Focus
- 13.1: Assessments
- 13.2: Staff engagement and retention
- 13.3: Health and wellbeing
- 13.4: Nutrition
- 13.5: Stress management and prevention
- 13.6: Resilience training and assessment
- 13.14: Creating a positive work culture
Challenges
- 20.1: Performance management
- 20.2: Negativity, conflict and stress
- 20.3: Sickness absence in the workplace
- 20.4: Staff turnover
- 20.5: Workplace bullying
- 20.6: Mergers and acquisitions
- 20.7: Recruitment and retention
- 20.8: Downsizing and redundancy
Solutions
- 21.4: Expert advice
- 21.5: Cultural change management
- 21.6: Leadership and manager behaviour
- 21.7: Team building
- 21.8: Training and development
- 21.9: Coaching and mentoring
- 21.10: Assessments and surveys
- 21.11: Therapy and motivation
- 21.12: Research and analysis
- 21.13: Executives retreat
- 21.14: Conflict resolution service
- 21.15: The Stress Advisory Service
- 21.16: Code for health and wellbeing
Downloads
Recruitment and retention
Case Study
A top level recruitment campaign by a national organisation for the role of Chief Executive resulted in four candidates being asked for interview. Each candidate underwent the usual psychometric and personality assessments, and was asked just prior to the interview to make a presentation on their vision for the future of the organisation. Each had 20 minutes to prepare the presentation using any media they liked.
One candidate stood out. He had guessed that a presentation was required and had prepared a Powerpoint presentation beforehand. He gave the presentation and was quickly appointed to the post, having ticked all the other boxes.
Seven months into the new role, the new Chief Executive was well on the way to implementing his vision for the organisation. The changes he introduced had been well prepared, and all the staff engaged in the thinking and processes involved. He had paid visits to all his clients, and had discussed his proposals with them to re-assure them that business will be as usual, but organised in a better way to achieve maximum effect at lower costs. Everyone appeared happy; revenue was rolling in; staff were fully engaged; and the Chief Executive was getting on well with his Board, who seemed very content with their decision to appoint him.
Except for the Chairwoman of the Board, who had participated in the appointment. She decided to get rid of the new Chief Executive, and gathered two other members of her Board to create a quorum and sacked him, quoting her belief, without evidence, that the organisation was in decline, and that clients would go elsewhere for services.
In any recruitment and retention situation there are always, at least, two participants – the person with the job to offer, and the person applying for the job. In this case, the aspirations of the applicant weren’t understood clearly by the Chairwoman. The costs and disruption to the organisation of this fiasco were immense, causing other staff to consider their positions, as confidence in the Board descended into despair.
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Need more information?
Including details of our consultancy and mentoring expertise... call or email:
0845 833 1597
Look out for:
Professor Derek Mowbray's
speaking engagements:
20th January 2010
HSJ World Class Workforce
Cavendish Centre, London
Professor Mowbray
will speak about:
an outcome of a
Positive Work Culture