5 ways to improve your recruitment next year

Managing your recruitment effectively is one of the most significant ways to improve your organisation.  Getting it wrong can cost you in lost productivity and can mean you end up recruiting twice.  Getting it right should allow you to delegate more and have more confidence in your team.  This month, TPP looks at a few ways you can quickly and cost-effectively improve your recruitment.


1.  Spend more time on job descriptions

When you are replacing members of staff, particularly if you are in a hurry, it is tempting to put together a job description as quickly as possible, usually just copying the role requirements of the previous incumbent.

However, spending a bit more time reviewing the job description and person specification prior to starting recruitment will really pay off in the long run.  A detailed brief that defines not only the needs of the role and the organisation, but also the qualities of your ideal candidate will help you to judge interviewees objectively against set criteria, and avoid over-reliance on ‘gut feelings’.

While putting together a job description, you may also find that some duties would be better split or moved around the department, rather than just replacing like for like.

For more advice, see our previous blog post on writing effective job descriptions and person specifications.


2.  Consider your timing

Traditionally, January is the month many organisations start big recruitment drives, as there tend to be more jobseekers around as people resolve to improve their working life in the New Year.  However, it also means your vacancies are competing against those from other organisations, so it may be worth considering moving your recruitment to a different time.  In fact, almost half of British firms plan to recruit before the New Year starts.

It’s definitely worth keeping an eye on the recruitment of organisations similar to yours.  If they are running a recruitment drive at the same time as you, this could be a benefit as your brand can ‘piggy-back’ on their efforts, but it may also lead to competition for the same candidates.

As well as reducing competition for jobseekers, recruiting at less popular times of year, eg around national holidays, could also get you better deals on advertising on job boards or in publications – making your recruitment budget go further.  2012 will be a particularly eventful year, with the Queen’s Diamond Jubilee in June and the Olympics starting in late July.

Even if you need to replace a staff leaver asap, don’t feel pressurised into rushing your recruitment.  Consider using temporary or fixed term contract staff to fill the gap, giving you more time to define the role and allowing you to wait for the perfect time to recruit.


3.  Put a PSL in place

If your organisation hasn’t already got one, putting a preferred supplier list together can have some excellent benefits for your recruitment, the most obvious one being saving you money, as recruitment consultancies included in a PSL usually offer a discount on their standard terms.

However, PSLs also establish relationships with your recruiters, with expectations and levels of service agreed in advance.  This saves you time both in recruitment and administration, and ensures a consistent quality of service across all roles and departments.  Using a small set of suppliers on a regular basis also means they are likely to have a better understanding of how your organisation works and the type of employee that will fit your culture.

You can read more about setting up PSLs in our previous blog post on making your recruitment budget work harder with PSLs.




4.  Use your existing staff more

Your internal employee base is a great resource for recruiters, but one that is often neglected.  As well as an obvious source of in-house candidates, your employees are also your best source of referrals, as they usually have a network of contacts with similar roles in the not for profit sector.  Ensure all your vacancies are well advertised within your own organisation, make sure you advertise them on your organisation’s social media channels and ask your employees to redistribute to their own contacts and consider setting up an employee referral incentive scheme.

You can also use your existing employees to help with the recruitment process.  Allowing them to give feedback on the job description and person specification prior to recruitment is likely to help ensure that a new employee works well with the rest of their team.  Existing employees can also help you review CVs and sit in on interviews, to give you an additional point of view.

Finally, don’t forget to give your staff leavers thorough exit interviews, and to feed the results back into your recruitment programme.  This is one of the best ways to improve staff retention, as it addresses problems when they arise.  See our past blog on the 3 stages of a successful exit interview for more help.


5.  Work on your employer branding

Your employer brand is simply your organisation’s reputation as an employer, and should accurately reflect the values and culture of your organisation.  It is particularly important to protect your employer brand in the charity sector, where being seen as an ethical organisation, both internally and externally, is vital to attract new employees.  There is also a big overlap between your employees, volunteers and supporters, so damaging your employer brand could lead to a drop in support for your organisation’s mission.

Even if you cannot compete in terms of salary with other organisations working to attract the same type of candidate, you can still distinguish your organisation as a great place to work.  Make the best possible use of staff benefits to attract candidates.  Offering flexible working options is particularly attractive to jobseekers in the third sector.

Managing your employer brand is also about ensuring that every interviewee you see has a good experience, regardless of the eventual outcome.  Providing as much feedback as possible is key to this.  See our blog on lack of interview feedback can damage your donations for more information.


Happy new year from all at TPP!

5 ways to engage remote workers

It is increasingly common for employees to wish to work from home on the odd occasion, eg in cases like transport strikes or last year’s snowy weather, or on a permanent basis to give them a better work-life balance.  Many not for profit managers also have to manage ground staff based overseas or in distant locations.

This means that enabling and managing remote working is becoming increasingly important to not for profit organisations - 86% of third sector decision makers say it is their key technical challenge.

But remote working can lead to employees feeling isolated and demotivated, as well as leaving their line managers in the dark about progress.  How can you manage remote staff to make them an effective part of a team?

Why use remote workers?

One of the most common reasons for employees choosing to work from home is to improve their work-life balance, eg giving them time to pick their kids up from school.  Flexible working is one of the key benefits that attracts staff to a third sector organisation (as shown in TPP’s fundraising recruitment survey), so being able to offer remote working is a definite advantage in sourcing top-quality employees.

Working remotely is also traditionally perceived to improve efficiency, as employees are happier and less stressed.  BT claim that flexible employees who choose remote working are 20% more productive than their office-based counterparts, while absenteeism has been reduced by 60%.   Allowing primarily office-based employees to work from home on the odd occasion can also greatly improve morale and therefore productivity.

Remote working also opens up opportunities for people living with disabilities, who might find it hard to work if they had to travel to an office, helping to improve your organisation’s diversity and giving you a wider pool of potential employees.

Many not for profit organisations, particularly those working in international development, prefer to employ local staff who are native speakers to run their programmes overseas.  However, these employees are often ultimately managed from the UK.

Enabling employees to work from home can also allow money-conscious charities to save, as overhead costs are cut and productivity is maintained if staff cannot get in to work, as in last year’s period of snowy weather, in which snow absence rates in the UK were estimated to reach almost 14% and cost the economy £0.5bn a day.

1.  Hire the right employees

Managing your home workers to ensure they stay effective starts right at the point of recruitment.  Selecting the right staff is important – look for employees with previous successful experience of remote working and justifiable reasons for wanting to work from home.  Even if they are not office-based, it is still important that they fit with the organisation and team culture.

It is also important to make sure that contracts set down the terms of remote working clearly, and measures of performance are in place from the start.   Make sure these are consistent across all your remote and office-based staff to avoid generating resentment.

Also detail the parameters of this type of work arrangement. If employees are working off-site, how quickly do you expect them to respond to e-mails, pages or phone calls? Can they work a flexible schedule or do they need to perform their jobs during specific hours? What technologies will be made available to employees to facilitate working remotely? How many days a week can people telecommute? etc.  Not every position lends itself to a teleworking arrangement

The more effort you put into defining requirements such as these early on, the less complicated it will be to supervise people once they are off-site.  TPP Not for Profit has recruited many remote workers to the third sector, and we can offer great advice and help to organisations looking to recruit home workers.

2.  Keep remote workers included

Managing remote workers is all about inclusion – it is all too easy to overlook employees not in the office.  Include remote workers in all team meetings, either in person or via a conference call or on speakerphone, and make sure they are invited to staff events, even informal ones like team drinks.

Lack of opportunities to chat informally with colleagues can also hinder working relationships, as it makes it harder for fellow employees to build the rapport that helps with collaborative projects.  Encouraging all group members to hold frequent discussions can help to keep teleworkers engaged, even if it’s just to let everyone know that work is progressing to schedule.

Where possible, you should also encourage your remote workers to visit the office on a regular basis, eg for monthly catch-ups or for important group meetings.  This allows them to meet their colleagues face-to-face.  If this is not possible, organisation charts and staff profiles with pictures can help remote employees put faces to names.

3.  Train in steps

It’s important to make sure that remote workers aren’t forgotten about when it comes to staff training, both at the start and throughout their careers.

When office staff are trained, a manager can constantly oversee their progress and give instant feedback.  With remote staff, this process is much harder but can be avoided by training in chunks, or scaffolding.  Essentially, the training programme is split into steps and a new employee must be able to demonstrate that they are fully competent in each stage before they can progress.

Training this way means that a manager can be fully confident that their remote employee can handle tasks on their own without constant feedback and support.

4.  Set goals and monitor progress

It is usually necessary to have a more formal schedule of update meetings with remote employees than office-based staff.  Ideally, you should aim to have a quick daily phone call with each remote worker, followed by a longer weekly catch-up.

You need to be even more clear when setting goals for remote workers; making sure that the expectations of both parties are agreed at the start of each project and a schedule of formal contact to monitor progress is set.  There should be clear procedures in place for remote workers to follow and people to contact if things start to go wrong at any point.

When it comes to monitoring the productivity of remote workers, managers have an advantage, in that there is usually an extensive document trail to help them investigate concerns or problems, for example by checking when employees were logged into a network.

5.  Keep improving your processes

If you are successfully using remote workers, it is important to keep evaluating and improving your processes.  Feedback from both remote and office-based workers about how the situation is progressing is vital to make sure both sides remain happy.  New technology is constantly being developed that can help to make remote workers more integrated with the rest of the team.

Most importantly - don't distance yourself from team members. Be available to them, this will increase the trust they have in you and let's you show them that you respect them.

Examples

Some case studies on remote working from the not for profit sector:

ramsac Provide CHASE hospice care for children with Remote Working
NPC slashes ICT costs and risk to maximize its impact
Home-based workers fundraise for charity: Actionaid's NTT operation
Case Study: Merlin Life-saving Communications at an Affordable Price
Case Study: New Charter Housing Group
Case Study: ActionAid

The Pitfalls of Ignoring Poor Performance

Charities are continuing to feel increasing economic pressure and this is having a negative effect on staff morale.  60% of charity staff have experienced redundancies in their organisation, and 55% feel their workloads are getting heavier, leading to stressed and unproductive employees.  And with half of voluntary sector leaders expecting their organisation’s situation to worsen over the next 12 months, the situation is not likely to improve in the near future.

However, not for profit organisations can be reluctant to tackle poor performance in the workplace - only 57% of staff reportedly receive useful feedback on how they are performing.  With over 218,000 employment tribunal claims brought last year, and charities particularly vulnerable to claims, failure to manage underperformance can have serious consequences for charities.

In this article, TPP examines the most common reasons for failing to tackle poor performance, and why these are misconceptions.



"Nonprofits should be kind"

This is an extremely common problem in the not for profit sector.  Most charities recognise that their staff often accept lower pay than in the private sector but expect a higher level of job satisfaction.  Combined with the fact that charities exist to promote ethical values, this can often lead managers to want to be “kind” to their employees, and turn a blind eye to underperformance.

However, failing to tackle poor performance at an early stage is more often than not an unkindness, both for the organisation, whose effectiveness will suffer, and for the employee themselves, who will continue to underperform until their manager has to tackle the problem, which can be a set up for an unfair dismissal claim.  Unproductive employees are also usually unhappy in their job, and treating the problem can improve morale all round.  Being a supportive manager, who proactively handles performance and develops their employees, is not being unkind. Allowing people to fail is unkind.

“We need to follow this through by managing poor performance when it arises. Anyone who hides behind the charity mask on this one and feels it is not compatible with being nice to people is not being professional or businesslike - nor maintaining the charity ethos.”
Valerie Morton in Third Sector magazine


Fear of litigation

Charities are usually heavily reliant on their public image to bring in funding and volunteers, and so are reluctant to enter situations where litigation might result which will give them negative press.  Charity employees can be more willing than most to bring a claim against their employer if they feel they are being treated unfairly, as they have an innate sense of justice and fair play.  This means that voluntary sector managers can be unwilling to speak to employees about poor performance and scared of getting into situations which they feel may eventually lead to dismissal.

Once again, the solution to this is to tackle poor performance at an early stage, rather than simply ignoring it.  Properly handled, an employee may well improve their effectiveness, avoiding the need for dismissal.  But if it does get to that stage, an employee is more likely to feel aggrieved about being dismissed if their employee has not attempted to address and solve the issues leading to the underperformance, and will almost certainly have a stronger case at tribunal because of this.


Worrying about morale

In the current economic climate, when many charities have experienced downsizing, many managers are concerned about maintaining the morale of their team and fear that confronting an employee, particularly one that is popular with the rest of the staff, about their performance may lead to a wave of fear among the team and a drop in morale.

In this scenario, managers are assuming the worst.  Handling unproductiveness sensitively and at an early stage can lead to the employee becoming both more productive and more satisfied, which is likely to positively affect the rest of the team.  If this does not happen, and the process eventually leads to a dismissal, there certainly is a risk that the rest of the team will become worried, but reassurance and support can help to tackle this.  However, leaving that employee to carry on as they are will definitely lead to a drop in morale as the rest of the team have to make up the slack.


Extenuating circumstances

A common reason for underperformance can be personal problems that are unrelated to work.  If a manager is aware of these circumstances, they could very well be tempted to let poor performance slide on the assumption that the employee’s effectiveness will improve once the situation has been resolved.  However, simply ignoring the issue is doing the employee no favours.

Talking through the issue with the member of staff will alert them to your concerns, demonstrate your support in their situation and may lead to a mutually beneficial solution, such as allowing them to take a paid leave of absence.


Losing a star performer

Sometimes, an employee can be a high performer in numerical terms, but can still require performance management for unacceptable behaviour, such as negativity, dishonesty, harassment or bullying.  Managers may be reluctant to tackle this behaviour, even if it is having a negative impact on the rest of the team, for fear of losing their star performer.

Leaving this kind of behaviour untackled ends up sending a message to the rest of the staff that conduct like this is acceptable as long as targets are met.  Staff may become disillusioned and leave due to perceived unfairness.  Performance management should always have the welfare of the team as a whole in mind, not just that individual.


Conclusion

If your beneficiaries are likely to suffer due to a drop in team productivity and morale, is there really any excuse that could be valid for failing to deal with poor performance early on?  A good manager should be able to effectively communicate and document an employee’s poor performance in a timely manner, so that any disciplinary action is never a surprise. If it does happen, it should only be the culmination of a process where the manager is sincerely working to change an employee’s behaviour for the betterment of the organization.


Resources

Further advice on performance management and involuntary redundancy:
KnowHow NonProfit
CIPD
10 point checklist for confronting poor performance
Crash Course: Seven ways to manage poor performance

Training
CS Skills Centre - Managing poor performance
The Centre - Managing poor performance, absence and stress

Healthcare Conferences UK - Managing Poor Performance and Supporting Nurses in Difficulty

Forms & Templates
Various forms are available from HR Bird

Finally, for further guidance on how NOT to conduct a performance review, learn from the master - David Brent.

Free HR Seminar for Not for Profit Organisations

TPP Not for Profit are holding a free HR breakfast seminar on Thursday 20th Oct at Toynbee Hall, London.  The seminar will be an employment law update, covering several in-depth examples of recent case law, with an emphasis on the practical actions that HR Managers of not for profits, or those responsible for HR in their organisation, will need to take.

Follow the link below for more details or to book your free place>
http://www.tpp.co.uk/hr-seminar-oct-11

5 common traps to avoid when conducting appraisals

Annual performance appraisals can be an essential tool to maintaining success in not for profit organisations, but many employees view the appraisal process as a box-ticking exercise that never leads to real change and is only useful for inspiring Dilbert cartoons.

But if done correctly, appraisals can recognise, reward and promote excellent performance, establish baselines for employment decisions and provide notice to employees who need improvement or development.

Appraisals can only achieve this if done properly and poorly-conducted appraisals can do more damage to an organisation than not holding any at all.  Here are some common mistakes that managers make in the appraisal process and what you can do to avoid them.


1. Over-generous evaluations

Many top companies force managers to force-rank employees during appraisals, so only a set percentage of employees can ever receive the best performance rating.  While this may be too harsh for the not for profit sector, giving employees an over-generous evaluation can lead to a number of problems.  It’s easily done as managers usually want the best for their employees, but it can provide those staff members with a false sense of security and devalues above-average performance by others.  And if an employee is criticised or penalised for performance issues in the future, any discrepancy with their appraisal may give them a basis for legal action.

There are two key ways to avoid this.  When judging an employee’s performance, consider each criteria as average to start off with and then adjust up or down.  It is psychologically much easier to give an employee an accurate evaulation this way than grading down from a perfect score.  The other method is to judge an employee against their peers – is their performance stronger or weaker than average?  This will help make your best (and worst) employees stand out from the average majority.


2. Focussing on most recent performance

When preparing for an appraisal, the last few months will obviously be foremost in your mind.  But an effective annual appraisal must give equal weight to the full 12 months, or employees who have a burst of productivity right before an appraisal will have an unfair advantage over those who have produced consistent results over the year.

Managers should also keep track of their employee’s performance over the year and bring up any variations between time periods.


3. Obsessing about quantifiable data

Managers often feel that in order to deliver objective evaluations, they have to stick to performance data that can be quantified, or counted.  However, objectivity simply means that opinions must be given without personal prejudice, not that opinions should be discounted in favour of figures.  After all, success in many roles is simply not quantifiable.  It’s always best to give solid examples of past performance to back up an evaluation, but they do not necessarily have to consist of countable units.

After all, the most important questions for an employee in an evaluation are things like: How am I doing?  Are you pleased with my work?  Is there a future for me within this organisation?  None of these questions have quantifiable answers.


4. Lack of focus on performance

A good appraisal is about only one thing; how well that employee has achieved their job goals.  Therefore, any discussion about timekeeping, attitude, dress etc should not be included in an appraisal discussion unless it directly affects an employee’s performance.

There is a natural human bias for managers to favour employees who think and act like themselves, which can give some staff an unfair advantage at appraisal time.  It is much more important to concentrate on whether an employee delivered the desired results than whether they followed the same process you would have done.

Sticking purely to results will also help to avoid inadvertent stereotyping, such as penalising employees who may appear less dedicated because they don’t stay late at night.


5. Treating appraisals as negotiations

Many appraisals are prefaced by both the manager and employee completing the same evaluation form.  This can have the unfortunate effect of making the appraisal into a negotiation as managers compromise in order to gain agreement from the employee.

While self evaluation is a useful starting point, ultimately the appraisal is a formal record of your opinion, as the manager, on the quality of the employee’s work.  Employees should be asked for their opinions on any feedback they are given, but the objective of this is to ensure that they understand your perspective, not to ensure that they agree with it.


An effective performance appraisal process can be an extremely valuable tool for any organisation, but in many of them the process has overshadowed the effect.  Simply filling out forms and conducting interviews does not measure employee performance.  Make sure you are not sabotaging the effectiveness of your appraisals.

More advice on conducting appraisals is available from the CIPD.






Note: This article should not be construed as legal advice pertaining to specific factual situations.

Recruiting for hard-to-fill roles

At TPP Not for Profit, we recognise that some roles within the not for profit sector are notoriously hard to fill. These traditionally include charity fundraising or marketing and communications vacancies , as well as roles for qualified healthcare professionals such as specialist nurses. Particularly for smaller organisations, filling these roles with the right calibre of candidate can be extremely difficult. Obviously using a recruitment consultancy with specialist experience of recruiting these candidates will help, but here are some further tips on ways to fill your difficult vacancies.

Why are some roles hard to fill?

There are several reasons why your organisation might be finding it difficult to recruit a suitable new employee.

• The most common reason is that the job requires skills which are in short supply, such as major donor fundraising 
• Your organisation is in a location where there is a shortage of labour and attracting employees to the area is difficult
• The salary you are able to offer is below market average and you are unable to compete with other organisations
• The benefits package offered is not as attractive as those offered by others
• The organisation has recently gone through a well-publicized restructuring or series of layoffs, or received negative publicity, which can put potential candidates off

Define your search criteria

If you are struggling to find candidates that exactly match your person specification, one of the most obvious places to start is by revisiting the qualifications required. Many skills gaps reported by not for profit organisations are related to job specific and technical skills, rather than soft skills such as team working. When it comes to recruiting the perfect new employee, TPP believes that cultural fit is at least as important as qualifications. Hard skills can be taught, but soft skills are generally much harder to learn.

Go through all of the skills and competencies mentioned in your person specification and decide which are easy to find, hard to find, easy to learn and hard to learn. Classifying the qualifications of a role in this way allows you to rank them in order of importance, and judge candidates accordingly. For example, if a candidate lacks skills that are hard to find but easy to learn, you may wish to rank them higher than a candidate who has those skills but lacks other, harder to learn characteristics.

Working with a recruitment partner, such as TPP Not for Profit, will give you an impartial point of view on whether your candidate expectations are realistic.

Widen your pool of candidates

Now you have considered which qualifications are essential, and which you might compromise on, you can look at bringing in different kinds of candidates in different ways.

One of the most obvious ways to give yourself a broader pool of candidates to choose from is to consider employing someone from outside the not for profit sector. As long as the candidate is still passionate about your organisation’s cause and has transferrable skills, a lack of sector experience may not necessarily be a stumbling block. In fact, having fresh blood with no preconceptions may provide your organisation with a valuable new point of view and ensure you have a diverse workforce.  Considering candidates from different industry backgrounds can really open up your options.

If the skills required for the role are relatively easy to learn, you could also consider taking on a less experienced employee at a lower pay rate and training them up on the job. This is a cost effective way of filling your role and although it will take at least a few months for your new employee to get up to speed, you should end up with a highly qualified and motivated member of staff.

Use Interim staff

If you simply haven’t got the time to train up a new member of staff, or you don’t have other employees with those competencies to do the training, consider hiring an interim or contract employee. There are three main ways to use interim staff to recruit for hard to fill roles:

• Use the contract period as an extended job interview, to give you a low-risk way of testing how effective a new employee is in the role
• Use an interim employee to give you breathing space to find your ideal permanent member of staff. This will take the pressure off and make you less likely to have to settle for a less than ideal candidate
• Hire a highly skilled interim with the specific remit of training up new or existing members of staff so that they can take over the role in the future

Change the role

If you are still struggling to find candidates, especially if they are not in a traditionally hard-to-find niche, this may be a clear signal that the role needs to be redesigned.

Often job descriptions are based on the responsibilities undertaken by a previous incumbent, but it may well be that the role evolved over time to suit that particular individual and finding a straight replacement is making your candidate search harder than necessary.

Take apart the job description and consider each set of responsibilities individually. Could certain duties be undertaken by other existing members of staff, leaving the remaining responsibilities as part of a more consistent role? Or should you actually be recruiting for two members of staff instead of one (usually a senior and a junior employee)?


Review your offering

If you are struggling with other organisations for candidates, remember that competing isn’t necessarily about offering more money. You could offer better benefits, work-life balance or simply have a cause that resonates more strongly with the candidate.

Flexible working is one of the prime attractions for candidates working in the not for profit sector, and increasing the opportunities for this will almost always help to attract more or higher quality candidates. Consider whether the position could be suitable for a part-time employee or job share. Ensuring opportunities for working from home are advertised in the job description will also help widen your pool of candidates, particularly for organisations in less central locations.

TPP Not for Profit have great deal of knowledge on salary and benefits benchmarks within your sector, and will be able to advise you on putting together a realistic package that will ensure you get the calibre of candidates you require.

Finally, a word of warning…

When interviewing candidates for hard-to-fill roles, be particularly careful to leave them with a positive view of your organisation, whatever the outcome of the interview. Employees in these niche communities are often closely networked and a negative interview experience could damage your employer brand image.


TPP Not for Profit are experts in the recruitment to the not for profit sector, and are often asked to help fill difficult vacancies. We can manage your interview process to ensure all candidates take away a positive image of your brand.

Getting the Most from your Temporary Staff

According to a recent industry survey, nearly a third of UK organisations are intending to increase the number of temporary workers they employ over the next 12 months.

Temporary and interim staff make up a vital part of the third sector, and it is relatively simple to ensure that your organisation gets full value for money from its temporary employees.

When should you use temporary or interim staff?

There are many occasions on which it is more sensible to use temporary than permanent staff:

The most obvious advantage to using temporary staff is in giving your workforce flexibility.  TPP can supply temps at the last minute to cover eventualities such as holiday, sickness or parental leave.  Letting temporary employees handle the routine functions of your organisation can allow regular staff to concentrate on critical issues and maximise efficiency.

TPP temps and interim employees are highly skilled and experienced, and can help out with projects that require specific knowledge or expertise that your permanent staff members simply don’t have.  Hiring specialist temporary staff also means that they should be able to hit the ground running, without a long induction or training period.

Temporary staff are the ideal solution to cover periods of increased activity, perhaps following a marketing campaign, or seasonal fluctuations.  Using temporary staff at these times relieves stress among permanent staff members, which can help to reduce absenteeism and staff turnover in the long run.

In this period when many organisations are challenged financially, it makes sense to explore the possibilities of using temporary instead of permanent staff to make savings on overheads such as healthcare, taxes, insurance and benefits.

Temporary staff can also be an influx of fresh blood for your organisation, bringing with them new ideas and opinions.  This can be particularly valuable if your organisation has a very low staff turnover, as it keeps activity from going stale.

It is increasingly common for organisations to reduce the risk of recruiting for a new position by trialling potential staff on a temporary or contract basis beforehand.  This is a particularly useful tactic when recruiting for hard-to-fill roles, as you can hire temporary staff who lack some of the required experience but are a good personality fit, and train them up while on the job.  These employees will also often accept a lower pay rate until they are fully trained, making this a cost effective solution to your recruitment issues.

Temporary or contract?

A temporary worker is generally defined as one supplied by a consultancy on an adhoc basis, usually without a defined period of employment. A contract worker, on the other hand, is generally on a fixed term assignment, often employed directly by the client.

TPP generally recommend that if you need help for longer than 3 months, it is usually more cost-efficient to hire on a contract, rather than temporary, basis.  The other circumstance in which you might choose to hire a contract worker is if you need to guarantee cover for a specific project or period of time, as you can factor in a notice period, which would not be relevant for a temporary worker.

How to get the best from your suppliers

Prior to recruitment of a temporary worker, you’ll need to contact your chosen consultancy with a brief including your requirements, essential skills and expected turn-around time.  If you have a regular requirement for temporary staff, it’s worth investing more time with your consultancy to ensure they understand your organisation’s employment culture and structure– this will save time when recruiting for individual roles.

Depending on your requirements, the consultancy will either let you know who will be attending or send over a shortlist of candidates for interview.  Giving your recruitment consultancy regular feedback on temporary employees will greatly help them continue to select the best possible candidates for you.  It can also be worth asking a temporary worker for their feedback at the end of an assignment.

All temps supplied by TPP will already be referenced, saving you time.

Inducting a temporary worker
To get the best out of your temporary workers, it is important to give them a thorough induction when they start.  If you regularly use temporary staff, it’s best to put together an induction checklist to save valuable time when a new employee starts.

The length and detail of an induction will vary depending on the role, but should include at a minimum the following points:

• A brief background of your organisation, why the temporary is there and what you’d like them to achieve
• Health & safety, fire exits etc
• Hours required, including smoking, tea or lunch breaks
• Who they report to, who signs off their timesheets and other team members and/or organisation hierarchy
• Location of toilets and tea/coffee making facilities
• Use of internet/mobile phones etc during work hours

Involvement and Integration

Integrating temporary staff into your own workforce effectively will produce the best results.  After October 2011, when the Agency Workers Regulations 2010 come into force, it will also be a legal requirement for employers to ensure that temporary workers have the same basic employment and working conditions as comparable permanent employees.

• When temporary staff arrive, make sure that someone is assigned to meet and welcome them, show them their work station and let them know who to report to
• If time permits, introducing a temporary employee to other members of the team or organisation will help them feel welcomed and included
• Temporary staff should have access to staff canteens, childcare or similar facilities
• Ensure temporary workers are notified of any internal vacancies, eg via an intranet or notice board
• Make sure your regular staff, particularly at a senior level, understand the value of temporary employees to your organisation and that they respect both them and the contribution they make
• Report back to your consultancy immediately if a temporary worker does not meet your standards or requirements

Motivating temporary workers

Keeping your temporary staff content and motivated will ensure that they perform as effectively as possible for your organisation.  Remember, you may well wish to re-hire current temporary employees or even offer them permanent roles, so it is important to give them a positive impression of your organisation.

One of the most important factors in keeping your temps happy is to ensure that they are paid on time.  Make sure you always book a temporary or interim worker in with your consultancy, rather than directly with the employee, and ensure that their timesheet is signed off in time.  If you know you are not going to be available to authorise a timesheet at a given time, you can make arrangements with your consultancy so that the temporary worker is not penalised.

Wherever possible, temporary workers should be looked after like your permanent staff.  If a temp has done well in their role, a simple expression of appreciation and gratitude is often all it takes to ensure they continue to excel.

You could also consider ways to incentivise your temps, if you think this will help them to perform above expectations.  Paying them for additional hours, letting them clock off early, or offering them commission can all help to reward exceptional work.  TPP can help you decide what would be most appropriate in any given situation.

Temporary workers and VAT

The recent case of Reed Employment Ltd v Revenue & Customs, in which a VAT tribunal ruled that employers hiring temporary workers should pay VAT only on commission, rather than on the whole of their wages, has generated a great deal of interest in the third sector.  If the exemption stands, it could restore most of the value of the VAT exemption on temporary workers which was withdrawn in 2008.

Having lobbied against the concession being removed, TPP have been following the Reed v HMRC case and are currently seeking further advice about the implications this may have on our clients

In the meantime, we recommend that our clients ensure they are prepared for the enforcement of the Agency Worker Regulations and they look at negotiating improved terms with their suppliers of temporary staff, possibly through deals to use consultancies such as TPP exclusively.

TPP and temps

TPP supply temporary, interim and contract staff for all disciplines and at all levels.  We have a pool of experienced and highly skilled candidates to choose from; available at very short notice.

To discuss your organisation’s temporary requirements and how TPP can help, contact us on info@tpp.co.uk or 020 7198 6000.

6 Common Interview Mistakes Employers Make

Hiring the wrong person wastes your organisation’s time and money and is bad for morale.  Probably the most challenging part of the hiring process, and the area most susceptible to error, is the interview itself.  Many interviewers really don't find out much about a candidate's capability, because they don't know how.  Here are some of the most common mistakes made by interviewers, and TPP’s suggested solutions.

1. Fail to prepare

Relying on stock standard questions is one of the most common interview mistakes, especially with so many list of typical questions and pre-prepared answers available to candidates online.  “Tell me about yourself” is not an exciting first question and will not elicit the right information from a candidate.  Take time before the interview to put together a list of in-depth questions that will determine whether a candidate has the key skills and experience for your role.

In most cases it is beneficial to have more than one person interviewing the candidate/s in order to gain an alternative perspective and to remain unbiased.  However, if other employees and teams are brought in, make sure they do not repeat the same questions already asked.  If possible, assign different areas of questioning to different people based on their expertise.

2. Don’t know which requirements are key

When putting the job description together for a vacancy, you will have come up with a ‘wishlist’ of skills, qualifications, experience, interests and personality traits for an ideal candidate.  In reality, candidates are unlikely to fully meet every requirement and in order to determine the best one for a role you will need to assign a weight to each requirement so that they can be ranked.

Competency-based questions can then be used to determine how well each candidate meets the key requirements, and gives them an opportunity to justify their claims with examples, ensuring you are always talking about skills in the context of your objectives.  Determining which requirements are absolutely key to a role will ensure you don’t settle on a candidate who may be the best at interview but doesn’t have the skills you need.

3. Rely only on the interview

According to the Chally Group, a Human Resources consulting firm, in, The Most Common Hiring Mistakes, research at the University of Michigan found that, "The typical interview increases the likelihood of choosing the best candidate by less than 2%. In other words, if you just 'flipped' a coin you would be correct 50% of the time. If you added an interview you would only be right 52% of the time."

As well as an interview, there are several additional ways to judge a candidate’s potential.  Some of the most common are personality testing, to judge how well a candidate will fit with an organisation’s culture, or asking them to perform a presentation or task.  The latter is especially useful if the successful person will be managing an important project or are supporter-facing.  Why not put them into a real on-the-job situation or problem that they might face in the first few months if they were to be hired?

4. Evaluate a candidate on the wrong factors

One of the most common mistakes interviewers make is to try and find a new recruit with the same traits as successful current employees, or even themselves.  A candidate with a complimentary, rather than identical, personality and skills may well be of greater benefit to the team.

It is also tempting, particularly in the not for profit sector, to favour candidates with winning personalities or an ethical stance similar to the interviewers.  Although it is important to bear cultural fit in mind when interviewing, most successful organisations have a wide range of employees with diverse personalities who excel in different ways.  Hiring a candidate because you enjoyed and liked them, as the main qualification, ignores your need for particular skills and experience.

Similarly, many inexperienced interviewers rely on their ‘gut’ feeling and first impressions.  While intuition can be a useful tool in interviewing, too much reliance on it can lead you to make false assumptions and to read too much into small observations.  For example, a strong or weak handshake is often said to influence interviewers, but actually has no bearing whatsoever on either a candidate’s personality or their ability to perform a role.

5. Fail to sell your organisation

A good candidate will already have researched your organisation, and certainly any candidate sent over by TPP will already be fully briefed and excited about joining.  However, an interview is a two way street and thus it is equally important for you to sell your organisation as it is for a candidate to sell themselves.

By concentrating too much on evaluation, some interviewers miss this opportunity to inspire and enthuse a candidate.  This is particularly important for hard-to-fill roles, where talented employees are in high demand.  Make sure you think through the key attractions of both the role and the organisation and communicate them clearly.

6. Fail to follow up

At the end of an interview, it’s important to do two things.  Firstly, if you feel that this candidate has the right experience and personal qualities, ask them if they are still interested in the role.  It is a simple, direct and above all honest question to ask, and allows you to clearly assess your shortlist going forward.  Secondly, make sure you outline the selection process going forward and let them know when to expect feedback.  This will help manage their expectations after the interview.

Having done that, it is extremely important to follow up on your promises and actually provide interview feedback to all candidates.  This is beneficial to candidates in helping them prepare for future interviews, but also protects and improves your reputation as an employer.  Not receiving constructive feedback is extremely frustrating for candidates and can lead them to have a negative opinion of your organisation which they might share.


All of these mistakes are unfortunately common among interviewers, and can directly influence the probability of hiring a happy, successful employee to benefit your organisation.  However, with some help from TPP and some preparation they can usually be easily overcome.

If you are not 100% confident in your interviewing technique, or would value some impartial advice, our consultants are happy to give advice or help putting together questions designed to rank candidates effectively.
We also offer our clients added services such as attending interviews for candidates to provide a second opinion.  You can find out more on our website.

5 ideas for training on a budget

Not for profit organisations have been hard hit by the economic downturn over the last 12 to 18 months, and when savings have to be made, training, learning and development is usually one of the first things to go.  However, this can be a false economy, as slashing funds for training means your staff don’t develop at the same rate and your organisation becomes less efficient and productive.

However, with a bit of creative thinking, there are plenty of ways to provide your employees with training opportunities when funds are tight. Here are TPP’s top ideas for training on a budget:


1.  Use your existing staff
There are several ways to use your current employees to assist with learning and development.  Find out if your members of staff and in-house volunteers have any skills they can communicate to others, and appoint internal mentors to guide the development of more junior staff.  This is particularly useful for ‘soft skills’, such as communications and team management.

You could choose to make one member of staff a ‘champion’ for a particular topic.  Once they have received training, they should then be responsible for communicating their learnings to other employees.  This has the added advantages of cementing the knowledge in the employee champion and creating an in-house support service for queries regarding that topic.

Encouraging your employees to take part in internal secondments or shadowing also allows them the opportunity to learn from other members of staff and teams.


2.  Share resources
You can get more from your training budget by partnering with other organisations.  For example, banding together with sister organisations or other charities to offer joint courses will bring down your training cost per head.  Or do a skills swap with another organisation, where you share knowledge and experience between you.

The Small Charities Coalition facilitates the sharing of skills, experience and expertise between charities, and is completely free to join.  Even larger organisations can benefit through sharing their skills with others.

Investigate any private sector companies your organisation has contact with, such as corporate donors or service suppliers.  Do they run in-house training programmes your staff could piggyback on?  Of course, this training will not be charity-specific but could still be useful.

Encouraging your employees to volunteer or become a trustee in another not for profit organisation is another great way to bring new knowledge and skills into your charity.


3.  Look for freebies

If you know where to look, there can be many opportunities for free training for your staff.  The key is to make the best use of your network of suppliers, partners and membership organisations.

Private sector firms who work with the third sector often offer free training, eg TPP Not for Profit runs a series of professional development seminars, and solicitors’ firms often hold regular legal updates for their clients.  Simply googling “free <topic> training for charities” can usually bring up some interesting possibilities.

Membership organisations, such as the NCVO, IoF or CIPD, often run training sessions that are discounted or free for their member organisations.  Investigate what is included in your membership and make sure you are getting the most from the fees. 

Charity Days and the NFP Academy organise free training for not for profit organisations, and their websites are well worth a visit.  There are also opportunities to get funding for learning and development, such as the InterChange funding for leadership and management training.

Check out the blog comments below for some free training courses coming up soon.


4.  Investigate online training

The huge growth of the Internet has brought a wealth of resources for online learning and development, often specially aimed at not for profit organisations.

Knowhow NonProfit have a wealth of career development information, most of it completely free of charge, including videos, training courses, articles and discussion forums.

The Media Trust website has a wide range of articles on marketing and communications topics for not for profit organisations.

The Charity Learning Consortium offers a wide range of eLearning for their members.


5.  Get value for money

Sometimes, paying for training is unavoidable, so you need to make sure you get the best possible return on your investment.  Investigate running courses in-house using small training providers or consultants, as this can be less expensive than sending multiple staff members on external courses.  It also has the added advantage that the course content will be tailored for your organisation.

If you are investing with any new suppliers, eg of any new software, make sure that training is included for free or at a discount in the initial agreement.  In addition, when creating new PSLs, why not ask suppliers if they can offer any training as part of the deal?


Summary

As you can see, there are ways to continue to provide opportunities for learning and development to your staff while keeping training budgets tight.  However, your organisations will always need to invest some funds in training to make sure employees remain efficient and productive.

TPP Not for Profit is a big supporter of investing in learning and development, as it helps to keep staff motivated and reduce turnover, and makes your organisation more attractive to new recruits.  Don’t forget to check out our programme of free seminars.

We are also speaking at and sponsoring several upcoming events, such as the Third Sector Social Media Convention and the IoF Annual Convention.

The 3 stages of a successful exit interview

An exit interview is an interview conducted by an employer with a departing employee. They can be conducted via face-to-face or telephone interviews, or through paper or online surveys.

Exit interviews are a useful tool for:

• Enabling the transfer of knowledge and experience from the departing employee to a replacement or team
• Providing an early warning about sexual harassment, workplace violence and discrimination issues and measuring the success of diversity initiatives
• Finding out employees' perceptions on everything from your organistaion's culture to the office facilities and making improvements

It is important to put a positive spin on your findings from exit interviews and ensure they are used to generate suggestions for improvement, as this will help attract and retain talent in your organisation.

Exit interviews are particularly useful as they provide more objective feedback than attitude surveys among existing staff, as departing employees tend to feel free to be more forthcoming, constructive and impartial than staff still in their jobs.

Despite this usefulness, past research from TPP has established that although most employers say their organisations hold interviews with leavers, only 42% of employees have ever had an exit interview.



To ensure you get the maximum benefit from your exit interviews, there are three key stages to follow:

1.    Be prepared

The key to a successful exit interview lies in the preparation. Nothing is more frustrating than an interviewer who isn't ready, willing or able to conduct a productive exit session.

Draw up an assessment or a list of questions and areas for discussion on the basis of the individual's achievements and performance, eg:

• Was their performance consistent?
• Did they frequently demonstrate initiative?
• How was their relationship with other members of staff?

Common questions include reasons for leaving, job satisfaction, frustrations and feedback concerning company policies or procedures. Questions may relate to the work environment, supervisors, compensation, the work itself and the company culture.

• Preparation is just as important for the employee; both sides will gain a great deal from the exercise if the employee is pre-warned and has time to formulate their thoughts in advance.
• There is a chance that some employees will use the interview as an opportunity to rail against their managers, colleagues or the organisation. Providing a mechanism to focus their thoughts may help avoid this, such as following a set list of questions.
• Find a comfortable and quiet room and reduce the possibility of interruptions.

2.    Be Objective

It can sometimes be difficult to hear criticism of your employer, particularly for not for profit staff, who often have a strong emotional attachment to their organisation.  It is therefore vital to remember that the goal of an exit interview is to extract information that can be used for positive change and it is in your interest to be objective.  Exit interviews are only of use if you can look beyond your immediate emotional response and make practical and rational plans for the future.

Try to remain impartial, rather than emotional, and to ask open questions that encourage honest and considered responses, while avoiding leading and limiting questions.

Don’t just listen to what an employee has to say.  Like a normal interview, an employee’s body language can give you valuable insights into their true feelings, which can then be explored in more depth using specific work situations to put them into context.

Exit interview can be conducted by a relatively neutral party, such as a human resources staff member rather than a line manager, so that the employee will be more inclined to be candid, as opposed to worrying about burning bridges.  Some companies even opt to employ a third party to conduct the interviews and provide feedback.


3.    Be appreciative

Whatever the employee’s reasons for leaving and however critical they are in the exit interview, endeavour to ensure that they leave the interview in a positive frame of mind.  Don’t forget to thank the employee for their work for your organisation and their co-operation in the interview, and be positive about the feedback they provide.  If your organisation has benefited from the skills and dedication of the employee, the exit interview is the right time to express your appreciation for their contribution to your business.

If the person leaving is a loss to the company, it is likely you will want to leave the door open for them to return.  But even if they are not likely to return, a disgruntled ex-employee with contacts in your sector can undo months of positive brand-building.  The exit interview is a final chance to ensure they leave with a positive view of your organisation.


Summary

A successful exit interview will extract information that will assist the organisation in recruiting a replacement. It can also facilitate improvement to achieve greater employee job satisfaction and to become an employer of choice.

If you decide to use a recruitment consultancy such as TPP Not for Profit to find a successor for your ex-employee, don’t forget to feed back the knowledge gained from your exit interview, as this will assist us to find a successful and long-term replacement candidate.

Make your recruitment budget work harder with PSLs

What are PSLs?

Preferred Supplier Lists (PSLs) are an increasingly common tool for non-profit organisations of all sizes to save themselves time and money.

A PSL, also referred to as a Preferred Supplier Agreement (PSA), is simply lists of approved suppliers who have committed to an agreed rate and level of service.  You would then advise your employees to either use these agencies exclusively or to consider them first for any new vacancies.

Usually to achieve preferred supplier status, recruitment companies have to meet a range of rigorous requirements on quality, price and service capability.  TPP is a preferred supplier for many leading charitable organisations, as well as a supplier of Buying Solutions, the national procurement partner for UK public services.

Why use a PSL?

The main benefits of using PSLs are:

• Save money – recruitment consultancies included in a PSL usually offer a discount on their standard terms
• Save time – vacancies can be filled more quickly by having existing relationships with recruiters.  It also allows your employees to save time searching for agencies and easily field calls from other suppliers.
• Better quality of service – recruiters you regularly work with will understand your organisation’s values and culture well and find candidates likely to fit in
• Guaranteed level of service – the expectations of both parties are agreed in advance
• Less administration – budgeting is easier with an agreed rate and there are fewer invoices to process
• Ensures a greater level of confidentiality and security of sensitive company information
• Ensures consistency, eg that all suppliers comply with your organisation’s ethical approach

According to research, over three quarters of business owners and HR professionals don't feel that recruitment agencies provide value for money. This feeling stems from using agencies which advertise and then flood their clients with huge numbers of unqualified CVs, without adding any additional value to the service.  But by carefully selecting the companies to be on your PSL, you can ensure a good level of service and value for money.

How to start setting up a PSL

Before you start putting together a list of recruiters, it is a good idea to go through the list of benefits above and decide which are most important to you.

Depending on the size of your organisation, you could choose to set up different PSLs for each department, playing to the strengths of different agencies.  If you opt for a single all-inclusive PSL, it is important to adopt a portfolio approach and include a variety of types of recruiters, from large generalist agencies to smaller specialist consultancies.  This will give you a range of options for different types of role .

TPP has a strong network of clients and candidates in the sector, which give us access to a large pool of skilled professionals who may not be actively searching for new roles.  Larger generalist agencies may not have the sector knowledge required to develop this network.

Other things to consider are:

• How long a list do you want?
• How many suppliers will you invite to apply to be on the list?
• How will you know when you have a list you are happy with?
• How often will you review your PSL?
• Are you going to use the same PSL for temporary and permanent staffing?

Evaluating recruitment agencies

Obviously, the discounted rate an agency can offer you is a key consideration when putting together your PSL, but don’t stop there.  There are other important criteria to consider that can affect the overall effectiveness of your recruitment.  Define which criteria are important to you, rank them in order of importance and apply a scoring system to the agencies tendering.

Key considerations are:

• Does the agency understand your organisation’s mission, values and culture, and the exact nature of your roles?  An agency that works in many sectors may have a large pool of potential candidates but not the expert knowledge of your sector required to successfully fill a vacancy.

• Is the agency’s proposal suitable to your needs?  Agencies often offer added-value services such as help interviewing candidates, or running psychometric or competency based tests that can save you time in shortlisting candidates, but you only should agree to pay for services you are likely to need.

• Can the agency reach passive jobseekers?  Or will they just post your vacancies on job boards?  You need to be sure they have a network of contacts in your sector to call on.

• Does the agency meet all candidates in person before sending CVs over?  This initial screening process is essential to ensure you only see quality candidates, but can be skipped by some agencies in favour of a high turnover.

• Review the track record of that agency in filling previous roles.  How many of their candidates were selected for final interviews?  If they filled the vacancy, how long did the candidate stay with your organisation?

Maintaining your PSL

It’s important to keep reviewing your preferred supplier list on a regular basis, both to ensure that you are getting the best possible value from existing suppliers, evaluate new ones and to guard against complacency.

Finally, keep an open mind – don’t simply reject CVs from agencies not on your PSL out of hand – they may have an exceptional candidate worth meeting.

How TPP can help

TPP also has expertise in assisting our client to set up a PSL. With our expert knowledge of the local recruitment market place, we are able to advise on rates, terms and conditions and the best recruitment companies to fulfil your niche skill-set requirements.

So whether you currently have a PSL or wish to establish one, TPP have the expertise and experience to assist with your needs.

Recruiting to fit your organisation’s culture

A common scenario

Imagine you hire a new employee who was fantastic on paper and in interview, with all the right qualifications and experience.  Yet they somehow fail to live up to their initial promise and never truly mesh with the rest of the organisation, leaving themselves and others demoralised and less productive. Their personality, working style and behaviour on the job are simply inconsistent with the values and expectations of your organisation.

This situation can be avoided by taking your organisation’s cultural fit into account in the recruitment stage.

What is cultural fit?

A not for profit organisation’s culture is made up of its vision and values, combined with the individual personalities and experiences of its employees and the way in which they work together.  It includes the work methods and management style employed by an organisation, its mission and methods and often unwritten rules of behaviour.

Cultural fit is the compatibility between an individual employee’s personality traits, work style, beliefs and attitudes and the organisation’s culture.

 “Culture encompasses the shared, taken-for-granted assumptions that a group has learned throughout its history - values held in common that extend beyond the framed mission statement hanging in the lobby.” (Damian Zikakis, 2007)

The business case for hiring to fit your culture

When recruiting a new employee, it may appear vital that they have the required knowledge and skills for the role.  However, current knowledge and skill sets change over time and can quickly become redundant – an organisation’s culture is much more fixed and provides an anchor for its employees.  A new member of staff with the right cultural fit can develop their skills in the role, but their attitude and values are much harder to change.  Cultural fit cannot be developed, so it is imperative to take it into account during the recruitment process.

A candidate who fits into your organisation’s culture is likely to be more effective and create more value, and will probably stay longer with that organisation.  A new hire within a team should also help that team to work more effectively if they fit well.  In addition, if a new employee proves a bad cultural fit and leaves after a short period of time, you will have to spend more time and money recruiting again.

How to define your organisation’s culture

Before you can assess a candidate’s potential cultural fit, you have to be sure what your organisation’s culture is.  A not for profit’s culture is linked to its vision and values, so a good place to start is with the Trustees’ opinions on the organisations and their vision for the future.

This can be followed up with a questionnaire for staff members to assess their attitudes towards the organisation and its prospects, and to describe a typical personality type.  When recruiting new staff, you may not want to match this existing personality profile, but it is something you will need to take into account to ensure a good fit between employees.

More information on defining culture.

How to measure cultural fit

When recruiting, don’t just assume that your personal instincts will give you enough information about whether a candidate is likely to be a good cultural fit – these are frequently inaccurate.  There are several quantifiable methods to help you establish compatibility with your organisation’s culture.  Best practice is to involve a neutral third party who will help you make impartial assessments.

• Obviously, a central part of a charity’s culture is its cause, making passion for that cause a key requirement for any new hire.  This should be relatively easy for a candidate to demonstrate through experience, volunteering and past instances of philanthropy.

• Personality tests are a good way to measure how a candidate’s attitudes and beliefs mesh with an organisation’s culture.  The candidate fills in a questionnaire about their characteristics and the traits they would find appealing or unappealing in an ideal organisation.  This is then matched against the organisation’s culture to spot areas of alignment or disparity.

• Asking behavioural questions during the interview process is also a key method of measuring cultural fit.  Candidates are presented with hypothetical dilemmas and asked to comment on how they would solve them, or asked to provide examples of similar situations and how they behaved.  There are many examples of competency-based interview questions on the TPP website.  Panel interviews are generally a good way to get a consensus of opinion on someone’s character, as an individual can easily be subjective.

• Checking a candidate’s references is also a crucial step in the recruitment process.  You can ask referees the same questions you would ask the candidate in order to judge their cultural fit.

• Other methods of determining how well a candidate will fit within a team and an organisation include onsite visits, trial work periods on a temporary or contract basis or pre-employment socialising with relevant staff members.

How TPP Not for Profit can help

TPP are experts in hiring for cultural fit.  When beginning each new assignment, our consultants work closely with you and your employees to gain a deep understanding of what skills and motivation the right candidate should have.  We then develop a bespoke package of recruitment solutions, including detailed job and person specifications and advertising options.  We interview all candidates prior to suggesting them to ensure that they have not only the necessary skills and experience, but also the right values and attitudes.

TPP also offer our clients additional psychometric and aptitude testing, to ensure all candidates are a good fit for the organisation prior to interview or offer.

How to stop your best employees leaving

The New Year is traditionally a time when disgruntled employees consider making a change and dusting off their CVs – as many as 1 in 4 employees say January is the most likely time for them to leave their roles.

The third sector had a staff turnover of 20% in 2009/10, significantly higher than the 13.5% UK national average, and expectations of increased stability in the economy is likely to make this percentage even higher this year, as employees feel more confident about leaving their existing jobs.

So how can not for profit organisations tell if their valuable staff are considering leaving, and address underlying issues before they lead to a resignation?

Look for danger signs in your staff

Employees often make changes in their behaviour when they are feeling unhappy at work.  It is important for managers to pay attention to these indicators and not ignore them.  Typical warning signs include:

• Increasing lateness or absenteeism
• Drop in productivity
• Employee seems stressed or hostile
• Employee is much quieter than usual
• They request holiday one day at a time
• They stop volunteering and are not enthusiastic

Get to the bottom of the problem

If a manager spots any of the above changes in an employee’s behaviour and suspects they might be considering handing in their notice, they need to act fast to discover the underlying reasons.  Arrange a meeting with the staff member and keep probing to get to the bottom of the problem – don’t simply accept the first answer given.  It is important to listen to the employee’s answers and not to give your opinions of their situation or jump to conclusions.

Don’t fall into the trap of assuming all problems are salary-related.  Most employees cite pay as their reason for leaving, and in some cases this is true, but it is often used as an excuse as it is a ‘safe’ and incontrovertible answer.  As long as an employee feels they are being paid adequately, more money won't buy more motivation or loyalty.  For more information on motivations for non-profit employees leaving roles, see TPP’s recent Fundraising Recruitment Survey.

Look for solutions

Once you’ve got to the bottom of any problems an employee is having, it is vital to come up with a plan to solve them, or at least stop them escalating.  Together with the employee, a plan of action should be agreed on, and the manager must take responsibility to ensure that it is pursued.  Each action point should play to an employee’s strengths and should be an actual, not just verbal, change.

Solutions you might consider include:

• Changing the employee’s role
• Adjusting the employee’s level of responsibility
• Flexible working
• Increased employee recognition
• Better internal communications

What if they have already resigned?

If an employee has already handed in their notice, but their loss is likely to drastically effect your organisation, you may wish to consider making a counteroffer.  However, any successful counteroffer is likely to require a financial incentive, which will make the employee question why they were not receiving that level of pay before.

The counteroffer with the greatest chance of success will consist of a package of solutions, such as increased responsibility and recognition, together with a pay increase.  Of course, it is always better to make sure that such a valued employee never gets to this stage.

Is it worth the effort?

Before undertaking any action, you need to weigh any possible consequences against the value of the employee.  In some cases, the departure really is best for both parties. An unhappy employee is difficult to manage, tends to disrupt the effectiveness of his or her team, and will most likely leave eventually anyway.

However, for your most talented people, a concerted effort to solve their problems can lead to them becoming even more motivated and loyal to your organisation.

Case studies

Here are just a few examples of charities that have successfully implanted strategies to reduce their staff turnover:

•    Cancer charity, Marie Curie
•    Disability charity, Leonard Cheshire
•    Youth charity, YouthNet
•    Health charity, Autism Plus
•    Tower Homes, a London housing association
•    Children’s charity, Children’s Links

How TPP Not for Profit can help

One of the best ways to increase your employee retention is to hire the right staff in the first place.  Taking your time and getting expert advice can help you find exactly the right person for you team, meaning they are more likely to stay long-term.  TPP’s consultants are sector specialists who can give you advice on benefits and remuneration packages and make sure you find exactly the right employees.

For more information, contact TPP Not for Profit on info@tpp.co.uk or 020 7198 6000.