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

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October 2019
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Nestle Fast Start

Using your strengths, is a truer insight to a young person’s readiness to enter work

Posted by: Helen Dovey, Senior Psychologist, Capp


“Small jobs make a big difference to young people.” This was the keynote message delivered by Michael Davies, the Chief Executive of the UK Commission for Employment and Skills (UKCES) last week. Mr Davies opened the launch of ‘Precarious Futures: Youth Employment in an International Context’ report, hosted in the Science Museum.


I attended with the great and good from industry, parliament and academia to hear the UKCES’s recommendations for addressing youth unemployment today.


The resounding conclusion was clear: any kind of work experience significantly improves the career trajectory of young people today.


And why is this? We heard business leaders across the world describe how their early employment experiences shaped their learning agility, skills and knowledge, fundamentally preparing them for the world of work. This ranged from:


  • Working in a newsagent (Fiona Kendrick, Chief Executive and Chairman of Nestlé UK and Ireland) honing interpersonal skills and the true meaning of supply and demand
  • Working in McDonalds (Jill Huntley, Managing Director of Corporate Citizenship, Accenture) developing an appreciation for work ethic and the advancement one earns as a result
  • Delivering a paper round (Michael Davies, the Chief Executive of the UKCES) building trust with others and the value of team work


Interestingly, the UKCES report reveals that from over 90,000 organisations surveyed, nearly 25% of those who recruit school leavers cite lack of work experience or maturity as a key constraint in this population. This was closely followed by poor attitude or lack of motivation at 18%. By contrast, the technical side looks bright with only 4% citing poor numeracy and literacy skills as a barrier.


From my perspective, these findings imply a largely eager, technically able population of young people, hungry to enter the employment market but with no evidence to showcase their potential.


I left the event feeling that businesses are certainly striving to enable young people to enter their organisation at flexible levels. From the Nestlé Academy, to Google’s 3000 strong Internship programme, the initiatives are there.


My challenge is this: how do we assess young people, who do not have the employment history from which to build their personal business case?


Working with school leaver and graduate recruiters across sectors, such as professional services, FMCG and IT, I hear the same thing. ”We want talented, ambitious, hard working and agile individuals”.


While past experience has traditionally been a predictor of job success, at Capp we know from a decade of research that the study of one’s individual’s strengths, not what you have done, is a truer insight to a young person’s readiness to enter work.


This sits at the core of our recruitment methodology and for me, provides the how in addition to the what we can all do to address youth employment today.


Nestlé Academy Fast Start Programme Case Study


A great example of success in recruiting young people is the industry-leading Nestlé Academy Fast Start Programme, a three year scheme for school leavers. Capp worked in partnership with Nestlé to define the indicators of success and to design an assessment strategy capable of identifying individuals’ potential for success, without relying on candidates’ limited previous work experience. The three main challenges were:

  • To increase social mobility in the recruitment process – a programme that would enable anyone, regardless of their background the opportunity to ‘learn while you earn’.
  • To differentiate Fast Start from other school leaver programmes.
  • To identify candidates with high potential, not based on limited previous work experience.


The success of this scheme won Capp & Nestlé the Best Apprentice/School Leaver Recruitment Strategy Category at the Recruiter Awards 2014. To read about the business outcomes, please see more in our case study here.


For further information on strengths-based assessment, apprenticeships and young careers please contact Claire Marr, Client Services Manager at or telephone +44 (0)2476 323 363 or Link In with me, Helen Dovey at


Follow @Capp_co on Twitter, LinkedIn & Facebook.


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50 Shades of Entry Level Talent

Posted by: Helen Dovey, Consulting Psychologist & Nicky Garcea, Director, Capp


Two weeks on from the Association of Graduate Recruiters Annual Conference, we’re continuing to reflect on some of the hot topics that grabbed the delegates’ attention.


A discussion panel led by a diverse mix of graduate recruiters explored the shades of grey involved in attracting and recruiting for entry level talent.


How do recruiters tap into this talent pool? Whose responsibility is it to create opportunities at an entry level rather than at graduate level? What is best practice for assessing entry level recruits fairly?


These were some of the questions addressed during and after the session.


What’s our take on this?


First, we support advising recruiters to consider “what other programmes do we offer that aren’t graduate level?” Of course, there are budgetary and practical considerations associated with this. Recruiters need to clarify where best to place entry level recruits in the business and manage the cost of designing and implementing programmes that are of mutual benefit to the individual and the employer.


This may sound like a taxing prospect for employers. However, an interesting revelation is that entry level recruitment isn’t worlds away from graduate recruitment. In fact, the entry level candidates we are seeing with our own clients are just as hungry, intellectually capable and in some cases, more commercially minded than their existing graduates.


Our advice to employers would be not to underestimate this talent pool. Look at your business needs, but we bet you’ll be pleasantly surprised by the calibre of this emerging talent pipeline!


Second, we recognise the joint responsibility of recruiters and schools in generating opportunities for entry level recruits. Schools need to promote entry level opportunities as an equally decent alternative to university, while recruiters need to engage proactively in making links with schools and colleges.


Finally: the assessment piece. How do you fairly assess a group of people with very little work experience? Competency-based recruitment focuses on past behavioural experience for which school leavers will struggle to provide examples.


Instead we want to look at potential. Strengths-based assessment provides the answer. Assessing candidates on their learning agility, energy and motivation provides a dynamic insight into their potential to excel.


To learn more about Capp’s work in entry level talent, please look out for our upcoming case study with Nestlé and their innovative Fast Start Programme, bringing great school leaver and apprentice talent into their business.

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