The Right Way to Offboard an Employee

Maria - Blog

I’m of the opinion that offboarding is every bit as important as onboarding in the employee lifecycle. In fact, I think we all – as employers – now recognise that excellence at every stage of the lifecycle is imperative if we are to win in the war for talent and this doesn't end at attraction and engagement. Whether as a result of resignation or termination, the impact of our offboarding strategy on our talent brand is massive:

What Matters Most in Attracting Millennials?

Maria - Blog

I’m a huge fan of Millennials: they are bright, tech savvy, connected and energetic and care a lot about being part of something bigger than the bottom line. They don't necessarily respond to the same things our older generations do but they are not as complicated as they are sometimes perceived. Considering that come 2020, according to some estimates, they will make up the majority of the workforce, I think it’s time we tweaked our tried and trusted methods of talent attraction if we want to become millennial magnets.

How to Approach Psychometric Tests in a Job Interview

For many of the candidates I see here at DAV, the prospect of psychometric testing is a daunting one. I’d like to reassure you: there’s very little to be worried about. Recruiters and employers use these to give a more rounded and objective understanding of a candidate’s behavioural and cognitive suitability for the job. They give you another opportunity, beyond the interview and your CV, to demonstrate your skills. Certain skills, such as problem-solving or spatial ability, are in fact better demonstrated through testing. Psychometric tests are divided into roughly 3 categories: Aptitude/ability tests.

How to Make Flextime Work for Your Business

I’ve long seen the return in commitment, lowered absenteeism and productivity from my team that comes from offering flextime. I am also seeing an increased number of desirable candidates who won't even consider working for a company that doesn't have a flextime policy. Most companies that I work with have had a casual flextime approach: staff can leave early for a doctor’s appointment or to fetch children, work from home for the morning when the geyser bursts etc. But can formalised flextime work for your company, as well as for your employees? I think yes.

Sourcing, Attracting and Retaining Scarce Skills

If there is one challenge all our clients’ face it’s the attraction and retention of scarce skills, despite unemployment in SA hovering at around 25%. My experience is that companies (and recruiters, for that matter) all too often use the same approach when recruiting for scarce skills, as they do for roles for which there is a talent surplus. However, the two need very different approaches. In a talent surplus situation we have a quantity vs. quality of hire scenario.

Talent Retention: Employee Compensation Strategies

Nowadays companies understand that attracting and retaining high performance individuals (and keeping them engaged) requires a mix of factors including environmental, relationship, support, growth and, of course, compensation. When considering your compensation strategy it pays to realise that money alone will not retain most employees, hence organisations need to consider a mix of hard (monetary) and soft (non-monetary) employee compensation approaches:  

Onboarding: Beyond the First Day

When we talk about onboarding what we are really talking about is retention. The first 90 days on the job are acutely vulnerable: managers are under pressure to build productivity as fast as possible whilst boosting engagement, morale and motivation, so as to minimise turnover. According to Bersin research, 4 percent of new employees leave a job after only 1 day, and 22 percent of staff turnovers (1 in 4!) occur within the first 45 days of employment.

Measuring the Success of Your Employer Brand

By now, most companies have accepted that employer branding is of strategic importance, but many are still not sure how to measure something they often consider intangible and belonging to what was historically viewed as tactical rather than strategic. According to the Chartered Institute of Personnel and Development (CIPD), only 25% of companies have taken steps to measure the impact of their employer brand. Clearly, measurement (and thus the ability to demonstrate value) is integral to gaining internal support from senior executives and to the ultimate success of the initiative. Figuring out what to measure, however, is often the tricky part.

Why Leadership Development Programmes Fail

Company’s monetary investment on leadership programmes and leadership development is listed by the vast majority of organisations as a top priority. However, the act of training even a high potential does not guarantee they emerge as a leader capable of courageous and visionary leadership. So what makes development programmes fail? Beyond the pragmatic, there’s perhaps something fundamental at the root of the problem. Mike Myatt, leadership myth-buster and contributor on Forbes, says it is primarily because we mistakenly believe the term training and the term development to be interchangeable. This small but critical distinction is lost on most companies, he claims.

Talent Retention: Employee Growth Strategies

Effective retention programmes address all the varied needs of your workforce: a good fit with company culture, mission and values; employee direct report and peer relationships; employee’s need for the correct tools and support to get the job done well; recognition and reward; compensation and benefits; work/life balance and of course both personal and career growth. Today I’d like to delve into the latter. Best performing companies change and adapt as they grow and this is really only possible if the people they employ are given opportunities to expand their skills sets, take on new challenges, cultivate new behaviours and entertain new ideas.