Eloquence is the art of expressing yourself with ease, emotion, and conviction. It also means exposing yourself to the gaze and judgment of others, but above all, it is a matter of sincerity. It is a skill that is often innate and necessary to the legal profession (lawyers) and journalism, but also to all professions that involve a relationship with clients, as they must be effective in the outcome of their conversations.

 

This exercise requires overcoming your fears and preparing yourself to have a structured discussion that is listened to and appreciated. I must say, it is much less comfortable than the written word!

 

Mastering your rhetoric is the key to being effective and getting your message across, but also to gaining charisma and leadership.

 

Our objective is to give you the essential notions to be efficient and, if you like it, why not continue your learning of “ORATORY ART” by building your character and style.

 

Prepare for your interview by mastering your topic

Organise your ideas, structure, and write your speech – make it your own. Learn your introduction and conclusion off by heart. Avoid digressing or getting lost and make sure you deliver a single message around a strong idea.

 

A mastered technique will allow you to present the subject, the facts, then the argument and the conclusion.

The subject and the conclusion must be MEMORABLE.

The facts and argument must be CONVINCING

 

Work on your “punchline” to make an impression.

 

Adapt to the speaker and use the same jargon.

Words must be understood so use the same language as the person you are speaking to. For example, use appropriate professional vocabulary to show that you are comfortable with technical or common terms, and so that your speech has an impact.

 

Avoid and correct language tics: too often we hear “um” or ‘uh’ at the beginning or end of sentences and that can break the rhythm and clarity of your speech!

 

Work on the INFORMATION, yes, but YOU are just as important:

Manage your stress as well as possible and have confidence in yourself.

Believe in yourself, and be reassured. Playing with your personality, your appearance, and expressing yourself with sincerity and authenticity will allow you to considerably improve your performance and the scope of your speech.

Don't recite your speech, LIVE IT!

Use and control your voice, find your tone, and your own way of expressing yourself with your personality. Don’t curb your emotions – play with your “pathos” to reveal your personality, and your panache. To do this, use anecdotes, testimonials, or a story of your success.

 

Having an audible voice, an appropriate rhythm, and a warm presence, are all elements that will keep your interviewer on the phone!

Don't forget THE POSTURE

The verbal message is inseparable from the corporal message and the image that one sends back, it is thus imperative to align your body language with your eloquence.

 

Good posture helps you to capture the audience’s gaze, and depending on the professional environment in which you are in or the message you want to convey, you will have to adapt your posture and your gestures (be wary of: exiting with arms folded, having your hand in front of your mouth when speaking, looking down when speaking, and nervously playing with a pen).

Work on your pitch, rehearse your speech

Practise in front of your friends and family to get your speech down to the last word. Filming yourself is an excellent method that will allow you to have a faithful reproduction of your performance (your voice, your gestures, your hesitations etc.) and thus identify your areas for improvement.

 

This exercise will also allow you to manage your time. Everything counts in the first 30 seconds.

 

Finally, to make it definitively meaningful, get inspired by TEDtalks (Technology Entertainment and Design) which is a good introduction to successful speaking.

 

And to go further, CrossRoads suggests you work on your performance in the interview, to manage your stress and to develop your confidence and your self-esteem to capture the attention of the recruiter.

 

CrossRoads, the “training and personal development” division of the recruiting firm SP SEARCH, offers tailor-made solutions to stimulate your potential, restore your confidence, and create the perfect combination between your skills, your personality and your professional goals. A multidisciplinary team of experts will help you to reshuffle your cards and to identify what you are made for, but above all, to accompany you at each stage of your development.

In practical terms, CrossRoads means :

⌯ A training program “Chase your dream jobto get the job that suits you.

⌯ A program of introspection and self-awareness to enable you to “Assess the situationand to give a meaning to your career (professional assessment, skills assessment, assessments). 

⌯ An individual coaching program “My personal coachto find solutions with the help of experts in their field (HR, recruiters, lawyer, negotiation consultant, training in English, support in setting up a company, etc.).

 

AN IMPACTED TEAM, A FRAGILE ORGANISATION

A company’s performance is often weakened by stress, conflicting interests, or internal issues. The causes are not always visible, but they can have a subtle effect. 

 

While managers are, in theory, trained to deal with conflict, the solutions put in place to defuse the situation can have an amplifying effect. The neutrality of their status can sometimes be called into question due to their decision making power, which in turn can have negative consequences. A disgruntled employee will see it as a position taken by their management contrary to their interests rather than searching for a solution, support, and recognition. Hell is paved with good intentions!

 

If an employee believes the company has treated them unfairly it can be a detriment to their team, performance, and attitude. So when all attempts have been unsuccessful, mediation can be the emergency exit, an exit from above.

Having mediation integrated in the social strategy of companies enables them to overcome internal tensions using an external, objective, and impartial party. 

 

Using a third party to resolve a crisis is the best alternative to the legal option, which could be long, expensive and often painful for both parties. The mediator or expert will, through a properly structured process, propose amicable solutions in groups and/or for individuals based on their listening and their ability to analyse the root of the problem. It is easier for people to open up to someone outside of their company, especially when the process is confidential. 

 

The expert will be able to cross-check points of view, analyse the root of the conflict, develop a strategy, and bring people together to find a consensus that will work for all parties. 

 

In 2019, 70% of mediations were successful, which is a major improvement compared to the management of labour disputes that keep individuals in conflict situations with a hypothetical outcome. 

 

A disagreement should not be viewed as an attack. Using a lawyer can put one in a position of hostility that can be detrimental to any form of reconciliation

 

The breakdown of communication is often experienced by someone who is unhappy and drifting in their organisation where they have become a stranger (lack of direction in their role, no development prospects, poor management, lack of recognition, or willingness to change). Other toxic situations, such as harassment, have led to a rise in a new type of support, social negotiation coaching

 

FIND THE RIGHT POSITION

In recent years, support for “professional divorce” has become more democratic in France, inspired by the model of negotiating social relations in the United States. “NEGOCIATE” means “DISCUSS” and not “take offense“.  

This approach has intensified with labour law reforms, the alternative to amicable solutions imposed by judges since March 2019 and the acceleration of corporate restructuring. 

 

The role of experts in negotiation is to bring a new perspective to both parties. Analyse, find the issues, and encourage a willingness to find a solution that will be liberating. The involvement of a coach is paid for by the requesting party on the basis of a fixed fee and a success bonus (a percentage of the compensation obtained at the end of the negotiation).

 
mickaella amar crossroads

Mikaella Amar, an expert in complex strategies of influencing and professional mediation, and a Certified Professional Mediator, explains her mediation framework, in immersion in the company or in coaching sessions for executives and managers. 

“Mediation by an expert allows both the company and the employee to assess the available options when communication has broken down or when discussions no longer make any progress. The mediator’s expertise lies in analysing: a situation, an environment, and the people involved, then defining the tools that will enable the best option to be chosen for each situation, and to maximise it. Making a difference by using all the potential options that the strategy of influence offers us, as opposed to a process that is only legitimate by the contractual framework, be that: human, political, psychological, cultural, or economic. The interests of both parties is at the heart of the debate.

During a major transition, it is necessary to anticipate and prepare as early as possible in order to avoid significant emotional and professional damage. The idea is to focus on a strategy of influence to bring the parties to negotiate, and to avoid destructive and counter-productive disputes today, and more importantly, in your future. The manager concerned can then rebound better, obtain financial recognition, rebalance the relationship, and separate on excellent terms. Employees undergoing career transition imagine themselves in a weak position, but that’s not true! This experience will transform them and turn their weakness into a strength. 

 

In a negotiation, it is important to be aware that you are interacting with people, you are in a human environment. It is therefore essential to identify the right person, the one who, through the influence strategy, will have assimilated that the best possible option is to reach an agreement. You will have to find your Achilles’ heel. The employee then regains confidence because they re-establish their rights, their truth, their influence, and reshuffles their cards to build their future. Put into dialogue the political sense and finesse to know: who to talk to, what words to use, when to act, and identify the breaking point in the negotiation to get the maximum out of it. This is the DNA of my proven method to find the best possible agreement! ».

Alleviating resentments and social tensions is now possible outside of a courtroom. Faster (interventions last on average 2 months as soon as they are started), less expensive (the average cost shared between the parties is estimated at 6,000 euros), and more virtuous, mediation is the advocate of the good to regain this position where you increase efficiency and serenity. What if CrossRoads has YOUR solution?

A PROPOS DE CROSSROADS

CrossRoads, the “training and personal development” division of the recruiting firm SP SEARCH, offers tailor-made solutions to stimulate your potential, restore your confidence, and create the perfect combination between your skills, your personality and your professional goals. A multidisciplinary team of experts will help you to reshuffle your cards and to identify what you are made for, but above all, to accompany you at each stage of your development.

Mikaella Amar joined the CrossRoads team to bring her expertise in influencing strategy and negotiation, to accompany you in a complex situation when it seems insurmountable or simply when your desires push you towards something else.

 

In practical terms, CrossRoads means :

⌯ A training program “Chase your dream jobto get the job that suits you.

⌯ A program of introspection and self-awareness to enable you to “Assess the situationand to give a meaning to your career (professional assessment, skills assessment, assessments). 

⌯ An individual coaching program “My personal coachto find solutions with the help of experts in their field (HR, recruiters, lawyer, negotiation consultant, training in English, support in setting up a company, etc.).

 

→ A blessing in disguise

« Crises, upheaval and illness do not happen by chance. They serve as indicators for us to rectify a trajectory, explore new directions, experience another life path.” Carl Gustav Jung

Each of us has lived through lockdown in a different way, however it will remain an enlightening life experience in many ways. For a lot of us, this sudden and brutal upheaval has caused a strange feeling of no longer being an actor in one’s life, of having become a spectator.

Sometimes likened to a real slap in the face or to an infringement on our fundamental freedoms, this particular phase of life was a shock that tore off some of our blinkers to confront us with our existence and their meaning.

In the end, it was perhaps not so much lockdown in itself that was the most difficult to get through, but in fact it was seeing a life taking shape before our eyes that did not really correspond with our aspirations.

For some, lockdown was a beneficial time to take a critical look at one’s life and to make the necessary adjustments in order to start afresh. Whether it’s reshaping something – from either a professional or personal point of view, be it light or radical, some associate making life changing decisions with (re)taking control of their life.

 

→ They took the plunge after lockdown

« Moments of crisis produce a doubling of life for men”. François-René de Chateaubriand

Numerous stories on post-lockdown changes are pouring out online. Lockdown has allowed some to take action after thinking about change for a long time, and for others it has been a trigger..

 

This is the case for Marc, 42, sales director in IT : « lockdown has made me realise that I have devoted the last ten years to my professional life. A lot of travel, an attractive salary, and interesting projects, but at what price? I felt that I had put my private life aside, and my priorities have changed. ».

 

Apart from the desire for a better work-life balance, other sources of motivation and inspiration include the following :

  • The search for meaning in one’s work,
  • The need to find oneself and to be in tune with one’s values,
  • The thirst for freedom,
  • The search for pleasure in the projects undertaken,
  • Access to a better quality of life.
 

→ Renewal is a long-term process !

As Philippe Gabillet points out (“The Art of Changing Life in 5 Lessons“), those who take the plunge by making life changing decisions are significantly fewer in number than those aspiring a renewal.

 

Although we read in many books that the possibilities are endless, the restrictions (social, economic, etc.) that we face cannot be ignored. Therefore, they should be evaluated so you can understand how they could be adjusted in order to facilitate a change.

 

Making a change is far from insignificant : apart from the personal work to be done on oneself (self-reflection, personal development, etc.) it’s the weight of one’s environment that is a major obstacle in taking the step. Changing one’s life means getting out of one’s comfort zone, succeeding in freeing oneself from the gaze and pressures of others, and drawing on one’s personal resources to implement concrete actions to open up to the unknown.

This profound evolution can be experienced as a renewal for some or as a source of anguish for others. Therefore, this project is not to be taken lightly. Awareness, reflection, clarity, and courage will thus guide us towards new horizons and new spaces of freedom – both individual and collective.

To live is not only to change, it is to keep moving forward!

 

Does this sound tempting? 

SP SEARCH consultants will support you with your journey and the fruition of your new life project.

 

Feel like reinventing yourself ?

Whether you are working part-time, from home, or have been furloughed – if you already had doubts about your professional future, you now have more time to think about it.

 

According to an Ipsos survey of 1,025 employees aged 23 to 55, 74% say they will be “psychologically absent” from work in 2019.

 

If that’s the case for you, why not take advantage of the lockdown to think about what’s next and consider retraining?

1. Take a look at your career plan

You may have been wondering for months or even years about your place in the company or about your job itself.

 

Use your “free time” to reflect on your current professional situation.

 

  • Are you fulfilled in this position? In this company?
  • Do you have the opportunity to quickly acquire responsibilities and opportunities for development?
  • Do you feel that you have a good work-life balance?
  • Are you working towards your professional dream?
 

If you answered ‘no’ to most of those questions, it’s time for a change. Know that you are not alone!

 

93% of working people have already thought about retraining; 38% of them have taken the plunge and more than half aspire to do so (study conducted online by NouvelleViePro.fr among 2,083 French working people aged 18 to 64).

 

If, like many people, you feel that now is the time for you to evolve, but you need support, the skills assessment is a good way to see things more clearly.

 

 

2. Skills assessment vs professional assessment: what’s the differences?

Before even talking about the purpose of these two methods, it’s essential to remember that the professional and skills assessment are at the service of the employee and not the employer.

 

Nevertheless, they both serve distinct objectives.

 

  • The skills assessment

As its name suggests, the skills assessment focuses primarily on professional skills.

It’s about taking a snapshot of the skills you have acquired during your various experiences. This will enable you to identify your personal goals and strengths in order to envisage your professional development or to confirm future training opportunities.

 

The skills assessment is a unique moment devoted to reflecting on your professional career, and takes place in three phases defined by the Labour Code (art. R.6322-35):

 

  • A preliminary phase designed to inform you of the conditions under which the assessment is carried out and the methods used.
  • An investigation phase which allows you to analyse and identify your needs and thus determine the possibilities for professional development.
  • A final phase during which detailed results are presented to you.
 

NOTE #1: The skills assessment can be complete without your employer’s approval. However, depending on your situation, the required finance, or your desire to carry out the assessment during your working hours, it may be necessary to let your employer know.

  • The professional assessment

Often considered as a more global approach, the professional, or career review, allows you to review both your professional and personal situation.

 

The aim of the professional assessment is to build a real professional plan in relation to:

  • Your knowledge: all the knowledge acquired during your studies, training, and professional experience.
  • Your know-how, areas of expertise, aptitudes, and technical skills: everything you are capable of doing.
  • Your soft skills: your personality, your strengths and weaknesses: we often talk about soft skills.
  • Your motivations: the set of values driving you to act.
  • Your successes and results: quantifying and qualifying your true Added Value
 

NOTE #2: Unlike the skills assessment, with the professional assessment your employer is involved in the reflection process carried out with an external consultant. The professional assessment can also be financed by the employer or by the company if the tool is integrated into a training plan.

 

The aim is to optimise the link between your professional development plan and the possibilities for development offered by the company.

3. How to finance a skills assessment?

As it’s considered a training action, many financing options are available. There are several scenarios

 

  • You are a civil servant

It’s possible to apply for funding from your employer. However, as this can only be done during your working hours, your employer’s agreement is required.

 

  • You are an employee under private law

The CPF (Compte Professionnel de Formation – Personal training account) allows the financing of several types of training : VAE (Validation des Acquis de L’Expérience – Recognition of Prior Learning Assessment), MOOC (Massive Open Line Course) certifiers, skills assessment… subject to the following conditions:

  • You must have accumulated at least 24 hours on your CPF.
  • If you are an employee on a permanent contract, you will have to prove that you have been employed for at least 5 years, consecutive or not, whatever the nature of the successive employment contracts, including 12 months in the company in which you are currently working and that you have not already benefited from a skills assessment leave in this same company over the last 5 years.
  • If you have a fixed-term contract, you must be able to prove that you have been in paid employment for 24 months, whether consecutive or not, regardless of the nature of the successive contracts over the last five years, including 4 consecutive or non-consecutive months on a fixed-term contract over the last 12 months.

 

If you choose to carry out your skills assessment during your working hours, the approval of your employer is compulsory.

 

  • You are a job seeker

If you meet the conditions mentioned above, you can benefit from finance through the Individual Training Leave, subject to the agreement of your employment advisor.

 

Depending on your situation and your employment catchment area, you may also be able to obtain funding from the employment centre.

 

  • You are self-employed:

Get in touch with your Authorised Joint Collecting Body; some, such as FIFPL, may participate in part in the financing of the service.

 

Depending on your situation, the Chamber of Trades can also contribute to the financing of part of the skills assessment.

 

NOTE #3: If it’s not possible to utilise external financing, financing from your own funds is still possible.

In a period of change or professional development, SP SEARCH helps you progress your thinking with a multidisciplinary approach to outplacement :

Skills assessment
Personality Test

Support during the integration phase

Framing career goals

Proactive job search coaching

More than a recruitment agency, SP SEARCH supports you with your self-reflection which will allow you to reinvent yourself and open up a whole host of possibilities.

Our consultants are experienced in direct approach recruitment and will provide you with the tools to stimulate your potential, restore your confidence, and create the synergy between your skills, personality, and future professional plan.

Do you want to reinvent yourself?

Did you know that equal pay between the sexes has been established by law since 1972?

Far from being last in the class, large French companies have better results in terms of equality than our German, Italian or Swedish neighbours.

 

According to a study conducted by the firm Equileap, 4 out of 10 companies in France say they have implemented a strategy to reduce pay gaps compared to 1 out of 10 in Europe. However, for the same responsibilities, women’s salaries are still 9% lower than men’s. This gap can be as much as 25% for any job and can reach 37% at the time of retirement.

 

It’s in this context that the Gender Equality Index was introduced (Law of 5 September 2018 for the freedom to choose one’s professional future), which means companies must calculate (and publish) the pay gap between their male and female employees.

 

Introduced on 1 March 2019 for companies with more than 1,000 employees, and then on 1 September 2019 for companies with more than 250 employees, this measure shows that the overall situation is improving but that further efforts are needed.

 

Since 1 March 2020 the Penicaud Index applies to all companies with more than 50 employees, but will it really change the current situation?

 

1. The criteria for calculating the Penicaud Index

The Gender Equality Index was designed as a simple tool to measure the pay gap between women and men within the same company.

 

It is calculated using 4 or 5 indicators depending on the size of the company

  • The gender pay gap
  • The difference in the distribution of individual salary increases
  • The difference in the distribution of promotions (only for companies with more than 250 employees)
  • The number of salary increases when someone returns from maternity leave
  • Parity among the 10 highest salaries
 

This Index should serve as a basis for all companies that do not obtain the maximum score of 100 and need to make adjustments.

 

Not only is it informative, but companies with a professional equality score below 75/100 will be subject to immediate corrective measures, and for the most uncooperative ones a fine of 1% of the company’s total payroll is enforced.

 

2. What’s the impact on SMEs?

  • An enhancement tool for your employer brand

As the results of the Pénicaud Index are displayed publicly, companies with a good score will be more attractive for female candidates, but also for candidates who would prefer working for a company with a better gender equality.

 

For the employer image, this is very positive and facilitates recruitment for positions which have a shortage of candidates” said Bertrand Lourdez (HR Director, Messageries Lyonnaises – a model company with an index of 99) at the conference organised by the Medef in October.

TIP #1 : highlight your results (if they’re good) on your various social networks and celebrate them internally. And to go further, find out about your competitors’ results, you may gain some sympathy from your candidates.

  • A new way of looking at your recruitment process

Your company has had an equal opportunities recruitment policy in place for several years, to the advantage of each candidate. However, it’s no longer a question of recruiting as many women as men, but also of offering them equal remuneration for the same position.

TIP #2 : take advantage of this legal obligation and review your salary bandings and communicate them during your recruitment process. As with any change in practices, it must be accompanied by a change in mentality: internal communication campaigns, commitment seminars for HR teams – there are many ways to achieve this!

As previously mentioned, the number of women and men in the 10 highest paid positions count for 10 points in the calculation of the Penicaud Index. The recruitment of women to the highest positions such as for the Boards of Directors or Management Committees should not be taken lightly, so make sure you have the right support.

  • A knowledge base for your annual performance reviews.

In one of our previous articles in French, we talked about how the annual performance review is a real meeting to prepare for the future.

An employee has very good results but her salary seems to be far lower than her male colleagues? This is the ideal time to review her responsibilities and salary!

 

TIP #3 : highlighting certain pay gaps between your employees should be taken with care. A concern for balance should not turn into an “anti-masculine” policy. Any salary increases – even a small one – must be explained and justified to the employee concerned, other team members, and in agreement with their line manager.

 

The Pénicaud index – relating to equal pay for employees of the opposite sex within the same company – imposes new HR management methods, at the risk of paying the price.

 

But the law serves to set the framework, not to limit your actions. It talks about pay differentials or promotions (for companies with more than 250 employees), but it is up to you to define the implementation of these new standards in your company.

 

Pointing out the disparities is a first step to highlight the points that need to be corrected. Lack of training? Glass ceiling? “Old school” management? It’s going to be interesting to understand how and why these disparities exist within your company

.

1. Employee advocacy: interests for the company

Increase your audience and generate leads

The power of social media cannot be disputed – Linkedin, Twitter, Facebook, Instagram, and Pinterest have a total of 38 million users in France, i.e. 58% of the population! Therefore, it seems logical that companies are aware of the benefits of recognition, and are gradually entering the social sphere of their employees.

Did you know that at the beginning of 2018, Facebook accelerated things by reviewing its algorithm in order to favour content posted by each member’s personal network to the detriment of brand and media visibility.

By encouraging your employees to share content produced by your marketing and communications teams, you increase their impact and reach with people who weren’t necessarily following your brand. On average, an Internet user has 300 contacts per social network, of which 90% will not be familiar with your brand.

 

A lot of potential prospects, don’t you think?

 

According to many studies, employee advocacy can increase:

  • the reach of your publications on social networks by more than 500%
  • your brand visibility by 14x
Reduce the cost of your Social Media strategy

Although developing and implementing an employee advocacy programme takes time, especially with training your employees, it proves to be a winning strategy in the long run.

 

If an employee advocacy programme complements a promotion strategy, chances are it will boost your online, and overall global visibility.

Bonus: in addition to reducing your digital marketing costs, implementing an employee advocacy programme will also reduce your recruitment costs. Recruitment through referrals are increasing at the same rate as the decline in the number of job adverts.

Improve your brand image

Turning your employees into your company’s spoke persons also gives another image of your brand on social networks.

 

From a HR point of view, employee advocacy is an excellent way to develop your employer brand and attract new talent.

 

Indeed, a company that gives its employees a voice will be perceived as:

  • attentive to its teams
  • genuine and transparent
  • having strong human values
 

Employee advocacy is a good internal measure of the quality of life at work and of your employees’ adherence to your company’s values.

2. Employee advocacy: benefits for your employees

Sharing your company’s strategy

By encouraging your employees to represent you online, you give them the opportunity and the means to share their opinion.

 

Social media then plays an essential role in the relationship you have with your employees. By giving them the keys to your brand image, you prove that you trust them and recognise their expertise. Therefore, your employees become both promoters and advocators of your brand.

This recognition is an undeniable source of motivation and also contributes to the loyalty of your in-house talent.

Tips: to give a playful side to your teams’ commitment, think about setting up a “rewards” program. The rewards don’t necessarily have to be monetary; above all, your employees want to be recognised for their commitment and their role in the development of the company.

Improve their personal branding

By sharing relevant content with their own networks, your employees enhance their expertise and improve their personal visibility. By empowering them, you allow them to improve their employability; another great proof of trust!

For your sales teams: employee advocacy is an excellent way to practice Social Selling!

Far from being a mere fashionable trend, employee advocacy is a strategy of choice for companies that want to generate business and visibility via social networks. But to be effective, this strategy must be based on a voluntary approach by your employees!

 

If you want to engage in an employee advocacy program, there are many solutions available on the market: lumappsambassifySociallymap, … don’t hesitate to have a look at them.

The risks of CV fraud

Information gathering

Do you know the real recipe for Nutella or Coca Cola? The answer is of course no! If the complete list of ingredients were visible to everyone, these companies would lose their competitive edge.

 

The same applies to your products and/or services. 

 

Your strengths and added value lie in your know-how, your business methods, and your operational processes. By hiring a candidate without carrying out the necessary background checks you could negatively impact the team, and company culture.

 

Imagine that you are hiring the son of your main competitor; you would have to limit their access to certain confidential information as you would be aware of the potential risks of technology capture.

 

This risk would obviously be detrimental to the day-to-day operations, and future development of your business.

 

The business stakes

Have you recently hired a sales manager for their proven skills in prospecting and portfolio development? It would be unfortunate to find out a few months after their arrival that they had embellished their previous experiences, and that they were in reality unable to generate new leads, and therefore unable to increase your company’s revenue.

 

Different jobs require different skills, but just when you think you’ve hired someone who can hit the ground running, you’re now going to have to put in place various training to get them up to speed.

 

Loss of reputation

Beyond the risks of technology capture and potential loss of revenue, hiring a candidate who is not qualified to carry out the tasks entrusted to them may lead to professional misconduct

Hiring a candidate on the basis of a lie or false documentation poses a real risk for your company: lack of trust from your customers, lack of confidence from your internal teams, and loss of credibility with your partners and service providers are some just to name a few! However, the Aubry law (December 1992) – states that it is up to the employer to verify the CVs of the candidates they receive.

So, how can CV fraud be avoided?

In its newsletter n°58 in December 2019, newsletter n°58 in December 2019, the DGSI makes some recommendations to protect against CV fraud.

Before the interview

  • Make your HR department and managers aware of the risks involved in the recruitment process
  • Pay attention to the overall consistency of the CVs you receive and the accuracy of the information provided
  • Use all available means (including social media) to confirm the details presented in the CV. One candidate claims to have spent 2016 in London as a PhD student to prove his level of English, yet their Facebook profile shows them in Paris during this period. What’s really going on? 

During the interview

  • Ask the candidate to summarise their background in a concise but detailed way
  • Test the candidate’s knowledge through a practical exercise (technical, linguistic, IT literacy etc.)
  • Ask competency-based questions to evaluate the candidate’s previous experience and knowledge

After the interview

  • Ask the candidate for a copy of their qualifications 
  • Check the references provided by the candidate (personal and professional) 

A CV is still considered “the best way to get an interview” so ensure you get straight to the facts.

 

Hiring someone comes with responsibility, and relies heavily upon the sincerity and honesty of the candidate. If you later learn that a candidate has lied to you, how much confidence can you have in them? And also, how much confidence will your team have in them? You risk losing credibility. 

 

Following the above guidance can help mitigate these risks and ensure you do everything possible to spot a CV fraud. 

 

Do you have any tips you use? Share them in the comments section below.

 

1? Effectively evaluate the performance of each employee beforehand

Before you meet with your employees, it is essential that – as a manager – you prepare an evaluation.

It should enable you to:

  • Identify strengths and areas for improvement – ensure you justify your comments by linking them to specific events that have happened.
  • Select 3 essential development areas that you will discuss with your team member. Not everything can be discussed in detail, so choose the aspects you think are blocking your team member’s progression the most or, on the other hand, areas which will benefit the whole team once they have improved.
  • Make a note of the training courses they have attended. What skills have they developed during the year and what are the short, medium, and long-term outcomes?

Don’t forget to refer to previous years’ reviews and to reread the report of the annual interview for the year before.

2. Anticipate the future

Since you are an excellent manager, you know your employees – their strengths and their weaknesses. Therefore, you should be able to prepare some talking points for potential development areas ahead of your meeting.

The increase in skills and the strategic workforce planning are at the core of performance reviews and are essential to the optimisation of companies. 

Therefore, you should have already thought about: 

  • Employee objectives: in relation to the overall team, and also incorporating objectives based on individual behavioural aspects.
  • Possible changes within the team, and more widely within the company. Cross-functional moves should also not be neglected.
  • Support and training needs

If your employee is involved in several projects ask the different project leads for feedback on your team member’s skills and behaviour.

During the review you will be able to discuss your thoughts and also gain an insight into your team member’s own opinion and views. Offering to improve their skills also shows support and confidence in their potential, and future career with you. 

3. Arrange a time that suits both parties.

In order to really make the most of the annual review, both you and the employee must be able to prepare for it.

 

Give employees at least 15 days’ notice of the meeting, and let them know them how long it will be. Send a calendar invite for 2 hours so that you both have plenty of time to discuss what you have prepared – you want the meeting to be productive and not rushed.

For many employees the annual performance review remains a source of anxiety. You can help make them feel more comfortable by being upfront on what you aim to get out of the meeting, as well as the format. 

The whole objective is to have a meaningful discussion on past performance and also focus on goals for the year ahead.

4. Meet with your direct superior or the one above or even HR.

Due to lack of time, this step can often be overlooked.

 

However, if you want to make this performance review a real strategic lever for development, we advise you meet with the employee’s line manager.

 

The latter will be able to share with you their experiences of the employee and suggest areas of development in relation to the skills required and/or already available within the team.

 

A quick meeting with HR can also be useful to ensure you’re aware of the various training opportunities available within the company.

5. The annual performance review

In order to be effective, the meeting must follow a number of rules:

 

  • Have paper readily available so you can make notes if appropriate 
  • Don’t monopolise the conversation: 70/30 is the recommended ratio, with the employee doing most of the talking
  • Ask the employee what challenges they have faced and any areas they would like to develop in
  • Don’t address the issue of pay: talking about pay can derail the conversation and interfere with the positive conversation you are trying to have. If pay is brought up, let the employee know you will arrange a separate meeting to discuss the topic.
  • For each objective you propose let the employee know how they will be supported in achieving it
  • Conclude with a quick summary of the points discussed, a reminder of the next steps, and the main objectives for the coming year. 

 

The annual performance review must not under any circumstances be turned into a disciplinary meeting. Discuss challenges and areas for improvement in a friendly manner and be open to understanding their perspective. Remember, the review should be a two-way conversation.

 

Once each meeting is over, take the time to summarise your discussions by way of meeting notes/a report. Share this document with each employee so that both parties can sign and confirm your mutual agreement.

 

It will also be useful to have this documentation when it comes to the next annual performance review.

 

1. The advantages of collaborative recruitment

Better formalisation

You’ve read our article on recruitment errors – once an employee is on-board, the worst thing is realising that you made a mistake, that the employee doesn’t fit, or that they resign after a few weeks. An experience that can destabilise the balance of the team and is also costly.

 

With collaborative recruitment, you are no longer the only manager involved in the process. Your line managers will almost certainly be more aware of what the role entails and which skills are required.

 

Line managers will be directly impacted by the recruitment process so it’s in their best interests to take part and assist in writing accurate and detailed job descriptions. Being able to actively participate in interviews will also mean they have some ‘control’ over who gets selected as the ‘best candidate’.

 

Cost reduction and time saving

By involving managers in the recruitment process, you open up your decision-making spectrum to several different viewpoints: HR, executives, managers, and employees, will all have a different perspective of the candidate, which can be very useful when it comes to assessing them individually.

Of course, recruitment – even a collaborative one – is never 100% guaranteed, but you can do all you can to limit possible mistakes. Being able to select the right candidate the first time means you recruit more effectively and will ultimately reduce your recruitment costs in the long run.

Better buy-in and involvement

Poor internal relationships are one of the first reasons why employees resign. It therefore seems logical to presume that a gloomy atmosphere during the recruitment process will have a negative impact on any candidates you interview.

 

Since it takes different teams in the company to work together, collaborative recruitment contributes to the development of a common culture and will therefore help build a positive, professional, and much more attractive employer brand.

 

And that’s not all!

 

The more you involve and empower an employee, the more they will adhere to the company’s values, and the more they will share a positive image of the company to the outside world. And what better way to involve an employee than to give them your trust in important decisions – the recruitment of a new employee.

 

As you can see, setting up a collaborative recruitment process also means getting your teams involved in a joint effort – not only on an operational level, but more broadly in what makes up your company’s culture; an inclusive culture where everyone is valued for their actions and given appropriate responsibility in-line with their know-how. A good way to avoid employee turnover.

Encourages team decisions

With collaborative recruitment, there are many ways to involve your employees: 

  • get them involved in the drafting of the job description and job advert
  • ask them for opinions on candidates, 
  • encourage them to apply themselves – it’s called co-opting.

One for all and all for one!

 

The final decision when choosing THE candidate will be made together and the different stakeholders will need to take responsibility and support its success (or failure).

 

Let’s dig a little deeper: you should be able to understand that this type of process can be set up for reasons other than recruiting; once a group has been formed and is used to working together with a common goal, it is likely that their general process of working together will be much, much easier.

 

Reducing hiring risks

As we explained in a previous article, onboarding is crucial to the integration of a new employee. Since collaborative recruitment involves several people, from managers to employees to HR, the hired candidate should hopefully be a familiar face to some people in the company when they join. 

 

Therefore, you are able to shorten the integration period for your new employee, which means they are able to get stuck into their role a bit quicker. Everyone’s a winner!

 

Internal transfer of recruiting skills

Collaborative recruitment seems to be an excellent way to recruit better and faster. Yes, for many, recruitment is HR’s responsibility, however it’s not about passing a task from one team to another, it’s about encouraging collaboration across the business!

 

You will be able to support employees in learning about the recruitment process, which in turn means they have a better understanding of your role, and the role of HR. 

To guarantee “fair” selection of the best candidate, don’t forget to put in place a tool which will support decision making – it’s essential to ensure the final decision can be justified.

To do this:

  • Develop a standard questionnaire and checklist to assess each candidates’ skills
  • Set up a scoring system
  • Compare the results of the candidate(s) with a weighted scoring level

2. Challenges of collaborative recruitment you will need to overcome

As we have seen, the benefits of collaborative recruitment are many, but with it, also come some challenges.

A longer process to set up

Remember the African proverb: “only we go faster, together we go further”. 

Coordinating with several stakeholders in the company is bound to take you longer than if you completed the process by yourself. But to avoid prolonging your recruitment process too much, here are some solutions: 

  • have good collaborative tools
  • arrange several interviews in the same morning
  • conduct multiple interviews

Employee involvement can be complex

Involving your employees is not always easy and with good reason: 

  • Loss of time and slowing down of their productivity
  • Lack of experience in recruitment processes and minimal knowledge regarding applicable legislations
  • May be unlikely that they will do a better job at recruiting than you 

You will need to ensure you support your employees throughout the entire collaborative recruitment process. 

Create ‘buddies’ to benefit from each other’s skills. An employee could work with a HR manager, so that they both fill in knowledge gaps regarding the others’ role. The HR manager can gain a deeper understanding of the role requirements, and the employee can better learn the recruitment process.

You should now understand that collaborative recruitment has many advantages – it can develop team spirit, and by calling on the right operational people, you will be able to find talents better suited to the role and the culture of your company.

 

So why not try it in your company?

 

1. The voice of the company

The manager you hire will be the spokesperson for their team and will act as an intermediary between them and upper management. As a result, you will need to ensure your candidate is supportive of the company’s strategies and is able to make decisions which will align to it. 

 

Like any other employee, the relationship between the candidate’s values and the company’s culture must not be neglected. 

 

Also, you will need to ensure they have particular traits which are often found in a good manager: respect for rules, measured ambition, open-mindedness, and empathy.

 

It’s not always easy to gauge a candidate’s personality in a one-hour interview. At SP Search, we are qualified and certified in management and personality assessments in order to assist you in your search for “the one”.

 

2. The makings of a manager

Autonomy, capacity for innovation, leadership, and support for change, are just some of the necessary and indispensable qualities of a good manager. So, how do you check them?

Managerial qualities

Ask the candidate about their management style and what they consider to be the most important factor: ability to arbitrate and make a decision, to manage a team, to build up skills, to communicate, or to manage a crisis? But also, what is their communication style? Do they have an appetite for administrative tasks? The order in which the different skills are mentioned will enable you to gauge which skill your candidate feels is more important, which you can then assess against your own criteria.

 

A good manager must be able to listen and effectively communicate with their team, which in turn enables them to motivate them in obtaining the required results. Team members should be able to appreciate their managers and feel supported in the role they do.

 

You can ask the candidate to tell you about their challenges as a manager. This will test their ability to take a step back and question themselves, but also allows you to assess whether they are suited to take on the available role.

Concrete examples

“Please can you give me an example of when you have needed to delegate work?” “Can you talk me through a time you had to handle conflict, what was the impact?” “Which skills, qualities, and attitudes have you developed in the past to succeed?”

 

Always try to identify the candidate’s management style from their answers. The most effective way of doing this is to ask the candidate how they would go about completing a particular task or solving a problem.

WARNING: Keep in mind that there is no such thing as the perfect candidate, but only an ideal candidate for the position in question. Certain characteristics can be a strength or drawback depending on the type of team to be managed, the sector of activity, or the culture of the company.

3. The manager is an employee like any other

Although their responsibilities are more complex than others, a manager is still an employee.

 

What people respect first and foremost is competence. A manager may be a great communicator, empathetic, and intelligent, but if they don’t understand the roles of their team, it brings into question their credibility.

 

TIP: Whatever technical skills are required; you should verify a candidate’s experience by carrying out reference checks, and/or asking them to complete a practical test.

Recruiting a good manager is essential for the general atmosphere within the team and more broadly within the company, but the task is difficult. It can be tricky to judge the ability of a person to manage, to be heard, to create team spirit, all in a meeting as short as an interview. Technical skills can be identified on a CV, but are also easily developed through training. On the other hand, personal development allows us to expand our values and is often linked to our past experiences. Take the time to identify the compatibility between the company’s values and those of the candidate you are looking at.

Remember, “if you have a doubt, there is no doubt”. Going your separate ways with a co-worker is never a pleasant experience, but if you feel like something doesn’t add up, don’t take any risks.