CE People
Shake the tree and recruit for all the right reasons
Some serious questions have been asked at CE People lately, and after careful consideration the company has announced that it has appointed its fi rst HR consultant to support its expansion. After a successful fi rst year, founders Claire Butcher and Emma
T ompson saw the need for an additional member of the team as the HR specialist’s client base and service provision continued to grow. In August, Soeli Hansen an experienced HR professional joined
the team in a move that Claire and Emma believe will allow CE People to evolve organically, a positive change that will benefi t the company and its clients, but one that is well thought out – as all recruitment decisions and onboarding should be. Emma said: “We’re HR professionals but even for us, it is
something we have had put a lot of work in to make sure we get it right. We’re delighted that Soeli has agreed to come on board, but like any other company, there were questions to answer before we decided to grow the team. “A lot of our clients come to us for advice when they think they
are ready to recruit, and this has been an interesting exercise for us because it is never something a business should rush into or take lightly.”
T e recruitment process can feel daunting, so there are some
key questions to ask, including who is the right person for this role, what exactly will they do, whether the business can aff ord another person, and whether they will they fi t in with the team and the company culture? Claire said: “We advise starting with what we refer to as ‘shaking
the tree’. Look at all areas of the business in depth and decide what you need from a new employee – have you got the skills in-house, or could you develop existing talent? It’s a big step to take, particularly if you’re taking on your fi rst employee, and it might be that you come to the conclusion that you don’t need anyone yet, and that’s fi ne. Recruiting for the sake of it is never recommended – only once you’ve shaken the tree and made a decision should you move to the recruitment market.”
Building a successful team ■ Transparency – consider whether the role needs to be full or part-time, an apprentice or an independent contractor. Listen to your staff regarding what they think the role should bring to the business. T e next step is benchmarking. Draw up a job description and a list of responsibilities, then use market data to set a realistic salary bracket, then balance that against your existing pay structure and rewards package. By outlining your expectations, you ensure everyone has an understanding of roles, pay grades and business culture.
ALL THINGS BUSINESS | 48
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84
