People/HR Transformation, appointing the right candidates to deliver the expected results…

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Do you have all the team insight you need to support your HR/People function transformation appointments?

Any form of team transformation is disrupting to your people, even the smallest change can cause concern and certainly wholesale transformation can impact both your people and potentially the service provided to managers and colleagues.  Therefore, getting it right first time is critical.  As a senior HR practitioner who has worked in three global organisations across both the private and charity/public sector I have been involved in my fair share of people/hr transformations

Assuming that you’ve completed all the initial stages of the Organisational Design correctly (and that will be the subject of a further blog) you then have a number of key decisions to make about your team and appointing them into new or redefined roles within the revised structure.  This is the stage that can often cause the most anxiety to your people and unfortunately is often the stage one that we can still get wrong, both in the short term (i.e. just making the wrong appointment) or in the medium to longer term as you don’t achieve the measures or Key Performance Indicators you set out to deliver, even with a robust assessment process.  So why is that?

Generally, we make those appointment decisions (outside of a redundancy/at-risk process) on the basis of an interview and possibly a behavioural assessment, using one of the many tools in the market – such as Hogan, MBTI etc.   Interviews are a good tool when used effectively and they are a good way of testing a candidate’s technical and behavioural skills and ultimately their experience.  Behavioural assessments can also provide useful insight into a person’s ability in areas such as influencing, reasoning, perception etc.  So why therefore do we still make the occasional wrong appointment or appoint a candidate that doesn’t deliver the expected results?

What’s probably missing is impact i.e. where does a person get their energy from to do the job you need them to do?  A good example could be that you now need a Head of Learning & Development to focus on delivering a new and innovative approach to undertaking learning in your organisation.  You have a previous incumbent who is technically very strong at L&D (so understands all the existing tools/models and has a track record of delivering robust L&D interventions) however they don’t seem to be able to develop new and innovative solutions to meet the organisational ask.  The likelihood is that the person may struggle to fulfil the brief they’ve been given and therefore could move, leave or be performance managed out, even with coaching support because the new role doesn’t align with how their derive their energy

That’s where the GC Index can provide an additional level of insight to your decision making. It helps you and the individual understand where they get their energy, so using the example above you may have a really experienced and technical L&D Head who is probably a great Implementor but what you actually need is a Game Changer or Strategist who has the ability to generate new and different ideas (within their specialism) and has the determination and then technical ability to make them a reality – therefore meeting the objective you set

To find out more about how InFocus HR can use the GC Index to help you get the right team into your People/HR Function then click on the link below and get in touch via the website below or via our Powered By the GC Index partner site

InFocus HR

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