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

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October 2019
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on-boarding

Celebrating Capp’s Situational Strengths Test

Posted by: Caroline Mackinnon

 

 

Launched in 2012, we are celebrating the Situational Strengths Test (SST) one year on.

 

The SST is as an objective and reliable, high volume strengths-based sifting tool that has been taken tens of thousands of times by candidates for organisations in sectors such as the Emergency Services, FMCG, Retail and Professional Services.

 

 

We are proud of the SST for a number of reasons

 

First, the way it reliably and objectively assesses the strengths required for the role. Second, delivered through our secure and reliable technology platform, it never lets you down. Third, its unique and robust scoring mechanism ensures that you only select the best candidates.

 

But we are even more proud of the positive effect the SST has had on recruiters and candidates, helping organisations find the right people, and helping people find the right jobs.

 

We love data at Capp, and when it comes to the SST we are no different. We have been analysing our results consistently and some exciting findings have emerged.

 

 

Let’s start with recruiters


Why do they use the SST? Normally for one or both of two key reasons: they want to save time and money in an early screen and/or they want to better identify the talent in their high volume applications.

 

The SST consistently shows that the scenario for each strength differentiates between successful, unsuccessful and ‘to consider’ candidates – showing that it reliably and accurately sifts for talent, separating the best fit candidates for the role from the rest.

 

Using this super efficient tool, EY screened over 19,000 graduate applicants in 2012-13, taking only the very best-fit candidates through to the next stage.

 

“Being an online tool and providing applicants with an insight into the available role makes Capp’s Situation Strengths Test incredibly attractive and when combined with a strengths-based interview will help us identify the best graduates for the available opportunities.”

 

Stephen Isherwood, former Head of Graduate Recruitment UK and Ireland, Ernst & Young

 

 

Now for the candidates


Well we know that nearly 90% of candidates feel that the scenarios in the SST give a realistic insight into working life at an organisation.

 

Nearly two thirds feel it is more challenging than other SJTs and over 99% perceive the test as user friendly. We are pretty happy with those statistics, as are our clients!

 

We constantly make improvements and adjustments to the SST to stay ahead of the curve as thought leaders in the field of strengths assessment. We’re excited to see what next year holds and expect you are too.

 

 

To see a sample SST assessment click here

 

To find out more about how the Situational Strengths Test (SST) can help you find the right talent:

 

Call +44 (0) 2476 323 363

 

Email capp@cappeu.com

 

Or visit the Situational Strengths Test website

 

 

 

 

 

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Getting On-boarding Right

Posted by: Emma Trenier, Consulting Psychologist, Capp

 

With BA recruiting 2, 500 new employees last year, it was a prime time for them to discover what makes on-boarding a success. Their research discovered that 90% of employees make a decision to stay with an organisation in the first 6 months, the failure of a successful transition costs between 1.5 and 5 times annual salary, and Generation Y expect to make 5-7 career changes in their life, compared to Baby Boomers who only wanted to make 2-3 career changes.

 

Clearly, with the coming trend for more frequent career changes and the high cost of getting it wrong, it’s getting more and more important for companies to get on-boarding right.

 

I’m prone to a little day dreaming, so let me describe how I would like to be welcomed ‘on board’ in an ideal world…

 

Before I arrive on my first day I am already excited. I have shared the freebies I received with my friends and family who already think this company is phenomenal and I am the luckiest woman they know.

 

On day 1, my manager meets me and gives me a tour of the building, introduces me to a number of my colleagues and gives me my laptop and phone, already sorted. I spend time speaking 1:1 to one with a handful of colleagues, finding out what they do and who I can go to for what. I am tasked to discover my strengths overnight with an online questionnaire and bring the results back in the morning.

 

On day 2, my manager and I talk through my Realise2 strengths profile – what makes me tick and what I find draining. This is enjoyable and insightful as I discover she is as keen as I am for me to be my best self at work.  I spend the day satiating my curiosity about the company’s culture through conversation, watching (non-cheesy) videos online and meeting one of the senior leaders for a thought-provoking and honest Q&A. By the end of the day I LIKE this company and I feel as if they LIKE me.

 

On day 3, my manager gives me my first assignment that plays to my strengths. I am delighted to be given a chance to show what I can do as I prepare to get started. I’m now excited to be working here, knowing that they want me to bring my best self to work, and that they want me to succeed through using my strengths. This company’s culture is all about helping me to do what I do best and love to do each day. It’s the perfect match!

 

I’ll end my dream here, although ‘on-boarding’ will continue for the next six months as I develop my skills in new areas, work closely with partners who show me the ropes and receive feedback from colleagues as I venture into new terrain.

 

It doesn’t sound so difficult, so why is this not every new employee’s experience?

 

For a start, companies don’t recognise the financial impact of getting on-boarding right.  As a result, managers are not given the right resources and don’t realise that it is they themselves who can make or break each new employee’s spirit and resolve to stay.

 

The sad result, when they get it wrong, is that talented people prepare to leave within the first 6 months and everyone’s a loser.

 

In contrast, get on-boarding right, and everyone is well on the way to being a winner.

 

Strengths On-boarding is a key way to achieve this, by celebrating the best of why you recruited someone, then putting them to work by doing what they do best and love to do every day. That’s the way to love Mondays!

 

Strengths On-boarding is part of Strengths Selector, Capp’s five steps to strengths-based recruitment. Find out more about Strengths On-boarding here.

 

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Beyond Induction: How Ineffective On-boarding Harms Business Performance

Posted by: Jamie Betts

 

In this final blog introducing Capp’s Strengths Selector, Jamie Betts explores how Strengths On-boarding, the fifth and final step of Strengths Selector, ensures that new joiners are more productive in their new organisation from day one, week one and month one

 

Many of us have been there. We start a new job, we’re excited, we’re ready to perform, and we want to deliver great results. Then reality hits – the organisation has no idea how to harness our potential, and we feel a sense of low-level frustration. Stagnation follows. And a resignation follows some time after that.

 

Perhaps the worst thing about this cycle of events is how rarely it’s picked up. People don’t want to burn bridges, and it’s not like their organisation is… bad. It’s just not for them. They’ll do their job, meander along, cause no problems, and then move onto pastures new. It happens all the time, as any organisation with a robust exit survey process can attest.

 

This isn’t how businesses will achieve optimum performance. By failing to understand their individual behavioural preferences and potential, we greatly reduce the chances of people attaining peak performance. Multiply this by several key hires, and you’re left with an organisation which won’t realise it’s own potential.

 

This impacts quickly on organisational performance – service delivery, profit, reputation… all can be damaged.

 

It needn’t be like this. Though straightforward interventions, such as identifying an individual’s strengths prior to them joining, we’re able to help them map out their pathway to optimal performance.

 

Effective on-boarding isn’t just about an induction and a mobile phone, but also the harnessing of an individual’s true potential, helping them align their strengths to how they will deliver success in role.

 

After all, their strengths are what you recruited them for – and it is these strengths which will lead to engaged, motivated employees, and an organisation primed for peak performance.

 

Strengths On-boarding is the fifth step in Strengths Selector, Capp’s five-step approach to strengths-based recruitment. Read more about Strengths Selector and Strengths On-boarding here.

 

Jamie Betts is a Principal Consultant at Capp.

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Technology, Innovation and Your End-to-End Candidate Experience

Posted by: Celine Jacques

 

Earlier this week we shared more detail around the Situational Strengths Test, our new online volume sifting tool. So, here we are, combining our thought leadership in strengths with the eternal limit-pushing world of technology. How exciting!

 

On Tuesday evening, I attended a recruitment event in London, where practitioners discussed the likes of using LinkedIn for headhunting, and video interviewing. It was a fascinating session, and there was some great debate.

 

The combination and balance of technology, theoretical breakthroughs, rigour, fairness, legal defensibility, cost, and internal buy-in is what continues to make recruitment and selection an exciting and challenging area to work in.

 

Innovation and the use of technology is great for an early selection stage such as the volume sift of the Situational Strengths Test. It is important, though, for this to link with the rest of the candidate journey. So how does the Situational Strengths Test fit with our end-to-end process for strengths-based recruitment solutions? This is where the Strengths Selector comes in.

 

The Situational Strengths Test is the second step in Strengths Selector, Capp’s five steps to strengths-based recruitment, which also includes Strengths Attraction, Strengths Based Interview, Strengths Assessment Centres and Strengths On-boarding.

 

Recruitment is an end-to-end process, and your candidates experience some or all of this process with you, which is a direct experience of your organisation, brand and culture.

 

Ensuring that there is a consistent ‘feel’ and ‘message’ is key – recognising that each stage is great on its own is important, but really, the whole is a lot more than the sum of its parts. If a process feels disjointed, so will candidates’ experience of your organisation.

 

In next week’s blogs, we look at the broader recruitment journey through the lens of Capp’s Strengths Selector, incorporating the Situational Strengths Test, and share our latest insights.

 

We will discuss the challenges we see across different stages recruitment, and across different industry sectors, and show you how the five steps of strengths-based recruitment in the Strengths Selector are delivering value and making a difference to talent assessment and selection.

 

 

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