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Shaping Common Purpose
AIMS tries to transfer to the managers, researchers and recruiters, the necessary skills and attributes for selecting and hiring people that perfectly fit the mission and culture of the organization.
Starting with 2000, the AIMS consultants have developed specific training programs to increase the efficiency of the employee recruitment, assessment and development processes. The “Interview Techniques for an Efficient Assessment” (Get Top Talent on Board) course is structured around the most important aspects of interviewing, assessing and selecting candidates.
AIMS also offers training programs for Assessment and Development Centres, Outplacement and Research and also for the Performance Evaluation.
These training programs are based on information regarding the most recent worldwide techniques, and especially on the 20 years of experience the AIMS consulting team has in recruitment processes.
“If you think training is expensive, try ignorance” – Peter Drucker
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| Case Studies |
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Client: Multinational Company
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Field: Business Process Outsourcing, Technology Information and Equipment
Situation
The scope of the client was the expansion of the services centre in Romania, which foresaw a mass recruitment process for entry level support positions, specialists and middle management. In this process, the selection and recruitment was carried out externally, as well as internally, and the recruitment process involved the HR officers, as well as the managers. The latter participated at the interviews, assessments and are responsible for taking recruitment decisions.
The great number of positions that that had to be covered and the short time available in which the process had to be finished imposed a certain recruitment homogeneity, especially from the point of view of assessment and decision criteria.
AIMS approach
The assessment and development centre was one of the instruments used for identifying, assessing and developing potential candidates for a wide range of open positions. In this case, the role of the managers was of observers together with the evaluators. The AIMS consultants have carried out an assessment training program for the managers involved in the process as observers.
The structure of the assessment training was the following:
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Assessment Centre versus Development Centre
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The phases of an Assessment & Development Centre :
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Position analysis
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The design of the assessment structure : skills and behaviour indicators
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Select the adequate exercise mix
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Plan the assessment day
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Carry out the assessment
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The discussion of the evaluators
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The result of the assessment : Draw up the Assessment report
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Feedback session with the participants and decision makers involved in the project
Result
Following this training, the managers involved in an assessment process, whether a component of the recruitment process and/or of the assessment and development, were able to make a more objective recruitment decision and more accurate than within an interview. They were also able to draw up a coherent development plan, centred on the critical components for performance in the respective position.
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Client: Multinational Company
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Field: FMCG, with production and export activities
Situation
The economic context caused the reduction of the external recruitment budget, and the managers were forced to manage the recruitment process on their own. After the Training Needs Assessment, the resulting major challenge was to identify the concordance between the organizational culture and the values of the candidates, the compatibility of the candidate with the organization from the point of view of the intangible/immeasurable aspects, respectively the personality of the person vs. the organizational personality.
AIMS approach
The Training Needs Assessment evinced the fact that the major challenge was to find candidates with values compatible with the company’s culture and a personality that matches the organization’s personality.
The AIMS consultants have identified the current organizational culture, the written and unwritten values of the company. Then the recruitment process tried to identify the set of questions that can be addressed to the candidates, so that the managers can establish how well the candidate is compatible from the point of view of values with the organizational culture.
Result
One year after the recruitment course for managers, the success rate of the internal recruitments was 100%. The new employees reached the performance level after three months, as compared to six up to nine months in the past.
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Client: Consultancy company formed of two Consultant teams and a Sales team
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Field: Software, implementation of ERP systems
Situation
Following the clarification of the vision, values and business objectives in the fall of 2008, the company performed together with AIMS a development project for the HR system during 2008 – 2009. The first step was to draw up job descriptions with clear performance indicators connected to the business objectives. The main objective was to create a performance assessment system and connect the results to the employee’s compensation system. The project was successfully concluded in 2009.
In 2010, the need arose to strengthen the connection between the individual results, the development needs and the compensation system. The three team coordinators carried out a training course for leading the performance assessment process of the employees.
AIMS approach
The AIMS consultant delivered the performance assessment training in two workshops of six hours. During these workshops the following were discussed: the performance indicators, the objectives, classifying the employees in a performance class and the manager’s employee approach method in each phase of the performance management process (setting the objectives, permanent monitoring – feedback regarding the performance, mid-year assessment, final assessment).
Subsequently, the AIMS consultant accompanied the team coordinators in the assessment dialogs carried out with each employee, with the scope to support the development of the skills needed to lead the assessment interview through “live” feedback.
Result
The assessment and compensation system has become very clear for all the company’s employees. The team chiefs have become aware of their role to follow the performance during the entire year. This has lead to a better performance, due to the frequent communication focused on this theme between the manager and employer.
The development of the coordinators’ skills to offer feedback and to lead the assessment dialogue has increased the employees’ trust in the correctness and fairness of the final assessment.
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