At the workshop, you will go through a case study by consultant Maggi Evans and have the opportunity to replicate the same (100%) successful scenario for your company.
- Understanding the problem and the opportunity
In this instance, the client identified that their sales recruitment was not working. They were selecting people who then either didn’t perform or didn’t stay. This was costing them money. They also saw that the highest performing sales people with longer service contributed significantly more to the bottom line. So, they wanted to get better at selecting fabulous sales people who would stay.
- What does brilliant look like?
The next step was to understand what made the difference – what were the skills, backgrounds, motivations and experiences of these highest performers? What was different about these people compared with the low performers? There were some surprising results – that showed why their previous approaches had not worked.
- How can we consistently select brilliant?
We then developed a comprehensive recruitment approach to increase the predictive validity. This included interviews, psychometrics and a work sample.
- What new talent pools can we access?
With a clear understanding of what the real differentiators were, we were able to identify ‘where else might these people be?’. This opened up new places to find the talent, broadening the pool beyond those with sector experience (and in this instance putting greater emphasis on people who were agile learners).
- Implement, embed and refine.
The final stage has been about training, communication, roll-out and gaining feedback (form the business, the candidates and recruitment team). We have used data to monitor impact and refine our approach.
