| Bringing in new staff to an established organisation needs preparation
if it is to go well. Just springing a new appointment on the staff
can create anxiety and uncertainty and can unsettle key staff who
feel that they are not valued. Understanding these risks allows
for better groundwork so that the new recruit is well accepted.
In the end, if you need a new person and the staff don’t
like it then you will probably still go ahead, but at least you
will do so in the knowledge of the risks. If you think back you
can probably remember someone who found it difficult to adapt to
a company culture, maybe it was the culture that needed changing.
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Rank the probable impact of recruitment
on your staff. Think about each outcome from the perspective
of an employee.
Set the Sliders at the level
you think right and then click on the Advisor
button to view a possible outcome.
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| Retaining Key People When Recruiting |
If the recruitment of new people worries or annoys your key people
so much that you lose them, clearly the downside risk of recruitment
needs to be managed otherwise you will damage your company’s
performance. Key people often know how good they are and they need
to be managed fairly and firmly or else they will dictate their terms
to remain.
Anticipating the consequences of a new recruitment is important
and being prepared so that you have options is too.
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Do you practice any of the following?
Answer by clicking Yes or No.
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Before moving onto the next bite, review
the Yes and No feedback. Make a mental
note of those responses of which you have had personal experience
and those which could be important to you in the future. |
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