Barry Forsythe on LinkedIn: You’ve Taken the First Step in Skills-Based Hiring. What Comes Next? (2024)

I read this morning that a company's reputation can significantly influence its ability to attract top executive talent. And I agree....to a point.I think its a bit more nuanced than that. All organisations go throughan evolving cycle- sometimes they are at the top of their game, other times they have some challenges. I've recruited for G1V1 RPs and those that are G3V4. Based on the above statement, it should be impossible to recruit to the latter, but thats not so. Or, you would think that the latter would have to accept a "lesser" applicant. Again, not so.I believe that no matter how good an organisation is, or what its reputation is, the real driving force behind applicants decisions is the "organisational self-awareness".If an organisation understands its issues and is transparent about them, they don't hind behind inane corporate speak that means nothing, then this significantly aids attracting top talent. A huge magority of top Execs that I interview are looking for a challenge- something that they can have a positive impact on, put their name to and own the solution. You don't get that opportunity at a BAU organisation. Conversely, if an organisation isn't honest or aware about their issues, then it tends to be a hiding to nothing, and will be an immediate turn-off.So, when it comes to attracting your next Executive, tell your story, warts and all and you'll find you attract the RIGHT talent for your organisation!Or let me have a go! 😉

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"Hire for impact, not just experience." This platform is full of insightful quotes- partly aimed at sharing information but mainly about grabbing your attention and getting "engagement".The above quote is simple and relevant. But when you dig down, and read the articles attached to this eye catching quote, advice on how to actually achieve this seems lacking.They often focus on how to attract a wider talent pool ( looking outside of sector, lowering your hiring bar, re-drafting your JD/advert etc)They also often talk about the benefits of bringing in people based on their potential rather than experience (diversity of thought, new ideas, head room for development etc)But often miss out on HOW to hire for impact. The reason?Its really hard to get it right. There's no one silver bullet solution (there rarely is). And its not a fool proof process either, so failure is more likely.First and foremost, you, the recruiter, need to shift your mindset. When looking for/assessing behaviours and soft skills, you can't just look at previous track record for proof (generally speaking- although there may be indicators).In my opinion, you need to design a balanced assessment process and include a number of stages (not too many obviously)- which measures different behavioural requirements of the specific role in different ways. You need to assess the evidence but also look between the lines and question responses and why those responses may have been given. If there are question marks in one particular area, dig deeper on these in the next stage. You need to LOOK for the potential- and not compare them to a previous experienced employee.We spend much of our days identifying potential and develop an understanding of their capabilities and potential over months and years- a recruitment process doesn't allow for this kind of investment.That being said, you need to ensure you have an environment that will allow that potential to thrive. there is no point finding potential, but then suffocating them as soon as they start.With the burgeoning skills gap at Exec level in the sector, this is a huge opportunity (and need) for organisations IF they can get this right. If you want to discuss how we can help you find your next impactful employee, feel free to get in touch.

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Don't hide from your weaknesses...https://buff.ly/4ecQOTq This really resonated with me- we did some work as a leadership team at Greenacre a while back and since focussing on our strengths and how we could play to those we've not only seen a huge increase in outputs but a much happier, balanced and fulfilled dynamic!!

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I hear a lot about "culture fit" in my role. But when we are also striving for better diversity outcomes in recruitment, surely the two fly in the face of each other????Shouldn't we be looking for "culture-add"?Each appointment, especially at exec level, is an opportunity to enhance the organisation through bringing new and innovative ideas.We need to remember that diversity is not a quota but a competitive advantage!

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Feel free to get in touch if you'll be about.....

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Answer the effing question!!!!!We're being bombarded at the minute by party political broadcasts and interviews with politicians so my blood pressure is rising exponentially. I'll apologise now for any outbursts on here over the next couple of months.My question today is why do politicians INSIST on not answering a simple question?? Instead they focus on slating the other parties and then give some vague soundbite which means f-all to anyone.And we lap it up for some reason.If I was pitching for a Chief Executive role and the selection committee asked me a simple question like, "How would you ensure we get a diverse shortlist for consideration"?, and I responded by telling them the lack of diverse outcomes from other consultancies, rather than the numerous measures we build in to our process to assure a positive outcome, I'd be told politely (or not) to jog on!!So please, for once...just ANSWER THE EFFING QUESTION!!!!!

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Is this really a surprise???https://buff.ly/3X8Na6W What would be interesting is to know the disparity in salaries across the North & South....

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