In Human360, we see recruitment as a complete process, which contains 3 phases.
The definition of the right candidate takes place in a close dialogue between the customer and us. We go deep in this process, including defining the candidate's role in the company's strategic goals and plans. Popularly speaking, we wipe the slate clean, and even if it is a replacement or reinstatement, we will take this basic discussion as a starting point for the profile description.
is a task that only awaits us. We typically choose search along with advertising. We prepare a job ad that the company approves, and we post the job advertisement to LinkedIn or other media. With very special profiles in some narrow industries, we recommend a collaboration on the search of the candidates, where the customer also points to potential candidates. There are no restrictions which managers and specialists we can recruit, but there are of course profiles that are more complex to find than others.
In a classic course can be described as a "funnel", where we contact 50 – 80 potential candidates. With about 10 – 15 of them, we conduct an interview where we will meet a number of them for 2 – 3 interviews. We choose 3 – 4 out for a personality test, of which we will present 2 – 3 for a final presentation to the customer.
On an ongoing basis, we keep the customer informed of the process, and in many cases will also meet with the customer and present CVs to you and ensure that we are attuned to the profiles.
will ensure that the candidate performs at the highest level as soon as possible and that the start-up has been motivating and developing, reducing the risk of a quick exit.
Studies show that on average, 25– 35% of new employees quit within the first 12 months of the job. This happens to managers, experts and employees at the operational level. Likewise, it often takes 9 -12 months before a new employee performs at the expected level and "earns his salary". In some situations, it may even take longer. Both of these factors are reduced with onboarding. With the direct and indirect costs a new employee results in, it is not an insignificant gain you can get on a good onboarding.
Onboarding has 4 phases – the introduction plan, the learning phase, the plan phase and the operational phase. It is important to emphasize that onboarding is far more than an introductory plan. We complete the process over 6- 8 months after the contract with the candidate is signed. We conduct 4 -5 meetings of a few hours duration. The first meeting is held even before the start of the job with both the candidate and the nearest manager, where the onboarding process is agreed in detail and adapted to the chosen candidate.
In a medium-sized company +500, a new different finance manager was wanted, which would create more value for the organization, owners, and customers, without the CEO could describe and define it further. The CEO expressed: we would never get to the finish line with the requirement profile alone and now I understand that onboarding is something else a follow-up meetings and "sale" of multiple tests.
What the CEO refers to is our process for preparing the candidate profile and onboarding process.
Requirement profile was prepared based on the company's strategies and goals, and interviews with all the organization's managers, where the focus was on how the CFO could contribute positively to their everyday lives.
The onboarding process was based on our 4 phases: the introduction phase, the learning phase- understanding the culture and contexts of the companies, strategic understanding, and preparation of the strategic plan for the finance department and last but not least the execution phase.