Recruitment and Training Interdependency

HR sub-processes, recruitment and training, may be operated and managed independently. But essentially, they are two sides of one coin. Therefore, if recruitment and training professionals work in isolation, then, for example, an incompatible set of metrics will be used causing inefficiencies.

Companies that measure cost per hire and hold hiring managers accountable for this outcome will see lower cost per hire over time. But, the unintended consequence of this action is usually a lower quality of new hires resulting in increasing training needs and total labor costs. Similarly, poorly designed training may be ineffective and will not bring about a change in performance. This may negatively impact employee job satisfaction which in turn influences the attrition rate. An escalating attrition rate causes greater demand for recruitment.

Therefore, when analyzing recruitment and training dynamics, a clear understanding must exist between which competencies have to be bought (recruitment) and which can be built (training and development). The traditional trade-off is; “Hire for attitude and train for skills and/or knowledge”.

In China, English is a skill that must be hired and trained for. Even so, two divergent approaches exist for tackling this challenge. The first approach involves prioritizing the hiring of employees with solid professional knowledge and mediocre English skills in hopes of improving their language skills through training and development programs. The second approach focuses on hiring employees with high levels of English proficiency while providing training in the relevant professional area. In this case, the English majors quite often pursue a part-time post-graduate business degree to boost their career.

Shopping WISELY for an ESL Provider

It is unrealistic to expect a barber to ask a customer why s/he needs their hair cut and refuse service if the customer hopes to lose 10 pounds as a result; even though the barber realizes that a new hair cut will not guarantee the desired outcome. Similarly, it is highly unlikely that a sales person will send a prospect away once you knock on their door asking for English language training. Nevertheless, a results-oriented English language training provider must be interested in determining whether or not English training is really going to solve your performance problems and if warranted, advise you to go ahead with a different solution.

So, to be successful in training endeavors, you should find ESL providers that:

Understand the art of tailor-made solutions
Tailor-made programs are sold at a significant premium and providers favor them over off-the-shelf solutions. Before you choose a tailor-made course, understand the advantages and disadvantages of both. Most-importantly however, ensure that there is adequate customization based on well-understood learning tasks and thus there is “more to it” then just your logo on the training materials.

Are able to see the big picture
Corporate training is predominantly about enhancing a company’s business performance. Choose ESL providers that focus on job application of their training solutions and care about your company’s plan to provide participants the opportunity to practice their new skills in the workplace. In addition, expect training providers to consider your company’s values, approach to leadership, strategy, and vision in order to reinforce them during the training.

Approach training evaluation as an 80:20 split
Training evaluation is an integral part of planning processes (pre-training) whereupon performance objectives and criteria should be agreed upon. Expect training providers to spend 80 percent of their time and effort on pre-training evaluation processes and the remaining 20 percent on post-training ones.

Focus on your needs instead of implementation issues
Mistakenly, some ESL providers tend to believe they provide tailor-made solutions when they work with clients on pure implementation issues as the group size, number of training hours, days on which training will take place, financial constraints, etc. Although these are notable features of tailor-made solutions, the true value lies in training material that corresponds to established objectives. Ensure ESL providers understand the art of tailor-made solutions.

Experience: A Perpetuating Myth

The premise that you can only do what you have done in the past and that if you’ve done it in the past then you must be good at it; is still an indispensable staple for the majority of jobs.

Unsurprisingly, we believe vehemently that experience counts; but evidence does not support their view*. Did you know:

• Experienced managers tend to be no more effective than managers with little experience.

• In even the most complex jobs, real learning typically ends after about two years. Too often, 20 years of experience is nothing more than one year of experience repeated 20 times!

• A situation in which experience is obtained is rarely comparable to a new situation.

• Experience is often confused with expertise. Practice makes permanent, not perfect.

Common beliefs to reevaluate are:
• The length of time on a job is a measure of experience,
• Applicants are skilled because they have experience, and
• Professionals who are experienced are good at what they do.

After all, inexperienced candidates have their advantages too.

* Robbins, Stephen P. (2005). Organizational behavior. Upper Saddle River, N.J.: Pearson Prentice Hall.

Internal Employer Branding Strategy

You cannot stop marketing to your employees just because they work for you. Employees must be constantly reminded of why they joined the organization in the first place and what is special about your company that causes them to stay.

A few ideas for strengthening your company’s brand internally:
• Communicate your strengths frequently; for example, your involvement in the community, awards, and successes that are acknowledged in the press or by professional associations.
• Encourage stories about what it is like to work at your company and store them as a “Story Inventory”.
• Engage employees during the interview process by having them deliver a company pitch to job candidates.
• Involve your employee’s family, if applicable.
• Celebrate your accomplishments publicly.

Internal branding efforts help build self-esteem, commitment, and increase motivation among employees.