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How To Recruit Talent That Will Give You The Competitive Edge

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How To Recruit Talent That Will Give You The Competitive Edge

Monday, November 11th, 2013

How To Recruit Talent That Will Give You The Competitive Edge

Attract

Before you act you need to define your requirements, competencies, work out a remuneration programme and any necessary exit arrangement for existing staff. You also need to be able to define the future career path of your candidate before you start recruiting as this can extend the long term potential within your organisation and not to just to meet a short term need.

Select

The recruitment process needs to be rigorously conducted. This is done with in depth interview and psychometric testing for all short-listed candidates. Business psychologists can also design assessment centres for those high profile career positions which benefit from deeper assessment. In all cases, create an in depth short list report with recommendations and highlighted candidate attributes.

Reference Check

Conduct a rigorous referencing check which, depending on the role, include; credit and board searches as well as industry profiling and qualification verification. This is especially useful where security clearance is required or when a position is financially sensitive. It is vital where eligibility to hold a directorship needs to be confirmed.

On-Boarding

On boarding is the strategic vehicle for fast-tracking new talent to a progressed state of productivity and engagement. Executive coaches can work with your new employees to help give them the best chance of settling in and rapidly contributing to your business. Additionally, ongoing coaching support is proven to add long term business advantage.

Engage Develop and Retain

The act of engaging, developing and retaining existing talent is both financially sound and more economically viable than recruiting from scratch. Having a highly motivated and developed workforce will improve business performance and maximise the potential of any ambitious organisation. Of course this is just the beginning to recruiting for senior directors and executives. There is so much more yet to come. In the future we’ll cover; understanding leadership, how to identify leadership traits and which ones should fit within your organisation, how to understand where your organisation fits with in the global company, and the understanding of globalisation. We shall be posting these out on our LinkedIn page.

The Ramsey Hall officesRamsey Hall have over 20 years’ experience Talent Management and is headed by Phil Boyle. Their team have experience in recruiting for board and executive team members for clients across the globe and use cutting edge psychometric testing to give the best candidates.

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Top Tips for Recruiting at Board and Executive Level

Sunday, April 14th, 2013

With staff turnover at board level at around 30% per annum we look at the pitfalls that many employers come up against when recruiting and selecting their senior talent.

  • Seeing executive recruitment as a cost to be reduced! Would you do this with your new product development? Would you compromise on your sales effort?  Senior recruitment is a key business activity whether it is promoting internal talent through rigorous assessment or external sourcing.  Much research into high performance working has identified top-class selective recruitment as being critical to business success.  Remember ‘craft skills’ are not usually an indicator of either leadership capability or potential. Research has shown that the opportunity cost to an organisation of a “failed hire” is typically three times the job salary. With most directors now earning in excess of £100,000 do you want to take this risk.
  • Using inappropriate recruitment and selection methods. At this level a quick online advert or worse still an advert in the local press is a waste of money.  Great talent is always hard to find! Our approach is invariably to head hunt talent as well as using a focused advertising campaign as part of an integrated Executive Search & Selection Assignment.  This “the best of all worlds” really works.  Usually we also benchmark internal applicants in order to ensure the right hire is achieved every time.  You may know someone in your network or have a friend who might, I stress might, be suitable, but how do you know?  Only a robust process will find out.
  • Use a cheap recruiter. How often do you complain about the behaviour of agencies?  How often do you have to work with inexperienced graduates/recruiters who have no appreciation at all of what it takes to succeed at senior level?  Just recently a client of ours came to us to fill an assignment on which a mass market recruiter had failed. Our client explained that, “they acted like an agency sending irrelevant and unqualified CVs”.  There is the problem, agencies and sales driven specialists do not employ consultants who can consult!  Our team is all vastly experienced and all hold professional qualifications.  This expertise is not inexpensive but it is extremely cost-effective with just a 2% first year staff turnover.  You would not hire an accountant or lawyer who has no expertise or creditability, so why compromise your executive recruitment?
  • The selection process consists entirely of one-on-one interviews. One-on-one interviews are proven over many studies to not only be inaccurate but dangerous.  We will not rehearse the reasons here but we always use psychometrics and a selective recruitment methodology. These uncover the hidden aspects to character and capability that interviews alone are incapable of finding. We also recommend that clients use a panel interview approach at second and third interview. Again this is proven to be more reliable and rigorous for senior recruitment.  Oh, and by the way, it avoids ‘gut feel’ which is invariably wrong!
  • On-boarding/induction. Induction is all about introducing new employees to colleagues and where the fire exit and lavatories are, right?  Wrong, induction is about ensuring that the person quickly settles in to become a productive member of the team.  We design bespoke ‘100 days’ programmes for clients so that their new senior team member quickly settles in and becomes productive.

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Phil Boyle - Director of Ramsey Hall

Phil Boyle is the managing director of Ramsey Hall Ltd. Ramsey Hall is a highly respected and long-established boutique Talent Management Consultancy. It is an SHL Enterprise Partner and amongst the most experience users of the Hogan series of tests in the UK. They can also offer the MBTI together with a wide range of other top end psychometric tests.

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Successful Charity CEO Assignment for Headhunting Team at Ramsey Hall

Thursday, April 4th, 2013

Towards the end of last year, Ramsey Hall Talent Management were retained to assist UKSA, a leading charity in the south,  with their search for a new chief executive. We are delighted to say that we found the perfect candidate – Richard Thornton joins them in June from The Prince’s Trust.

uksa

The assignment involved working with UKSA to develop the strong creative above, which ran in a national newspaper as well as online. We also used our highly skilled team of search and selection consultants to contact a known list of candidates from our own comprehensive database.

For more information about Ramsey Hall’s Headhunting services as well as the support we can give to new recruits, please call 02380 236944 or click on the menu above.

The full news release from UKSA is outlined below.

———————————————————————————————————————————————————

A new Chief Executive on board at UKSA

UKSA are delighted to announce the appointment of a new Chief Executive. Richard Thornton will join UKSA from The Prince’s Trust where his role was Deputy Director of Operations. Previously Richard worked for national youth charity, Fairbridge as Operations Director and saw the organisation through their merger into The Prince’s Trust. He will take up his new role on 10th June 2013.

Richard said: “UKSA is one of the UK’s leading charities for youth education and maritime training.  At a time when youth unemployment continues to climb and the future can appear bleak for a whole generation of young people, there is an ever greater need for organisations like UKSA. The support they provide genuinely creates exceptional opportunities for young people to move towards a brighter future. It is essential work and I am privileged to be part of it.

“It’s a great honour to join UKSA’s leadership team and have the opportunity to build on its success.”

UKSA’s Chair of Trustees, David Lister added: “We are very pleased and excited that Richard is joining us. His comprehensive experience with Fairbridge and The Prince’s Trust, coupled with his proven ability to create and drive strategy make him the ideal person to lead UKSA in its ambitious development plans.

“We intend to continue to grow our influence as a voice of young people and to reach more beneficiaries through partnerships and new delivery bases across the UK. We are looking forward to Richard joining the team with real optimism for the future.”

Ends

Phil Boyle Takes Up Prestigious Global Aerospace Position as President of the Royal Aeronautical Society

Tuesday, May 22nd, 2012

Southampton, UK – 22 May 2012 – Phil Boyle, the Managing Director of Southampton based HR Consultancy, The Ramsey Hall Group, has been appointed as President of the Royal Aeronautical Society, the world’s oldest and most prestigious aerospace organisation. Established in 1866 and with over 17,000 members worldwide, the RAeS is head quartered in London but has nearly 100 branches across the world.  A completely multi-disciplinary Society, the RAeS has members from each and every part of the aerospace sector.

Commenting on his appointment, Boyle said, “I am deeply honoured to become the President of the RAeS, one of the most prestigious roles in the world of aerospace and aviation. Having been a member of the Society for over 40 years, I look forward to guiding the Society over the next year as we first undertake the biggest changes to our governance in over 50 years and then roll out an innovative “New Media” based membership offering that will completely globalise the Society with every member no matter where they are in the world enjoying essentially the same benefits.

“This has been an exciting time for Ramsey Hall too, as we saw our business grow by 80% in 2011.

“As a pilot, chartered engineer and HR professional I hope that my skills and experience will benefit the RAeS as it continues to encourage young talent to consider aviation and engineering as their career path.  Having chaired the local Solent branch which covers the whole of the Portsmouth and Southampton conurbation, I know how important our members are at a local level and will continue to strive to encourage them all to promote this amazing industry.”

Boyle will become part of a proud history of Society RAeS leaders, whose past presidents include HRH Prince Philip, the Duke of Edinburgh and military aviation pioneer Sidney Camm – the designer of the Hawker Hurricane.  Phil is the longest serving Trustee of the Royal Aeronautical Society and also the current Chair of the Solent branch – recognised across the society as being an exemplar branch and especially highly regarded for the support it provides to young people wishing to study for a career in aviation.

 

 

Why Companies are Failing to Maximise Their Most Important Asset

Thursday, April 12th, 2012

High Performance Working: White paper

High Performance Working White Paper

With much research showing the benefits of High Performance Working (HPW) to ‘bottom line’performance, it has been adopted by many organisations that seek to build performance through people.

Fill in the form now to download the white paper to find out:

  • What is High Performance Working?
  • What do you need to use it as a strategy?
  • How can you implement High Performance Working in to your own organisation?

These are just some of the questions which the white paper addresses.

Get your copy of this cutting edge white paper that asks the questions that you need to answer in order to implement high performance working in your organisation.

This white paper asks the questions that can help your organisation facilitate improvement before it is too late.  Our latest white paper looks at the issues and how we can help you address them.

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Ramsey Hall’s Succession Planning Article – Building the Organisation of the Future

Tuesday, December 6th, 2011

Are you looking at the future of your business? Why not read our article on Succession Planning, published in December issue of Executive Grapevine.

Please click the download button below, or the contact button to request further information.

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 Succession Planning Article

Talent Management – Do You Know How to Make the Most of Your Team?

Wednesday, November 16th, 2011

It’s been a busy few weeks for Ramsey Hall with two development centres for one of our largest clients. Increasingly organisations are looking to their exisiting staff to fill the skills gaps and grow the business, rather than the costly process of recruitment.

How do you know who is the best and most effective in your team? How do you get the most out of them? Our Talent Management White Paper clearly shows what you need to consider and the importance of talent management in your HR strategy. Click here for more information and perhaps talk to one of our consultants on 02380 236944.

Objective Succession Plans Improve Business Performance

Friday, October 21st, 2011

 

When organisations complain that they cannot get the skills they need and are hampered by their inability to ‘import ‘ talent from abroad, they need to step back and see how they can grow their own capabilities for long term success.  More often than not, CEOs complain to us that their bench strength is insufficient, yet many insist on promoting employees on the basis of ‘craft skills’ alone.  This should be avoided as leadership requires much more than this and invariably organisational performance suffers.

Our tip is to take a futuristic approach by taking a strategic look at the future needs of the business and to identify the key roles and ‘pools ‘of jobs required for organisational success. You need to either design or review your competency framework to provide an objective basis for assessment, development and, if required, recruitment.  Once a pool of potential candidates is identified, we would recommend a capability development centre is designed to assess the participants against your required competencies.

When this objective data is gathered it can be compared against actual performance and appraisal data to identify high potential.  We call this a ‘Bench Strength Review.’ At the same time individual participants can be given their personal development plan from which to begin the capability development process.

Is it worthwhile in such unpredictable times? Well without a succession plan you risk failing to identify and harness your best talent.  Or worse, your competitors reach out and attract your best talent leaving your organisation back at square one!

We have prepared a more detailed paper on succession planning.  If you would like a copy please call, Matthew Davis on 02380 236944 or email medavis@ramseyhall.com

Reducing People Costs Through Improved Performance – white paper

Wednesday, September 14th, 2011

With numerous high profile insolvencies having been filed over the last couple of months, now is perhaps a good time to take a look at how your organisation can potentially cut people costs whilst maintaining, or even enhancing, business performance.

To view this white paper, please click here

 

Talent Management – white paper from Ramsey Hall

Wednesday, September 14th, 2011

At a time of unprecedented economic pressure you may feel that investing money in talent management programmes is too much of a luxury. Well, there is strong evidence to suggest that companies who invest are better placed to succeed, when recovery gathers pace. In this paper, we look at some false assumptions people have when considering their talent management strategy.

Cllick here to view our white paper.