A set of tools and practices to enhance staffing based on common values.
Overview
Clients want staff who will thrive and candidates want to join an organization where they will thrive.
Companies face a severe shortage of good candidates. Candidates face a different severe shortage; they have many choices but very little information about where they will excel. That candidates often move after two years, the minimum acceptable tenure, is strong evidence that the current staffing approach serves neither clients nor candidates. This churn may seem to benefit staffing organizations but low value output places strong downward pressure on profits.
Given that it is thriving, clients and candidates want a relationship to last more than two years. This puts more emphasis on longer term and less on two, five, or even twenty hours of evaluation. Personality has failed because it is too general and not tuned to a particular organization over the last few years. Selection by HR is very weak.
This is an effort to deliver value to all stake holders: clients, candidates, and staffing organizations.
The big idea is to find a set of characteristics which identify individuals who actually have thrived in a particular organization recently. Use these characteristics to inform the staffing process, measure the outcomes, and adapt i.e. science.
If this intrigues you then contact Brian Mason to join the conversation.