in their job.  Having the opportunity to work flexibly, take time off for family commitments and take holiday when requested are all important.  Also not being given enough contracted hours or pressures to work over the contracted hours play a big part in people’s decision to leave.  Many of you will know that from the 30 June 2014, the right to request flexible working will be extended to most employees with at least 26 weeks’ continuous service at the date of making a request. The previous statutory procedure for considering flexible working requests will cease to apply – instead employers are required to deal with requests in a reasonable manner and timescale. So now is the time to review your policies and handbooks and perhaps look at how you can retain your people from leaving for this reason.

2.       Lack of progression

From our research the second most frequent reason for leaving was lack of progression.  Here’s what some leavers said about this…

“There needs to be more structure around career development and progression, to identify top talent and work out a career path for those individuals”

“To promote internally before looking outside- have more faith in the people they have “

“I was promised that there would be chances for progression which was simply not true.”

Keeping promises about training and development and having clearly defined career progression paths are key in keeping people in the business.  Failing to help staff develop causes frustration and can be a first step in looking at other opportunities outside of the business.

 

3. Pay

The third popular reason for leaving a company was Pay.  Some common themes on pay were…..

“Pay is very poor for the skill level and the targets were in relation to selling things that customers didn`t need.”

“I enjoyed the job but got offered more money.”
“There needs to be an increase to salary for staff so they are competitive, pay people more money and I feel they would stay.”

“… there needs to be more transparency around salary, bonuses etc. “

Being competitive with salary and benefits is vitally important; this goes hand in hand with career progression, of course.   If an employee sees they are working towards a career goal within the company and have a clearly defined future, they will remain engaged despite having a lesser salary now, as they see the bigger picture.  This falls down when promises are not kept and training and development doesn’t happen.

The cost of replacing staff is high, with advertising, assessing, time  taken for interviewing followed with reference checking and training it’s not just the cost to the business but time to get your new staff on board with your business – have you really got the time and money to do this?

Do you know who of your staff may be looking to leave or who may be unhappy?

Have you thought about engaging with your staff now to establish their thoughts via a survey?

Do you talk to your new starters to ensure the job is what they thought it would be and are happy?

Do you know the real reason why your staff leave your business?

Find out now – if you haven’t got the time – PPS can help.

Anna Possee

Written by Anna Possee

Business Support at PPS Works Ltd

 
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Practicing What We Preach- Onboarding

July 9th, 2014
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The art of conversation

Informal chats can help new members of the team feel more at ease

 

Here at PPS we pride ourselves on having a friendly-natured and welcoming culture. We also believe in practicing what we preach.

Over the next few weeks we are thrilled to be welcoming 3 new members to the business- an IP, a Graduate and a Marketing Executive.  Each has a very different background and we tailored the onboarding process accordingly.

Each year we have an intake of graduates and IPs who take part in a structured programme that allows them to hone their expertise in different areas within the business. Myself and 4 other graduates joined the scheme last year and, as part of welcoming our IP and grad to the team, took them out to lunch the week before they began to make their transition in to the business that little bit easier.

In a relaxed environment, we were able to answer some of the questions they had about the business and the roles they would be working within:

“What’s it like to work at PPS?”

“How many people are there on each team?”“When can we take lunch?”

This allowed us to engage in conversation and offer answers and support in a way that was far more personal than the usual way of replying via email or having a quick phone call. It also gave a good feel for what the culture of the business is truly like.

When they begin, our new starters will already be familiar with some of the faces in the office and will hopefully feel a little more relaxed in their new working environment.

We took a slightly different approach with our new Marketing Executive, inviting him in during our working hours to get a feel for the office and spend some time with the team before starting.

During his interview, he stated that if he were a woman, he would be Jennifer Lawrence and that he particularly likes her relaxed attitude and the fact that sh

e casually ate pizza at The Oscars.  Less is more, and remembering little facts like this allowed us to add the personal touch- we set his desktop background as a photo of Jennifer Lawrence delving in to some pizza. Not only is this a fun way to welcome a new team member- it’s a great ice breaker.

As well as these special touches, each new employee will have a structured and tailored training programme as well as being involved in a variety of meetings across the business.

We are very excited to welcome them to the team a

 

nd, who knows, maybe using a blog as part of the onboarding process could work.

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What Does Onboarding Actually Look Like?

June 27th, 2014
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If you look online there are reams of information on ‘Onboarding’, you might even come across a few infographics or images of lifebuoys- yes lifebuoys.

When I began working in recruitment none of these lengthy articles really offered any examples or explained what good onboarding actually looked like. There are a number of organisations and businesses that are doing it successfully and every recruiter can learn a little something from them.

Thinking about candidates as an audience is particularly useful. Onboarding begins as soon as someone is introduced to you or your business. Check out the landing page for NHS Graduates- it has an interactive skeleton which helps to navigate the website and even has a ‘Match Me’ tool to find out if it’s the right scheme for the prospective candidate.

Another great example is the Motley Fool, a multimedia financial-services company, whose number one value is “Be Foolish!” The Motley Fool has an Employee Handbook with a difference. It’s online, interactive and the first page is a welcome video featuring the company’s CEO.

The handbook not only demonstrates the culture of the company, but also outlines the policies, including:

Appropriate work attire “Our only request is that you don’t dress in a way that would disappoint your parents.”

And a very relaxed attitude towards annual leave- “Take what you need”.

The Motley Fool’s approach not only deals with making people feel welcome to begin with, but also creating a great working environment for employees- don’t forget that the on boarding process goes beyond the first week. Click here to read the handbook.

Another company that successfully illustrates what onboarding should like is online shoe and clothing retailer, Zappos. The company and its culture have become so popular that they have stopped advertising altogether.

Zappos constantly talks about the ‘Zappos Family’ which newbies are welcomed in to through a New Hire programme. No matter what position an employee is recruited to, he or she goes through exactly the same training programme.

As well as training, new employees also take part in team building exercises and finding out more about the culture of Zappos. At the end of the four weeks, a small graduation ceremony is held- the company has reported that the people in each class bond and continue their friendships even after moving to their respective departments. You can read more about Zappos by clicking here.

These are all fantastic examples of top-notch onboarding. There is plenty of information online about it but it’s also really important to take note of what others are doing in the industry. By doing this, we can concentrate on being bold, innovative and creating a successful onboarding process.

Hannah RWritten by Hannah Ratcliff, Business Development Executive at PPS

 

 

 

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The How, What, When and Why of Onboarding

June 20th, 2014
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handshakeOn-boarding is a really key part of your engagement process, and needs organisational buy-in from the top, to give your new employees a great introduction to their new place of work. However, it sometimes gets missed (or has less attention on it) as many different departments and stakeholders are needed to get it right.

So whose responsibility is it?

Typically on-boarding sits between Recruitment Teams, HR Teams and Hiring Managers. It’s easy to think someone else in the organisation has on-boarding covered, but in truth EVERYONE should take responsibility. People make assumptions and it’s important to put them straight

How do I create my on-boarding strategy?

Firstly, think about what you want to achieve. An on-boarding strategy should follow seamlessly from your recruitment process, continuing the great experience of your organisation that you’ve given your new employee so far. You ideally want all new employees to feel welcomed, involved and engaged at all times, so think about how you can make that happen and use feedback from your existing workforce, new starter surveys and exit interviews to point you in the right direction

When does on-boarding start?

The on-boarding process starts from the first interaction an employee has with your organisation, continues throughout the recruitment process and ensures a smooth transaction from candidate to employee – and doesn’t stop once the new employee’s start date has passed. A good onboarding strategy will continue well into their first-year of employment, ideally up until the employee is fully productive.

What do I need to do?

  • Remember that on-boarding starts from that first interaction a potential employee has with you. How candidates are treated and communicated with builds their expectation as to the culture within the organisation
  • Once the recruitment process is completed, get your offer and contract paperwork out quickly, making yourself contactable to answer any questions. If there are likely to be any obvious delays in your new employee starting (eg. through a long notice period or processing of background checks), then keep in contact regularly to keep them updated on progress
  • Be consistent. You need to ensure that promises made during the recruitment process are the reality, ensure that the culture you described when they applied for the role does actually exist, and keep managing their expectations so that there are no surprises. Employees are less likely to be early leavers if you do what you say you do, are authentic and show that you care about the experience they receive on joining your organisation
  • Sink or swim doesn’t work for everyone – ensure you have a specific role appropriate plan in place, for training and induction, and get your new employees engaged in your mission and values early on. Remember that it’s in your best interests to get your new employee up and running as quickly as possible, so regular bite-sized chunks of training (rather than all in one day) helps to reinforce understanding. Think about what skills, knowledge and expertise your new employee needs to have in order to do a good job, and take it from there
  • Make sure colleagues are responsible for their parts of the on-boarding process, to ensure nothing falls through the cracks. There’s nothing worse than an employee arriving on day 1 and having no desk to sit at or PC to work from! (Sometimes colleagues don’t realise they need to be involved in on-boarding of new employees because they expect them to arrive with the full complement of skills already in place, so it’s important to manage their expectations too)
  • Offering a variety of experiences in the first few weeks is ideal – maybe visits to other teams or off-site venues, joining in with meetings (even if only to observe), invites to social events and introductions across the business are all key to feeling ‘included’.  Leaving the new employee isolated can lead to them leaving you in the early stages of employment
  • On-boarding should last for more than a week! Typically your on-boarding strategy should cover the time it takes to get your new employee fully productive, so the more time you invest in giving a great on-boarding experience,  the more quickly they can get to that fully productive status for you


Why does on-boarding matter?

A strong on-boarding strategy leads to employees becoming more productive, more quickly. By engaging them throughout their early contact with you, means that you can ensure expectations are met (or even exceeded), and they start with you on day 1 already with a great impression.

‘Touch-points’ should be plentiful and meaningful throughout your recruitment and on-boarding processes, to ensure your candidates and employees feel important. So many organisations describe their people as their greatest asset, so it’s worth taking the time to give your greatest asset, your greatest employment experience.

Debbie EdmondsonWritten by Debbie Edmonson, Major Accounts Director at PPS Works

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What Genre is Your Recruitment Process?

June 12th, 2014
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No two days in recruitment are ever the same, whether you are dealing with a number of different people, solving complex queries or working on the latest attraction methods. Every day offers a variety of challenges and can GENREFILMevoke a range of emotions.

It can feel a bit like you’re a character in a low budget film. The genre varies from day to day- I am sometimes reminded of Action and Adventure but, in less fortunate cases, Crime and Horror spring to mind.

Often the importance of candidate engagement is prominent when thinking about a successful recruitment campaign. Obviously this is an extremely important stage of the process, but this is where your day can become unpredictable and take on the form of any genre. However, the initial screening process can mean the difference between you being the hero and the victim.

Screening has become such an automated process that we often forget that, without this being done properly, there won’t be any candidates to engage with.

To me, screening is consistently a rom-com. There are so many do’s and don’ts- it isn’t dissimilar to dating.

Don’t get desperate

It is important to take time out to find the right candidate or you could end up in the proverbial bed with the wrong person.

You need someone quickly, but why waste time and resource on the wrong candidates? If your gut feeling tells you they’re wrong, you’re probably right.

Do spend time reading the CV

You know the role and you’re on a tight schedule- it can be tempting to skim over CVs in a few seconds, take in the basics and make your decision. This is where romance can turn in to comedy.

You’ve read their name, you know their most recent or current role and a little bit about their education, but is this really enough?  You wouldn’t base the potential of a date on this information and you shouldn’t for a job either.

Don’t be seduced

I’ve never met a recruiter who doesn’t love to chat and network. Reading someone’s CV or application form gives us a unique look in to their life and experiences.

You get a good sense of someone’s personality and you may have even spoken to them on the phone and got on with them phenomenally well. If this is the case they may be a good companion for a catch up in Costa, but are they really a good fit for the role?

Always give screening the time it deserves.

Rom-coms might not be your thing, but if you can put up with participating for a short while, you won’t get caught up in a murder mystery later in the process.  

Hannah RWritten by Hannah Ratcliff, Business Development Executive at PPS

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Five Years of PPS- a Recruitment Triumph

June 6th, 2014
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Reaching the milestone of five years after an MBO was a natural time for reflection.

PPS in 2009 was a great place to work, and we worked hard for our clients- some things never change! But of course, with time, not everything stays the same; there have been many, many proud moments, some setbacks… and a lot of fun.

What have I learned in the last five years?

That having a strong team with shared values and behaviours is absolutely essential – any success without this won’t be long lasting.

Celebrating 5 years of PPS

Celebrating 5 years of PPS

Have you heard of the concept of Manifest Destiny? It is a belief that was held by early pioneers in America who conquered the west of the country. They shared a sense of mission and an absolute belief in their destiny.  As I look on with pride at what we have achieved and indeed conquered over the past 5 years, I am reminded of Manifest Destiny.

I see that same confidence and pride in our team today as they suggest and deliver results using different methods and systems.  Ultimately, to find better people that will stay longer may sometimes require disruption of the status quo.  It certainly requires the ability to understand and embrace the latest thinking in recruitment whether it’s video interviewing or analysing data to understand themes and trends that could give advantage to a client.

What changes have I seen in recruitment? In short, a lot!  Five years is a long time in any industry.  In 2009 ATS systems were still not necessarily the norm for every business.  Their application tended to be focussed on how to manage the volume applications that many recruitment teams struggled with.  Social media was a new and quite trendy way of tapping into another attraction stream – but rarely used to engage and build connections for the future.  What we are seeing today though is the application of these methods and systems for the future-proofing of talent.

Successful recruiters know that it’s not enough nowadays to just know where to advertise or what job boards you can direct source on – that’s just one piece of a much bigger solution.  Candidate engagement, talent pools and clear understanding of your employer value proposition is essential.

Now we have to ask ourselves more questions than ever. Why do people leave?  How do you keep in touch with them? How do you measure the quality of the people you do hire? And it’s important to remember that sometimes, to move things on, you have to pose difficult questions.

For example, the rate of mobile applications is staggering.  How will jobseekers apply for jobs in another five years?  You can order pizzas, and arrange a date on your phone – but you can’t always tell a company you’re interested in working for them!

Recruitment keeps us on our toes and that is why it’s so exciting to celebrate 5 years of success and look forward to many more.

What advice would I give to someone else starting in recruitment?

Be nosy, be bold, don’t be afraid to challenge and question how things are done and always, always have fun while you’re doing it.

Amanda Marques Written by Amanda Marques, Director/ Owner PPS Works

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Graduates won’t change – so we need to.

May 30th, 2014
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As recruiters, we are often faced with a range of challenges and obstacles.

The power to adapt to changing times is something that we need to be well versed in. It’s a lot like that phenomenal karaoke tune from Rocky – ‘Eye of the Tiger’- we need to hang tough, stay hungry and be champions of our game, rising up to the challenge of our rivals.

The Association of Graduate Recruiters recently released results from a poll that shows some graduate employers struggling to fill vacancies.

Chief Executive of the AGR, Stephen Isherwood said “I’d urge all graduates to really research sectors and roles that they’re applying for, tailoring each approach to show why they want that particular job and what relevant skills they can offer an employer.”

We need to remember that the last known survivor stalks his prey in the night and most graduate recruiters are probably already encouraging candidates to carry out research and take on a fresh approach.

Like Rocky, we need to decide what to leave in the past when it comes to graduate recruitment. Photo credit: flickr.com

Like Rocky, we need to decide what to leave in the past when it comes to graduate recruitment. Photo credit: flickr

Rather, this is the time to ask the question- will graduates ever change? In short, probably not. We need to employ new methods so that we, like Rocky, can rise up, straight to the top, and get the glory.

Here at PPS, we always look for new ways to ensure our graduate vacancies are filled with the perfect candidate. We achieved 100% attendance rate at assessment centre and a 96% offer acceptance rate thereafter, for one of our recent graduate campaigns. Of course this was partly because of our engaging recruitment process but also through the use of elements of ‘new recruitment’.

Graduates are often applying during their exams and may not have the time to complete a lengthy application form, so why not carry out video interviews instead? This is an excellent way of getting to know your candidates without taking up too much of their time. There’s also a ton of software out there that records video interviews, saving us the time of conducting interviews in real-time, whilst allowing us to really dissect candidate responses through playback and transcripts.

We also need to start considering asking behavioural and strengths based questions instead of repeating the same old competencies graduates will have manufactured answers for in the past. I think we all attest to hearing about that one tricky team member every graduate appears to have encountered during group work at university. As such, we are currently looking to change our application stage so that it really tests our graduates, rather than become a stale part of the overall recruitment campaign that adds little to no value in finding today’s top talent.

At PPS, we’ve come to the conclusion that graduates probably won’t change, so why don’t we?

We need to be one step ahead, and never forget- it’s the eye of the tiger, it’s the thrill of the fight.

Hannah RWritten by Hannah Ratcliff, Business Development Executive at PPS

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How to score – hiring and the World Cup

May 23rd, 2014
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Whilst Roy Hodgson’s choices are being debated, applauded and criticised worldwide, he has been carefully considering his options and trying to find the perfect fit for his team- just like any hiring manager looking to recruit.

Roy may have lost countless hours of sleep deciding who would make it onto the official England coach, but this is something recruiters face everyday. Finding the perfect balance and fit for any team is hard work and any recruiting manager, amongst the gleeful “Yes” and “Thank you’s!” has to deal with disappointment and frustration. But hopefully, with the right recruitment decision, there won’t be any feelings of doubt or regret.

Let’s go all the Wayne!

Despite being the butt of hundreds of jokes, Rooney is a star. Many believe he is the key to England’s victory and belief is sometimes all we need.

When recruiting, a manager will be looking for someone who has the ability to consistently deliver and more importantly, demonstrate the confidence to do so and inspire others around them. It’s always a good idea to assess the team to which you are recruiting into and a get a feel for the sort of individual who can help elevate the unit, and the wider business. This may not have been a surprise, but often there is an obvious choice- a perfect fit. And anyone would be crazy if they didn’t just go for it!

Selecting the right team

By assessing candidates against the role and fit of the business, selecting the right team can be pivotal to an organisation’s future success – right, Roy? Photo source: Flickr

Give it some Joe Hart

His face has been scattered on newspapers galore (I am reminded of the D’oh Hart pun) but he is a no brainer. He is experienced and every team needs a leader and mentor.

Not only is Hart the trailblazer, he represents teamwork and a focus on success. These are attributes that no team can hope to prosper without and that is a no brainer when it comes to any hiring decision.

Are you Shaw?

The biggest shock for all of us was Hodgson’s decision to put Ashley Cole on the backburner and bring Luke Shaw to the field. Questionable in the eyes of some, maybe even controversial. Is this the choice of youth over experience? Well, probably not.

There is always someone who needs the chance to fulfil their potential. Maybe they don’t have the biggest profile or list of accomplishments but it is always important to look for the candidate who has the capacity to flourish and be the star of the future.

Any hiring decision is hard to make and there will always be consequences of any choice, but to be the best, we have to beat the best and an excellent hire or placement is where we can begin.

How do you go about making the right selection?

Hannah RWritten by Hannah Ratcliff, Graduate Recruiter at PPS

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The importance of good engagement and on-boarding in social care

May 16th, 2014
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If you are involved in recruitment in the social care sector, it is likely that the question at the forefront of your mind is, ‘How do we recruit people who share our vision and values?’. This question was recently driven home with shocking revelations from a recent programme in the BBC’s Panorama series, showing the abuse of elderly and vulnerable residents.

apply here

Each candidate who applies is a potential new starter, and as such, how we find, engage and retain them will have a significant impact on their performance at the organisation.

There are no easy answers to this question. One way, we can help to ensure this stops happening is by recruiting the right people; staff who are motivated, enthusiastic and, above all, caring. Undoubtedly, there are great carers and support workers out there who treat their service users with the dignity and respect they deserve. The difficulty comes in consistently finding, engaging and retaining the right people.

This, is only half the battle. Making the transition from ‘offered candidate’ to ‘happy employee’ is just as important to get right. We know from experience that what happens in the first few months of a new starter’s  journey, from application to induction is crucial. If  the experience and engagement is great for  a candidate, their engagement as a new starter will be high and their perception of your organisation will be reflected positively. Just imagine the potential of job referrals and recommendations  from a group of highly engaged new employees!

On the other hand, if the on-boarding experience is poor, the consequences can be dire. If there is little to no engagement right at the start of the recruitment process, they could end up rejecting your offer and accepting the offer of a competitor.  The perception of your organisation could become negative with the reputation of your organisation suffering with it.

social care

Getting the best talent, the right talent, in the social care sector is the least we can do to ensure the elderly and vulnerable get the care service they deserve

Over the years, we at PPS have been, and continue to, fine tune our methods and practices around sourcing the right talent for our clients. More importantly, we know one size does not fit all. We partner with each client closely to make sure we attract the best talent who match our client’s values, vision and culture.

We also know positive engagement with candidates/new starters is the key to retaining the best staff. From sourcing to on-boarding, we maintain constant communication with candidates, informing them every step of the way. We found this reduces the candidate drop out at any stage. And, that’s not the best part. The best part is we do all this as the recruitment partner of our clients, under their brand identity and image. So when, candidates join, they join with a positive impression of the organisations they are joining!

How does all this tie in with good care? Recruitment cannot possibly provide all the answers as to why or how such abuse can take place, but it can certainly be a part of the solution. Getting the best talent, the right talent, is the least we can do. Indeed, it is the least we do. There are most definitely super care and support workers who really do care. Our job is to ensure you recruit them!

alvinWritten by Alvin Dawati, Business Support Administrator at PPS

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