Business Issue Papers

Does your company champion the benefits of  “teamwork,” yet has few (if any) practical ways to encourage team development? Do you feel that teams are important to success, but don’t really know how to quantify this impact? And what about forming a successful team – do you often form teams without knowing if the new team will be successful or not? Do you ever wonder if all the team development exercises and training courses out there actually work – or if they’re just a distraction?

Organizations today are driving ever harder to demonstrate value. Business cases are scrutinised and go-to-market plans, product strategies and sales channels are investigated in detail to ensure that organizations have managed the risk in their investment of time and money, and that they can measure a return on the investments they make.

The identification and assessment of competencies in the workforce has become one of the key components in successful person/job matching and accounts for the plethora of new competency models emerging with within the corporate environment.  SHL’s Universal Competency Framework allows organizations to structure and prioritise competencies in order to gain deep insight into likely behaviours at work.  The Framework has been developed over many years, and across many countries, industry sectors and job types, to give organizations a powerful tool with which to map the competencies they need to achieve top performance.

This paper presents common myths of graduate recruitment and suggests innovative ways to improve your recruitment program.  It will help you to learn how the Internet has changed graduate recruiting – and how it will change it even more in the next few years, learn about the common myths in graduate recruitment and how to avoid the “traps” many employers fall into, identify smarter, more effective tactics for your next graduate recruitment program, and make smart decisions about your next graduate hires.

The recent article, “Personality at work – does it make a difference?”, described some of the common sense logic linking personality to success or failure in the world of work as well as some of the recent headlines suggesting the impacts and potential costs to organizations of personality at work. But, a perfectly reasonable question is; “What is the financial return to organizations from assessing personality?” That is the focus of this article.

Detecting talent in people is vitally important, especially when you are seeking out the special talents required to succeed in the world of commerce.  More than ever, effective recruiting will focus on the 20% of hires that produce 80% of the results.  We are now in a culture where the practice of Human Capital Management (HCM) has evolved to secure a competitive edge for businesses through recruiting, developing and maintaining people who match the success criteria required by the business.  The paper addresses what is the best way of assessing a candidate’s current skills, future potential and personality drivers that is far, fast, objective and cost efficient.