Capp’s five-step approach to strengths-based recruitment

Click here to find out more about how Strengths Selector can solve your recruitment challenges...

Subscribe by Email

Enter your email address:


 Subscribe in a reader

November 2017
M T W T F S S
« Aug    
 12345
6789101112
13141516171819
20212223242526
27282930  

Management

What Graduates Want – What is their 5 per Day?

Posted by: Vernon Bryce, Chief Commercial Officer, Capp.

 

Graduates are different, graduates are hungry, graduates know what they want. These are the many opinions floating around graduate recruitment and development.

 

In the AGR Student Development Conference (13 March 2014), research was presented to test out what exactly is the real data on what graduates want and need to engage their hearts, not just their brilliant minds. Also what is the smallest thing we can all do today to increase graduate engagement at work tomorrow?

 

Research shows 90% of grads feel they deserve their dream job, 80% want regular feedback from their managers, 70% want more ‘me time’ at work. There appears to be a lot of ‘me’ in the data, give me time, give me space, recognise and value me. So how does this compare with other generations of workers and indeed other Gen Y’s? The data shows less concern for customers, job security and reward than older generations, yet like Gen Y’s there are five big conditions to engage and retain them.

 

  • Recognition: more than other employees grads need very open regular feedback, being valued and very regularly is critical to them – or they will seek it elsewhere.
  • Reputation: they will work and engage with employers of high repute, more than other generations who needed / wanted job security, we have to prove our value to them.
  • Empowerment: this is about trusting grads to get on with important things – they will go the extra mile or ten for employers who give them large scope and long reach.
  • Communications: more than other employees they need more communications, they have a deep hunger to know what’s going on – so we need to feed this in specific ways.
  • Careers: it not the job they want it’s the ladder, and they want to see how older grads have really made good– like leaders who once were grads – learning from/working with them.

 

The opportunity is there for the taking, and as if to remind us what happens if we do not provide – there is a major drop, like a stone in grad engagement within a year or so of joining. Graduate engagement drops from typical highs of 70% or even 80% to lows of 50%-60% at best with all their other expectations performance and loyalty.

 

So what can be done? These opportunities are already nailed by many top grad recruiters. Whether by design, data or desirability, there are many great examples.

 

First, engage them early, pre-hire not post hire. Second, message your schemes high on regular recognition – show case studies of grads receiving internal awards from senior leaders, working with leaders, position the recognition your company is getting too, external awards for initiatives, innovation, growth, focussing on Talent for example. Third, give early responsibility, working on key senior high value projects imperative to the business yet match their strengths. Communicate within a social grad network so they learn and grow from others’ successes, so building a future social leaders network. Finally showcase extreme performance, positioning success and reputation of ex grad scheme employees.

 

These and the already many innovations in place we could all share are not just ‘good ideas’, they are practices that feed the few deep essentials that engage grad hearts and minds.

 

I you would like to discuss graduate recruitment and development further, please contact me directly on: Capp +44 (0) 2476 232 363 or Link In with me, send me an in-mail, and I’ll contact you: uk.linkedin.com/in/vernonbryce

 

Nicky Garcea, Chief Customer Officer, Capp and Vernon Bryce, Chief Commercial Officer, Capp presented ‘Engaging the Hearts and Minds of Graduates’ at the AGR Student Development Conference, 13 March 4014.

www.agr.org.uk

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Maximising performance through strengths: An illustration of strengths-based performance management

Posted by: Emma Trenier, Senior Psychologist, Capp.

 

 

If delivering performance is the number one objective for all managers, isn’t it about time that we got it right?

Amongst managers, the term ‘performance management’ can conjure up images of bureaucracy, paperwork and having ‘difficult conversations’. As occupational psychologists and HR practitioners, it is not uncommon to work with demoralised managers struggling to complete performance reviews in time for internal deadlines.

 

From experience, managers can believe that they only need to focus on ‘performance management’ through formal structures, and therefore lack the motivation to engage in the daily tasks of giving feedback, challenge and support. Despite these challenges, however, there are reliable benefits for those who get it right.

 

To read our research on the benefits and challenges of adopting a strengths-focused approach to performance management, please see my recent article here in The British Psychological Society (BPS) Assessment & Development Matters, Vol 5 (No 4) Winter 2013. Maximising performance through strengths: An illustration of strengths-based performance management.

 

To find out more about how we can help you find the right talent:

Call +44 (0) 2476 323 363

Email capp@capp.co

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

A Battle of Wills – Strengths vs. Competencies

To find out why Nestlé prefer to use Capp’s strengths-based selection methodology, read pages 26-28 of the latest AGR Graduate Recruiter Magazine.

 

When it comes to selecting your selection methodology, the two main heavyweights in contention are competencies and strengths. While competencies have a reputation for being a tried-and-tested method that has been in use for a number of years, increasingly, a number of high profile organisations have ditched competencies in favour of a strengths-based approach. We asked a range of AGR members to explain their methodology of choice, and why their approach works for them…

 

Tom Banham, Nestlé Academy Recruitment Manager, shares his five reasons how Nestlé has benefitted from a strengths-based process… Read Pages 26-28

 

To find out how Capp can help you deliver results through strengths-based recruitment, contact Gurpal Minhas, Senior Business Psychologist, on +44 (0) 2476 323 363 or connect on LinkedIn: uk.linkedin.com/in/gurpalminhas

 

A strength is something that you do well and enjoy doing.
When using a strength, people feel authentic and energised as they deliver successful performance.

 

www.capp.co
Twitter
Capp LinkedIn 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Managing Change: Resilience is Fertile (with apologies to The Borg)

Posted by: Vernon Bryce, Director, Capp

 

“We are the Borg.

Your biological and technological distinctiveness will be assimilated. Resistance is futile1

(Ascribed to The Borg, an alien race featured in Star Trek the Next Generation)*

 

One of my favourite lectures in my undergrad psych degree featured ‘double approach avoidance theory’ (DAAT) thanks to the genius of Kurt Lewin, in which he theorises that many decisions in life (like marriage, moving house, career planning perhaps) confront us with conflicts, In DAAT, both goals have advantages and disadvantages causing great conflict.

 

In lay terms, DAAT of course means everyone can win yet everyone can lose, very convenient I used to think , both positive and negative, similtaneous yin and yang, balance and counterbalance in each choice at the same time, everyone has their cake and eats it; or not, it seems. Brilliantly painful and yet pleasurable at the same time I thought, and so is managing change I since learned.

 

How so? Managing Change is probably up there in the one-time Top 10 of business imperatives, along with decision making in global versus local markets, make or buy manufacture, invest not invest, organic or acquisitional growth.  Even so, within the Top 10, change is vastly under-rated both in its complexity and dynamics. Change is both threat and opportunity, managing change is a conflict between sticking with the advantages of the known status quo and the potential advantages and disadvantages in the alternative. Hence, ‘double approach-avoidance theory’.

 

This has major implications for hiring promoting and positioning people in organisations. Do we choose people who embrace change or resist it? Do we decide for singularity or plurality? Those who will resist change when opportunity presents or risks the jump? The evidence is clear.

 

In managing change, opportunity and threat is ever-present, thus embracing yet resisting change is fertile, hence ‘resilience is fertile’. In recruiting for change we need the wise insight to recognise the options, their advantages and disadvantages, the courage to hold the double approach avoidance dilemma in our thoughts, yet lead our people to the vision which inspires and sustains.

 

To find out how Capp can help your organisation manage change, please contact me directly: vernon.bryce@capp.co, connect with me on LinkedIn uk.linkedin.com/in/vernonbryce or call +44 (0) 2476 323 363.

 

*Author’s note: The Borg are a fictitious alien race, unlike Star Trek which all of us know is not!

1Source: Wikipedia

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Innovations in Graduate Recruitment at The FIRM’s Winter Conference

Posted by: Gurpal Minhas, Senior Business Psychologist, Capp

 

Capp at The FIRM's Winter Conference 2013

 

Last Friday (15th November), the Capp team attended and presented at The FIRM’s Winter Conference 2013. As proud gold sponsors, it was a joy to be part of an event that drives such thought provoking and inspirational conversation and knowledge sharing.

 

“An absolute buzz for me, it was a privilege to be there’’
Vernon Bryce, Director, Capp

 

The FIRM (Forum for In-house Recruitment Managers), is a network with over 6,300 members, it was setup as a platform for in-house recruitment managers to discuss best practice, hear innovations in the latest selection methodologies and how to source the best candidates. This in-turn enables recruitment managers to grow more efficiently, effectively and easily.

 

The fast-paced and engaging, multi-streamed day was introduced by Gary Franklin and Emma Mirrington. The opening session, hosted by Guardian Jobs, was a panel discussion exploring the definition of the future of employability; a current undergraduate student, a careers advisor (both from Leicester University) and a graduate recruiter (Mars Chocolate, UK) took to the stage. The discussion had a specific focus on:

  • The responsibility of Careers Services, Students and Employers in the development of ‘employment skills’ versus technical capability at university
  • The opportunity for students to differentiate themselves within an overpopulated workforce
  • The future of employability and the different approaches students are taking to showcase their ability.

Jutta Kremer, from Gartner, shared the role that technology plays in candidate care. Jutta showcased that across 20 recruiters they’ve selected over 1,500 employees with 35% coming via in-house through referrals.

 

Delegates also discussed different routes of reaching out to potential new candidates through LinkedIn, Twitter and Facebook breaking away from traditional job boards. Simon Hallard from Lloyds Banking Group shared his leading approach in relation to creating a direct sourcing model for their banking business.

 

After lunch, Nicky Garcea, Capp Director, delivered a lively interactive and engaging session to share the latest innovations in graduate recruitment; Nicky described how trusted Capp clients such as Nestlé, Barclays and EY have embedded strengths-based assessments throughout their graduate, intern and school leaver programmes.

 

Attendees were provided with a business case of taking a strengths-based approach to recruitment and put through their paces with a mock strengths-based interview (SBI), done in pairs. As interviews were conducted, the room erupted with energy and vigour – a real practical opportunity for delegates to understand the way in which an SBI works.

 

For more information on the conference, Nicky’s presentation slides or a demonstration of the interview, please contact gurpal.minhas@capp.co or alternatively call 02476 323 363.

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Success is a Science

Posted by: Vernon Bryce, Director, Capp

 

“Everyone can rise above their circumstances and achieve success
if they are dedicated and passionate about what they do”

(Nelson Mandela)

 

A student scanned her university’s psychology reference library shelves. They were full of outstanding studies in delinquency, depression, drug addiction, divorce, debt; many important yet curiously incomplete pictures of human behaviour. Where were the triumphs, joys, adventures, the peaks of human endeavour and success she wondered?

 

In another place and time, a first class coach in sporting team performance, unusually at the time, recorded the winning plays in his team’s games. He then replayed them to his team. Impressively, the team improved its winning performances as never before and, as they observed and learned from their winning plays, their success was sustained.

 

Both had something in common; belief that success and failure, though important, are opposite to each other only in a dictionary. Behaviourally they are not opposite. Focussing on one, in the absence of the other, is neither enlightening nor productive. In business, we are getting better at understanding this difference, the difference between failure and success in terms of turning the master keys to improving performance.

 

Consider this. Some Sales, Leadership, L&D, Grad and Recruitment specialists each ask for £10,000 from their CFO’s discretionary ‘value creation’ fund. Some teams ask for the fund to spend the money on reducing costs, some ask for spend to study failure rates. One team, rather hopefully they thought, ask the CFO for £20 000, asking her to invest in Success. To the amazement of the other teams, the ‘success study’ team won.

 

Here’s what the CFO had to say. “I have often puzzled on why in business we spend an inordinate slice of our precious time investigating why things go wrong and not investing why things go right. We can learn a lot from why customers buy from us, more than why they do not. We learn more from why our successful people stay than why they may leave. In my view it’s the successful people we have now that will make us great in future. So I had no hesitation in investing in Success’’.

 

Opportunity is there for the taking; opportunity to create sharper workforces. Let’s study success, let’s get data on its strengths, nuances, capabilities; then find how to measure success robustly, accurately and reliably. Let’s draw and develop success models. Let’s study the many positive role models out there; also their best plays, in leaders, engineers, art, teaching, healthcare research and front line professions, sales, service, retail, projects, science, technology and design.

 

Some say the “War for Talent is over; Talent won’’. Soon, people will say the “Strengths revolution is over, and Success won’’. Strengths and Success are the new kids on our block; they are more than siblings, they are twins in our quest for talent.

 

“Success is a science. If you have the conditions you get the results”

(Oscar Wilde)

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Recruiting Diverse Talent – Congratulations to Barclays

Posted By: Nicky Garcea, Director, Capp

 

On October 10th 2013 Barclays Bank received a commended award for Recruiting Diverse Talent by Business in the Community’s diversity initiative Race for Opportunity. This achievement comes after Barclays had traditionally been positioned lower down some diversity league tables.

Barclays have taken a multi-faceted approach in achieving recruiting diverse talent, this has included:

  • Greater integration and co-ordination with partner organisations
  • Lifecycle Mentoring; students gain business knowledge, develop interview skills and build social capital
  • Broadened Outreach; maximising outreach with mentoring programmes, targeting schools and continuing through every year of university
  • Mentors build unbreakable relationships with mentees ensuring talented BAME candidates select Barclays above competitors and guide candidates to their most suitable departments based on personality and aspirations
  • Improved size and variety of internships made available, with a focus on converting BAME candidates
  • Reviewing the selection process to eliminate barriers: no specific mention of UCAS criteria and degree qualification; Strengths-based Interviewing and Unconscious Bias Training introduced to Senior Leaders.

Capp has been a proud partner of Barclays since 2011 when we first implemented the Capp strengths-based telephone and face-to-face interview across early year recruitment in the Investment and Private Bank. Since Barclays implemented their diversity programme they have seen the following results:

  • Moved from the bottom of SEO and RARE’s League Tables to one of the leading BAME recruiters – with a 200% increase in intern offers accepted by SEO/RARE candidates within 2 years
  • The most challenging division, Investment Banking, has seen a 9 – 12% increase in BAME from total candidates for Spring/Summer programmes
  • A 36% increase in applications from black candidates and a 200% increase in offers accepted by black interns
  • Expanded apprenticeship talent pipeline for 2013 from 6 to 19
  • Initiated the 2.5 year Financial Apprenticeship with guaranteed roles for successful candidates, enlisting 12.

Barclays are not alone in finding that Capp’s strengths-based products and solutions improve the diversity of their recruits. In a recent evaluation completed by Capp for Nestlé, the results of the first year of introducing the Capp strengths-based methodology across their early careers recruitment process highlighted that more school leavers from socially diverse backgrounds applied and 50% were the first in their family to attend University. In 2012 the number of women recruited into graduate technical roles rose from 22% to 66%.

In our experience it is a combination of the following six steps that will help ensure a reduction in bias in the application process and secure diverse and socially mobile recruits:

  1. Develop a balance of strengths that are gender and diversity neutral
  2. Ensure that all adverts and candidate communication is attractive to diverse groups
  3. Design candidate screening tools that are free from adverse impact
  4. Create interviews that are validated and scripted ensuring greater assessor consistency and reduction in unconscious bias
  5. Train all assessors thoroughly in how to mark accurately and differentiate high, average and low performance. On average 84% of assessors believe the Capp interviews and exercises are easier to score than competency interviews and exercises
  6. Evaluate continually and always be prepared to learn from every cohort and potential outlier.

We would love to know your thoughts on how you are improving the diversity or social mobility of your recruitment process, please join the conversation and connect with us on Twitter #RecruitingDiverseTalent @NickyGarcea @CappMarketing or to find out how Capp can help you improve ‘recruiting diverse talent’ across your organisation contact me directly on nicky.garcea@capp.co or uk.linkedin.com/in/nickygarcea

 

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Engaging graduates to recruit the best – an EY journey

Posted By: Alex Linley, Director, Capp and Nicky Garcea, Director, Capp
 

 

Ever wondered how you can differentiate yourself as graduate recruiter? Would you like to attract and retain the best early career talent? Then you should read our latest publication in this month’s Strategic HR Review, ‘Engaging graduates to recruit the best’.

 

This article explores how strengths-based recruitment is enabling graduate recruiters to engage, attract and select the best talent and draws on the example of major graduate recruiter, Ernst & Young, to show how strengths assessment can be used.

 

This article shows how the Capp Strengths-based Recruitment Methodology and the Situational Strengths Test engages candidates by providing them with a realistic job preview of the role. They help candidates to make informed decisions about their own fit. They help organisations to select the candidates who match their requirements more effectively from those who do not, delivering better outcomes for both parties.

 

If you would like to learn more about Ernst and Young’s journey, you can view the full article here.

 

If you would like to discuss the difference that our approach is making to the engagement, attraction and selection of earlier career talent, please contact Nicky Garcea at nicky.garcea@capp.co or connect on uk.linkedin.com/in/nickygarcea

 

 

 

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Using Strengths to Recruit Talent on The Market Street: The Morrisons Journey

Posted by: Reena Jamnadas, Consulting Psychologist, Capp

 

 

In the current issue of The Graduate Recruiter, Carla Murray, Graduate Resourcing Manager at Morrisons wrote an article describing how in two years, Morrisons have gone from having minimal graduate presence to making it to The Times Top 100 Graduate Employers List  (if you missed the article, you can find it here - please note that the copyright is owned by AGR).

 

Capp have had the privilege of working closely with Morrisons to implement a strengths-based approach across their selection process, which has included a redesign of the sifting, interviewing and assessment methodology in 2013/14, resulting in a robust and consistent approach now being used across all of Morrisons’ 12 core business areas.

 

One of the most exciting shifts that Morrisons have made is to attract and recruit high performing graduates on the basis of their strengths. This includes an assessment of performance and energy/motivation for each of the strengths that candidates would need to use in order to deliver high performance as a Morrisons graduate.

 

So how exactly have we done this? Capp worked with Morrisons to deliver the following:

 

1. Strengths-based Campus Activities: Themed ‘The Market Street’, we designed innovative campus games for graduates through strengths cards enabling graduates to identify their strengths and how they might be useful across various business areas at Morrisons. It also featured an exercise enabling graduates to build their resilience in the face of setbacks, through identifying and using their strengths.

 

The aim of this was to create a differentiated, more individualised candidate attraction experience, enabling the Morrisons brand to stand out on campus. Research with previous clients show that 75% of candidates enjoyed the strengths-based process more than other recruitment processes, starting with strengths-based attraction.

 

2. Situational Strengths Test (SST): The SST is an online high volume strengths-based sifting tool that objectively and reliably assesses the strengths required for graduates at Morrisons. It presents candidates with typical scenarios that they would encounter as a Morrisons graduate and assesses how they would respond, enabling Morrisons to save time and resources by sifting only the highest quality candidates.

 

Morrisons have loved using the SST because it provides an early assessment of motivation and organisational fit, and also gives candidates a realistic job preview helping to encourage self-selection. We know that nearly 90% of candidates of previous clients also feel that the scenarios in an SST give a realistic insight into working life at an organisation. Nearly two thirds feel it is more challenging than other Situational Judgement Tests, and over 99% perceive the test as user friendly.

 

3. Strengths-based Video Interviews: Capp’s strengths-based interviews assess a candidate’s energy and motivation, as well their performance, resulting in the sifting of candidates that are likely to be highly engaged and productive at Morrisons if recruited. Through our partnership with Sonru, an asynchronous video-interviewing supplier, we designed a series of video interviews per business area for Morrisons to further screen candidates on the basis of their strengths.

 

Strengths-based video interviewing has provided Morrisons with a perfect platform for assessors to identify subtle emotional clues and body language, indicative of energy/motivation, which is reduced in a telephone interview. As well as this, Capp’s strengths-based interviews do not include probing questions that we often see in a competency interview. The strengths/video combination is therefore more naturally suited when used asynchronously. The beauty of strengths-based video interviewing is that candidates and assessors can conduct the interview at the time that suits them (within a stipulated time period).

 

4. Strengths-based Assessment Centre Interview: Capp designed a face-to-face strengths based interview for Morrisons to use at the final stage of the Assessment Centre.

 

One of the key benefits of strengths-based interviews is clear candidate differentiation of who has the strengths to succeed in the role and who doesn’t. Previous client research showed that 74% of assessors judged the strengths-based interview to better distinguish between low, average and high performers.

 

As well as strengths-based interviews being described as more enjoyable by both assessors and candidates, strengths-based interviews also elicit more honest candidate responses, delivering better assessment practice and improved selection decisions – 72% of interviewers judged the strengths-based interview to elicit less-rehearsed responses than other interview styles.

 

We simply cannot wait to see the results of Morrisons’ strengths-based graduate recruitment process this year! If you would like to keep up with ‘The Market Street’ and speak to Capp about using strengths-based assessment in your organisation, please contact me at reena.jamnadas@capp.co and uk.linkedin.com/in/reenajamnadas or call Capp on +44 (0)2476 323 363

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS

Strengths: What They Can Do For You

Posted by: Helen Dovey

 

 

We talk a lot about playing to our strengths; using strengths to achieve our goals and delegating on the basis of strengths.

 

However, the reality for many professionals is simply working longer and harder to shift an ever increasing workload.

 

How many of us actually make a conscious, deliberate decision to use our strengths?

 

We should do because the evidence of the benefits for doing so is quite remarkable.

 

At Capp we love data. We have collected data from over 1,200 people and have found that increased strengths use is associated with the following outcomes:

 

-        Resilience – our ability to take hardships in our stride

-        Engagement – our passion for what we do

-        Vitality – that feeling of being alive and energised at work

-         Mindfulness – our ability to focus on the present and not get lost amidst the stress

-        Grit – our ability to dig our heels in and keep persisting

 

Taken together, this is a powerful combination for anyone faced with a demanding workload.

 

Rather than just make the to-do list or project plan – take 5 minutes to think about how you’re going to achieve this. Which of your strengths will maximise your chances of getting this done and at the same time, increase your opportunity to experience the above benefits?

 

So there’s a lot in it for the individual – what about for the business?

 

Research shows the individual outcomes themselves are in turn linked to desirable organisational benefits. To name a few, productivity and profitability – that is, the bottom line where it really counts. Therefore, enabling employees to use their strengths more may not only increase positive individual outcomes but in turn impact other valuable organisational drivers.

 

What should your next steps be?

 

First, know your strengths. Our research was conducted using our online strengths assessment tool Realise2. Measuring the three dimensions of performance, energy and use across 60 strengths identifies for the individual whether these attributes are realised or unrealised strengths; learned behaviours or weaknesses.

 

Second, ask yourself: how am I using my realised or unrealised strengths to achieve my goals? Where can you up your strength use?

 

It’s worth taking the time to reflect. With the run up to the close of the year hotting up, why not work a bit smarter rather than harder?

 

To read our research on the benefits of strengths use, please see my recent article here in The British Psychological Society (BPS) Assessment & Development Matters, Vol 5 (No 3) Autumn 2013.  Realising our Strengths: Relationships between strengths use and positive psychological characteristics.

 

To find out more about how we can help you find the right talent:

 

Call +44 (0) 2476 323 363

 

Email capp@capp.co

 

 

Share and Enjoy

  • LinkedIn
  • Facebook
  • Twitter
  • Delicious
  • Digg
  • StumbleUpon
  • Add to favorites
  • Email
  • RSS