Credibility – HRM Now! by Top Hat

Serving the Candidate as a Customer

January 20, 2020 by esoostar

As humans, it is natural to have certain reactions when we meet a new person. These reactions shape our perception of the other person. They also determine whether or not we want to continue to engage with that other person. If the experience with the other person is positive, we enjoy our mutual interactions and look forward to extending the time we spend with each other. If the experience of engagement is negative, most of us look forward to cutting off the time spent with that other person as quickly as we can.

With this in mind, the recruitment role taken on by the human resources practitioner can make or break a candidate’s job-seeking fortunes. As recruiters, we may find ourselves reacting to a particular candidate based on our own individual and personal perspectives. If the personal reaction is positive, the recruitment process with that candidate continues. If the reaction is negative, the process with that candidate stops. Either way, our responses as recruiters, in this type of approach, are based on our own self-interests and are not in support of the best interests of the organization that we must represent. The results from this type of approach are not good: the business interests of the organization are not met; the valid interests of the job-seeking candidate are not met; and the legitimate interests of meeting our human resources’ legal, ethical, and professional obligations are not met.

In order to meet the legitimate interests of the business and recruitment process, viewing the candidate as a customer can provide assistance in shaping the recruiter’s frame of reference. A customer service approach for the recruiter is explored in this article posted by HRD magazine.

As noted in the article, when the recruiter is able to use a customer service-based approach, the candidate and the recruiter both experience a better process. The result may be the same in that the candidate is not the successful choice for the organization; however, the credibility of the hiring process and its results are not put at risk when the recruiter has done their job by serving in the best interests of others.

Discussion Questions:

If you experienced ‘ghosting’ by a recruiter during a job application process as a candidate, what impressions were you left with of the recruiter and the company you wanted to join? Would you re-apply as a candidate in the future?
From an HR perspective, how can you monitor and adapt your personal reactions (positive or negative) during the recruitment process in order to maintain objectivity and reduce recruitment risks?
In your opinion, what is the value of using a customer service-based approach for job candidates? Explain your rationale.

Coaching for Best Practice

September 7, 2016 by esoostar

Team of paper doll people holding hands — STILLFX/Shutterstock

One of the many joys that come from working as a Human Resources professional is learning how to stay open to opportunities that spur personal growth. Every day, the practice of Human Resources is a little bit different given the variety of connections and communications we have with others. Through these connections and contacts, we can make the choice to foster learning and improve our own HR practice by reflecting critically on our views and actions in interpersonal organizational behaviour.

How can we improve our own HR practice so that we can help improve the organizational practice of others?

The concepts embedded in coaching may provide us with some simple steps to include as part of our individual HR practices. In his article, Six Coaching Tips for Your Organization, Charles Qabazard outlines six techniques for effective coaching that translate directly to effective HR practices.

Click here to read the article.

In any organization, the Human Resources function involves listening, asking questions, focusing on solutions, goal orientation, cultural awareness and follow up. Each of these six techniques, on their own, seems pretty simple. When they are pulled together by the thoughtful HR professional, they become powerful coaching tools that elevate the credibility and the role of HR in any setting. In order to be an effective organizational coach for others, we need to ensure that our own coaching skills are in practice every day.

HR practice really does make HR perfect!

Discussion Questions:

Of the six effective coaching techniques, which one is the most important to you?
How does cultural awareness improve the practice of HR?
How do you ensure that you are perceived as a credible professional?
If you were to advise your current boss on these six techniques, which one would you emphasize for organizational improvement?

Education, Skills and Experience – Willing to Relocate?

March 3, 2016 by esoostar

Maybe Not!

It seems to be a ridiculous notion, that, by having to move from one location to another, one might become less valuable in the economic marketplace. This concept becomes even more ridiculous when considering the level of highly competent individuals who have worked diligently to earn formal professional credentials and carry with them years of professional training, expertise, and experience. Yet, when these highly competent and trained individuals move from their home location to a new part of Canada, this is exactly what happens.

A recent report, Brain Gain 2015: The State of Canada’s Learning Recognition System issued by the Conference Board of Canada focuses on this issue.

Click Here to Read the Full Report

Click Here to Read a Summary Article

As noted in this article, Canadian workers stand to gain billions of dollars in economic gains should provinces recognize formal accreditation, training, and standards acquired from different places around the world. When Canadian workers gain economically, there is a direct connection to the Canadian economy gaining as a whole. However, this seems to be an untapped area of possibilities and opportunities.

This lack of recognition of credentials and learned expertise is not a new concept. We see, hear, and read numerous accounts about the loss of employment credentials particularly focused on internationally trained immigrants coming to Canada. There are numerous stories of dedicated and trained professionals landing in Canada who end up taking employment opportunities well below their career capacities.

What is not often highlighted, however, is the notion of province to province employment migration resulting in a similarly significant potential loss of credential recognition.

As Human Resources professionals, we too must face this challenge. For those of us practicing in Ontario, we are able to earn credentials through the Human Resources Professionals Association resulting in one of three Canadian designations; CHRP, CHRL or CHRE. Other provinces have their own credentialing bodies or professional association requirements.

It would certainly be a shame to lose the credibility of these earned credentials if one moved from Ontario to another province or vice versa. Should fully trained, competent Human Resources professionals with years of experience, knowledge, expertise, and credentials expect to lose economically when transferring from one province to another?

There does not seem to be any benefit from this potential loss to anyone. The gains, on the other hand, from recognizing what has been legitimately earned seem to be significant.

Discussion Questions:

Would you move to another location/country for work purposes if you knew your earned credentials or learned experience would not be recognized?
How would provincial economies benefit from recognizing external credentials?
Why do you think out of province and/or out of country credentials are not recognized?
What is the value of learned experience from your perspective?
Would you rather get advice from an HR professional who has ‘education’ credentials and ‘minimal’ experience or from an HR Professional who has years of experience and ‘minimal’ credentials?