44 . Glasgow Business February 2017


”In order to retain good people, employers have to be more flexible than ever”


Europe, it employs more than 11,000 people and has its own conference and training facility, GTG Training Limited. Trough GTG Training, Arnold Clark


“A lot of companies still don’t properly


consider issues such as culture, fit and a person’s ability to change within an ever-growing environment.” Tere needs to be a recognition, Brian added,


that the demands and expectations of those who are being recruited have changed. “Traditionally, people have sought permanent work and job stability. However, these days they are more likely to be looking at things like work-life balance and a more agile working environment.” It is also, he says, about predicting the future


and preparing accordingly. “Because of the digital revolution, a lot of the skills we’ll need don’t actually exist yet. Tat obviously affects the candidate pool as, going forward, people who do have those skills are going to be in demand. “Terefore mindset, and an employer’s


ability to measure a potential candidate’s mindset, will be as important as the technical abilities they possess. Hudson Pulse Mindset is a fully accredited online assessment tool which is increasingly being used as part of an organisation’s selection process.” Technology is also blurring the lines between


different disciplines, meaning recruiters now need to be more aware of the extent of a candidate’s rounded skill set. Tere also needs to be an acceptance that more and more people are seeking freelance careers and so are wanting to work on that basis. “Tey are looking for project-based work – once the contract is completed, they move on. “In order to retain good people, employers


have to be more flexible than ever. Te new world we are in is completely different to the traditional nine-to-five routine. And companies


also need to consider bringing in people from a multitude of different backgrounds. A lot of organisations are quite progressive but still have an imbalance, including in the proportion of men and women.” Internships can also be a useful route to


recruitment, Brian believes. “Companies such as those in the Big Four now recruit directly from school – there’s a lot of talent in people who don’t necessarily have a university degree, though some employers will put them through their own in-house programme.” Douglas Turkington, Business Manager in


the Accountancy and Finance Division of Reed Specialist Recruitment, said that a good recruitment process should have transparency if it is going to atract the best people. “Tey have to understand the role they are


coming into, the challenges they will face and the tasks they will do on a daily basis. Tey should also be able to understand the challenges and strategy of the organisation.” He says succession planning is also important


– that is, ensuring that if someone does leave, there is someone suitable in the company to replace them and then to backfill their role when they step up. “Retention really is about geting the right


person to start with. People will stay if they feel challenged and satisfied in their role. Tey want to see that they are making a difference. But it’s not just about skill set – mindset is important too, and you can’t train for that.” One Scotish company that fully realises the


importance of top-class recruitment, retention and training is the Glasgow-based Arnold Clark Group. One of the largest car dealer groups in


provides quality training and education for its own employees, as well as companies throughout the UK, including major banks, emergency services, the NHS and many local authorities. “Quite simply, recruitment and training are


of the highest importance to us – it’s an absolute priority and this year [2017] we plan to focus on staff welfare and other issues,” said Jacqui Sherry, Arnold Clark’s Group Recruitment Manager. Te group has a broad but robust


recruitment policy. “We use jobs boards, social media like Facebook and LinkedIn, and referrals from our existing staff. We do encourage people to come and join us, though our recruitment processes are quite stringent – we normally do two interviews and reference and background checks. “We’re also very keen on personal


development. All of our staff are invited to atend training sessions and we will also help people if they want to do assisted learning.” Tere is also, Jacqui said, a strong emphasis


on internships and apprenticeships. “We offer interns places in areas such as marketing, accounting and finance – we do see it as a good way of looking for the staff of the future. “Plus we offer about 200 to 250


apprenticeship places a year as well as bringing in people from school for work experience. We ensure that every week they spend with us is beneficial to them. We do lots of work in schools and do try and encourage anyone who shows interest to apply to work with us. “It’s very important to us to promote the


automotive industry as a great career option for females. We understand that it takes a diverse spread of ability and perspective to make a successful business, and value every opportunity to welcome fresh faces and ideas.”


Do the right stuff to get the right staff


Recruitment and training should never be seen as a chore – they’re vital to the future of a company or organisation. So it’s well worth spending time getting it right. Bigger companies will often


have dedicated HR and recruitment departments with an intimate knowledge of the needs and priorities of the company or organisation.


Another route to getting the


right staff is to use a recruitment consultancy. The process is simply too important to skimp and save. Wading through what can often


be hundreds of job applications and selecting a list of candidates for interview can be a tricky and wearying procedure. A good consultancy will do this for you. It’s also often the case that


recruiters have access to first-class candidates who may not otherwise see your job advert. They can also carry out the referencing, qualifications and suitability checks before interview, allowing you to concentrate on selecting the right person. Consultancies rely on their


reputation to build their credibility. That means they will only send


you the highest calibre of potential employees, working to ensure they are suitable for the role. Finally, they’ll want to build a


long-term relationship with you. The more you work together, the better understanding they’ll have of what you need. And that should mean your recruitment and retention keeps on getting better and better.


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