Primary Content
Some Case Studies
Recruitment process design and audit
Uk and Worldwide
Retail A leading high street retailer found that its carefully designed assessment centre was not producing effective hiring decisions. A review of their processes revealed that, although the centres themselves were well-designed, the assessors received no training in their tasks. After closing this gap results improved dramatically.
Public Sector - An
organisation within the criminal justice system asked for a
review of its recruitment processes. This revealed that for one
significant area no fewer than three competency models were in
play simultaneously, leading to considerable confusion. A short
study of key requirements led to an amended version of one of the
models being adopted as the standard, considerably enhancing the
smoothness of the recruitment process.
Banking - A leading UK clearing bank wanted to develop a new selection tool for a layer of middle management. During the research to create the tool it was evident that the management level immediately above the target tier was contributing little to the business. This led to a re-scoping of the project accompanied by the elimination of the redundant tier and a revised behavioural model for the original group.
Banking A global financial services company needed to recruit professionally qualified staff to work overseas. Their position in the marketplace and the apparent glamour of foreign postings led to them being flooded with unsuitable applicants. A review of their processes and of the real requirements of the role resulted in the design of a front-end self-screening questionnaire , leading to a smaller number but much higher quality of applicants.
Technology - One of the world's
leading technology consultants wished to develop business
consulting competencies. They had tried before and failed. A more
precise definition of competency requirements coupled with a
careful evaluation of internal resources enabled them to identity
staff with the appropriate abilities and scope the additional
resources needing to be sourced externally.
Insurance - An insurance company intended to graft on a brokerage capability. They acquired a number of small brokerage firms to capture market share. Having done this, they needed a more precise understanding of the skills and competences within their new resource and where they needed to plug the gaps.
Oil - One of the world's leading oil companies planned to exploit a new field in the North Sea. The technology was in place but the processes needed for oil extraction were specialised, requiring specific skills and behaviours on the part of the teams. Key attitudinal and behavioural competences were defined and a novel assessment process, designed to identify staff possessing them, was developed.
Assessments - Technical specialists to chief executives
Managing directors of subsidiaries of a major IT company following re-organisation, using assessment centres.
Permanent secretaries for several government departments, using structured interviews and broadly-based personality measures.
Director general of the UK arm of a worldwide charity, using assessment centres.
Use of personality, ability and motivational psychometrics in confirming suitability and planning development for a managing director designate in a family owned FMCG company owning national brands.
Candidates for the post of CEO of a unitary authority, utilising a mix of conventional psychometrics, a written analysis exercise and a structured interview.
A variety of selection assessment exercises, conducted in languages such as French, German, Italian, Spanish and Dutch.