HR Corner Strategic recruitment boosts business prospects by Charles Mak Referral programme improves chances of finding the best candidates In just six years, Carmen Sze, human resources and administration manager for Spin Master Toys Far East Limited, has helped to build a 100-strong workforce in Hong Kong and, not surprisingly, has clear views on what it takes. "Many people have said that an HR department is just there to spend money, but they should also realise what we do serves the broader objectives," she says. "By supporting the company's business development needs and helping to generate bigger profits, we are a real strategic partner." In fulfilling this role, Ms Sze always keeps in mind the company's long-term goals and looks to anticipate evolving HR needs when recruiting. This requires foresight, careful planning and flexibility. "The general trend is to focus more on assessing a candidate's competencies instead of specific industry experience," she explains. "For example, we are in the toy manufacturing and distribution industry, but may hire someone with a strong background in electronics for a merchandising or sales position. This looks to the future and brings new expertise into the company." Ms Sze adds that providing equal opportunities and diversity in the workplace is also vital for successful recruitment. In recent years, it has become increasingly difficult to find good merchandisers with the experience and communication skills to deal with major clients such as big US retailers. To meet this need, Spin Master has therefore started to hire people of all nationalities. With their ability and professionalism, they have settled in well, and the number of non-Chinese among the workforce seems sure to grow. By supporting the company's business development needs and helping to generate bigger profits, we are a real strategic partner Appropriate channels In order to make the recruitment process as efficient as possible, the company uses different approaches depending on the positions available. Consequently, when looking for senior executives and managerial staff, they may work with personnel agencies and executive search firms. "Those channels can offer good research and help to filter applications or identify potential candidates," Ms Sze says. "It can save us a great deal of time." Online platforms have proved a useful and cost effective way of advertising and have generally produced a good response. However, there is a downside. "Since online job tools are easy to use, some candidates may submit their CV via the computer system without really considering if they are well suited for the job or really want it," Ms Sze notes. "If invited for an interview, they may not have a clue what to say or may have already landed a job somewhere else." These comments are based on experience, since Ms Sze has found that, on average, only 10 per cent of online applications match the company's requirements, compared with 80 per cent of those recommended by recruitment agencies. Personal networks In addition, a referral programme has been developed. Through this, current employees are encouraged to recommend ex-colleagues or other contacts with the necessary skills and right mindset to make an effective contribution. Staff who refer someone who goes on to satisfactorily complete the three-month probation period receive a cash award. "Existing staff have already developed an understanding of the company," Ms Sze says. "They know what kind of people we're looking for and can often come up with a perfect match." Even though the referral programme has achieved an almost 100 per cent "hit rate", all such candidates must still meet a standard set of criteria and go through a typical interview process. This includes meetings with the HR department, line management and, if all goes well, a "third party" interview before finalising an offer. "Whatever the role, good communication skills are essential," says Ms Sze. "During the third party interview, a candidate will meet the manager of a department they may later deal with on a daily basis. For example, a prospective merchandiser would meet the logistics manager who would then give us impressions and advice about the candidate." At the beginning of each year, the company's likely recruitment needs are assessed based on projected business growth. There then follows a period of careful planning to make sure the company is presented to candidates in the best light and that resources are used effectively. "We can attract good candidates because we are famous for our innovative products, particularly among merchandisers and salespeople," Ms Sze explains. To back that up, though, she ensures that job responsibilities are clearly spelled out and pay and benefits are at a suitable level for people who aim high and want to achieve. Salient points - A good recruitment strategy can help generate bigger profits - Focus on assessing competencies rather than specific industry experience - Personnel agencies and executive search firms can assist in filling management roles - Referral programme adds an extra dimension - Third-party interviews determine candidates' communication skills - Good company reputation can help to attract quality applicants Taken from Career Times 5 January 2007, p. A20 Your comments are welcome at [email protected]