This is a briefing paper to highlight areas of best practice available assisting in the recruitment and retention of employees. The aim is to highlight where new processes are creating significant improvements to the ability of employers in attracting and motivating people.


The war for talent has become a strategic issue. Low unemployment, demographic troughs, high workforce mobility and skills shortages are combining to create the most challenging environment employers have ever faced.
Web technology now allows the job surfer to access hundreds of extra opportunities, short-term opt-out contracts are increasing attrition and employers face global competition in the reach for talented people. The average tenure of a blue-chip chief executive is now just two years.
Yet workforce stability, especially at senior manager level, is vital for organisations to deliver their strategic plans, and employment costs are higher than ever before.

Resource Innovations

Traditional methods are no longer sufficient to meet these challenges. Managers are applying a range of creative techniques to say ahead. Innovations are being designed into existing processes and new steps are being created.
These involve:

* Re-designing websites to attract online applicants.
* Marketing the success of the manager and their team to prospective joiners.
* Screening by telephone and email to speed up applications.
* Advertising career opportunities across the supply chain.
* Providing proof of delighted customers.
* Involving team colleagues in selection and buddying.
* Applying behavioural based interviewing methods.
* Creating development centres for new joiners.
* Performance-based induction and probation reviews.
* Structured management coaching and mentoring.
* Team-based incentives, goals, and recognition schemes.
* Multi-skilling to grow the job and the role.
* Personal development planning with open learning access.
* Clarifying organisation values and network support.
* Upward appraisal and feedback channels.
* Family friendly policies and activities.

First Steps

An initial action is to undertake an objective audit of existing processes, benchmarked against best practice. This service health check will identify improvement areas and enable an action plan to be raised within days to address issues.
The scope of this review can look at external perceptions of employer attractiveness, and include an analysis of internal assessment, promotion and secondment processes to ensure consistency with external appointments.
This will produce immediate cost-savings in unnecessary attrition of both potential and current employees. It will raise the profile as The Employer of Choice and as The Place To Be to put the organisation ahead in the war for talent.