• WHAT OUR CLIENTS SAY: David H. - Cape Town 2015
    Working with The Change Initiative over the past few months has been an enlightening, if not sometimes challenging experience. Madge is easy to relate to and quickly identifies your needs and drivers. Her interventions ignited thought processes which pushed me to explore my career direction in a productive and positive way.She has a very comprehensive understanding of what works in the corporate environment, and what detracts. These insights, coupled with her ability to unlock preconceptions, is hugely valuable.Through the efforts of The Change Initiative I felt confident presenting myself as a marketable product once again, which I’m delighted to say resulted in securing a new and challenging job.I came to The Change Initiative wanting guidance and change, and they delivered.

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17

Sloppy internal recruitment's impact on company brand

Published by : Bizcommunity - 2007

 

Sloppy internal recruitment's impact on company brand

Companies wishing to attract quality candidates should take a good look at their internal recruitment processes if they wish to avoid a poor image in the market-place. According to Madge Gibson, senior associate at Jack Hammer Executive Headhunters, the interview process is a two-way street.

While a candidate seeking a new role naturally needs to make a good impression, it is equally important that the hiring company leave a positive impression in the mind of the candidate.

Unfortunately this is not always the case and some companies let themselves down by not giving adequate attention to the interview process and the weight it carries in the candidates overall impression of the company. Poorly arranged, and often changed meeting times, frustrating delays before and after the meeting, can be seen as indicative of a lack of respect for a prospective employee's time, not to mention general internal chaos.

Contradictory

"Many companies talk about 'how important their staff are to them' when their recruitment process couldn't be more contradictory," she says.

"Disorganised and outdated recruitment processes can have a negative effect on a corporate brand. I've seen instances where executive candidates have used the recruitment experience as a significant factor in selecting one company over another. They view the hiring process as an indication of the organisation's operational efficiency, customer service commitment, and management style."

Gibson feels that the importance of brand identity should be embraced by everyone across the company, but especially those who have access to the public - and that includes potential employees. Chipped tea cups, rude receptionists, arrogant personnel, or even a senior executive arriving late for a meeting, all contribute to the impression the potential employee takes away with them. A shoddy, or unpleasant experience will only serve to alienate good candidates.

Appropriate

Gibson also notes the importance of appropriate post-interview processes. Should a candidate not meet the criteria for the job, feedback and rejection needs to be handled as professionally as the interview process itself, and quickly.

"Employers should always take the long term view, every interaction with a potential employee should be an exercise in brand management. Every interviewee, no matter how 'inappropriate' for the job, should leave the meeting on a high note, having had a great experience and wishing they worked there."

  • Susan Hoare

    Sue offers 17 years experience in the field of HR and Remuneration, from both a strategic and operational perspective. Areas of expertise include policy formation and implementation, job evaluation, role profiling, performance tracking, salary budgeting and benchmarking, as well as short and long-term incentive scheme design.

  • Our team includes:

  • Jane Wilkinson

    Jane has over 20 years in corporate HR experience and now has a specific developmental focus on executive, senior and middle managers. Her coaching model is practical and performance focused and designed to support leaders who may wish to review their personal resilience capability or their leadership competence generally.

  • 1
  • 2