The experts deal in various fields such as HR, management, recruitment, on-boarding and the like.
- Head of Commercial HR Solutions, Europe, RBL Group
My best advice to an employer who needs to hire a new employee is definitely to do something other than just have a conversation with the candidate! Do some exercises, business cases, dilemma discussions etc. depending on which position they are to contest. My experience is that the quality of the recruitment process is raised to such an extent if, in the process, you test specifically on the desired competencies, on the specific position.
Now do not pull the old job description from the bottom of the drawer! Spend some time considering what it actually is for a job – today – and what it takes professional and personal skills to lift the job.
Employer must never take the new employee for granted! By that I mean that what was easy to learn and understand for the boss is not necessarily easy for the employee.
The employer must generally focus on 3 things, all of which are below what we call the SKI model:
S – Safety (Make sure the employee feels safe and has insight into their new journey.)
K – Knowledge (The employee wants to be successful, conversely the employer wants the employee to be successful. Success is achieved by the employee having knowledge about culture, products, position etc.)
IN – Integration (An employee needs to feel part of something. Therefore, the employee must quickly, but surely, integrate into the company and find his place!)
- Headhunter | Consultant | Lecturer | Recruitment | Wæde Consult
My advice is to focus on a cultural fit between the candidate you want to hire and your team. To ensure that the talents the candidate has are used and further developed. This ensures job satisfaction, productivity and retention. Skip the framework of what is normal and do much of what works. Let people from the outside see that it's nice to be here and they will come all by themselves.
- Chief Happiness Officer, Author, Speaker
Recruit with joy. All too often, hiring is an exercise in duty that creates frustration for all involved. Make sure the whole hiring process is a positive experience for both yourself and the graduates. And most of all, focus on hiring people who have the right cultural and value match and who will experience the greatest possible job satisfaction in the job.
- Management Advisor & Business Coach at Global Partner
My best advice for recruitment was given to me many years ago at a leadership course at Disney World in Florida. Be honest about the company's conditions, culture and values, and spend plenty of time on the expectations poll. Wrong recruitments have high costs – both human and financial.
We made both a film and a brochure for use in manager recruitment, when I was HR manager at the Jensens Bøfhus chain, with the headlines: What do we expect from you and what can you expect from us. In interviews, I specifically mentioned sensitive points in the culture to uncover whether it “deterred” them. I rarely needed to send rejections. The dialogue usually revealed whether it was something for the individual to move forward in the process of testing.
I have transferred that way of thinking to my consulting rental company, where the most important mutual expectations are in our consulting policy, and we set aside time to discuss it, both in connection with interviews and in the start-up phase, as they are our ambassadors and culture bearers. It is my experience that the personality weighs very highly, but the professionalism must of course be in place
- Senior consultant at the Center for HR.
My best advice is to focus on the candidate's human preferences and assess whether the person fits into the company and the team. We always use the Insights Discovery person profile for this work.
Competencies are important, but rather take the perhaps second best, which fits best into the company and the team.
- Prof. Business coach, lecturer and sparring partner – Veistrup & Co.
During the hiring process, it is, first of all, crucial that the chemistry is in order! I believe the two most important people one can choose in one’s life are the boss at work and the partner at home. These mean an incredible amount for how the employee thrives, develops and becomes an asset for the company – and from the employee / manager's side, job satisfaction increases significantly when the chemistry works. Of course, the professional competencies are also central, but the person is someone you have to work with on a daily basis, so a personal match is important.
In addition, you need to take references.
Follow your gut feeling. Even if you can not find any concrete reason for not hiring a person, you may still have “something that makes noise”, an intuition or a bad gut feeling. You have to take this feeling seriously!
When you have hired a new employee and are about to start the start-up process, it is important to remember that it is a completely new employee! It may seem logical, but it is a new person who must be integrated and become part of the workplace in the best possible way.
Make sure you have clear goals and frameworks – also what I call FAME
- Fokus and Fexpectations, Ansvar and Attitude, Meel and Motivation, Eksekvering and Ejerskab.
In addition, you must also remember to ask the employee. Not only after the first day but also in the first long period.
The faster an employee feels happy and confident in the workplace, the faster he or she can perform.
- Lars Lundmann, Director of the recruitment company LUNDMANN
A good employee is something that you create – not something you have to find.
As a leader, the most important thing you can do, in terms of recruiting, is to change your philosophy. You probably think that recruiting is about finding the right employee. It does not. The right employee is something that you create – not something that you find. When we help managers recruit, we have this premise right from the start and see recruitment as the first part of a creation process. This means i.a. that the focus should be on motivation – rather than experience. In fact, experience says very little about the candidate's potential to become a good employee.
Another aspect that is central to dealing with is the biases (or sources of error) that naturally occur in recruitment. Most job interviewers are e.g. inclined to choose someone that one personally likes. The problem is just that it can not be assessed at all in the short time that a job interview lasts. There are many other biases as well, but by e.g. to structure both the job interview and the subsequent assessment process, one can put oneself beyond such biases.
- Owner & organizational consultant at Hallundbæk Consult ApS
My best advice to employers who need to hire a new employee is to implement a structured onboarding. The new employee must have a targeted introduction to their own area of work, the company and the culture, the competencies must be developed, and good relationships must be built with the manager, colleagues and partners.
The biggest (and most expensive) challenge is not to recruit skilled employees – it is to establish an attractive workplace that can attract skilled employees, and an organization and culture that ensures that they perform, thrive and develop. Good management is essential.
So what have we learned?
Consistent for most answers is the weight given to the personality. Possessing a position in a specific company requires matching values and culture. Experience and education can be really nice to have, but it's not something you should attach paramount importance to. The personal and cultural match is the foundation of a successful employment. Job satisfaction and well-being strengthen both the employer and the employee – and at the same time it becomes much easier for the new employee to develop and – in that way – compensate for lack of experience.