Transcript Does HR have a place in the Boardroom? - Co

Recruiting Co-operative People
Deborah Co-oper
Director
Warren Partners
Recruiting Co-operative People
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What we’ll come away with...
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An understanding of how co-operatives
can compete to attract the best talent
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Ideas as to how co-operatives can
integrate their distinct ways of doing
business, values and culture within their
approaches to recruitment
Our Company
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Executive Search
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A talent led, values driven approach
to enhancing business performance
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Cross-sector and functional expertise
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Offices in NW, London and Edinburgh
Relevant Experience
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Executive and NED Recruitment
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The Co-operative Group
Fifth of Building Societies
NFU Mutual
First Milk
Talent Mapping, Benchmarking &
Integration
Recruiting Co-operative People
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Recruiting ‘Co-operatively’
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Best Practice Approaches
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Overview
Attracting and Assessing Talent
Retaining and Developing Talent
Recruiting Co-operatively
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Significant Stakeholder Management:
‘Think’ Team
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Importance of both the Client and the
Candidate experience
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Adding Value: we’re at our most effective
when treated as a partner
Overview
Candidate Experience
How can this be a
positive experience?
Interaction on a speculative basis when actively looking
Make or break moment.
What can we do to maximise t
he opportunity and experience?
As a previous candidate or ‘source’
Initial approach and follow up dialogue with researcher/consultant
Pre-Assignment
Ease of application when replying to advertisement
Admin: quality, speed and frequency of communication
Candidate
Accepted/Post
Assignment
Pre-Shortlist
Opportunity to speak with consultant
Quality of assignment brief and appropriateness to their background
Psychometric Assessment if budgeted
Post ShortlistCandidate Offered
Offer made: attractiveness, negotiation
and timeliness of documentation
Timeliness of meeting schedule & subsequent feedback
Clients knowledge of the candidate
Shortlist notes include career history, high level competency based
assessment, remuneration, career motivation and areas to probe
If multiple meetings, important to avoid duplicating questions/areas/assessment covered.
(pre applying/interview or as to why they’ve not
been progressed)
(currently not undertaken for Coop)
Interview (format, venue, professionalism of consultant)
Consultant feedback post interview (positive as all areas for development)
Timely management and Communication of Logistics for meeting with the client
Consultant briefing prior to meeting the client
Overview
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Understanding Your People Requirements
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Recruit strategically and invest resources
Benchmark against market leaders
Consider going outside of sector
Create diversity
Give equal weighting to skills/capabilities
as well as values/behaviours
Attracting Talent
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Search Led
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Advertising: Internally/
Externally
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‘Blind’/Branded
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Proactively: Be the Employer of Choice
Attracting Talent
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Your Brand Values
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Clear Vision/Strategy
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Culture and People
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Remuneration
Assessing Talent
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Greater Rigour for all levels
Focus on ‘The What’ and ‘The How’
Assessing Talent
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Skills & Experience
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Values/Culture Fit
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Competencies/Behaviours
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Tool Kit
Assessing Talent
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Values/Culture Fit
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Honesty/Openness/Authenticity
Social Responsibility/Sense of Community
Other Centred/Caring For Others
Customer/Member focus
Stakeholder Management
Ability to deal with ambiguity
Assessing Talent
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Differentiating Competencies/Behaviours
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Transformational Leadership
Strategic Vision
Commercial/Customer Focus
Performance Driven
Retaining and Developing Talent
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Candidate Experience: Internal & External
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On-Boarding: First 90 Days
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Talent Management and Development
How can Co-operatives best Co-operate?
 Ideas
 Share and challenge best practice/toolkits
 Combined ‘buying’ power for PSLs
 Preparedness to jointly undertake Talent
Management and Development
How can Co-operatives best Co-operate?
 Your comments and questions?!
e: [email protected]
t: 01606 812784