- Whichever way you look at it, supporting the development of new talent in our organisations is beneficial to our existing staff, our competitors and our stakeholders. So how do we ensure that the transferable skills gamble pays off?
- More often than not, a recruitment panel’s aim is to get the best person for the job with the added proviso that they can then start right away and hit the ground running! The challenge faced by candidates who are relying on their versatility rather than experience to change career is that they are sometimes up against 150 other candidates who all have direct experience.
While acknowledging the resources needed to nurture new talent, unless the role is a temporary contract where training up on the job is not an option, I struggle to see the business sense in failing to consider new, fresh and enthusiastic talent that may just give you the edge you are looking for.
So how do we maximise the return on this investment?
· Identify jobs where you need direct experience and be aware of when you can deviate from this. When you recruit for each role know what you are looking for and what skills are non-negotiable. This will help you to plan your shortlisting and manage high volumes of candidates.
· Add entry level positions, traineeships and apprenticeships to your structure and funnel appropriate candidates through to this channel. This ensures that you always have a fresh supply of home-grown talent working its way through the organisation and even if you need direct experience in your established posts you are still planning for the future.
· Identify clear career progression paths so that staff can identify opportunities for development. Staff who can see a clear progression through the organisation ultimately stay engaged and committed to the organisation for longer – even when times are tough.
· Look for competencies that support your strategy and approach but always look for behaviours that will future proof your organisation such as resilience, adaptability and self awareness.
· Apply a robust selection process to test the transferable skills that you need. Don’t just take the candidate’s word for it, rigorously test all candidates for behaviour and attitude as well as the direct skills that you need.
· Have a transparent and consistent approach to probationary procedures and inductions and a commitment to staff development. Inexperienced staff should be supported to develop necessary skills through various developmental opportunities and where they do not excel, this must be addressed swiftly for the benefit of both the candidate and the organisation.
Find out more about what we think at Real People by calling our helpline on 020 7710 0626 or emailing email@example.com