When I was much younger (modesty forbids me from saying how much), I discovered “The Prisoner” – a TV show focussing on the efforts of one man to escape a seemingly idyllic prison known as ‘The Village’. His name removed and replaced with the number 6, throughout the episodes the character explores the concept of individuality and freedom. His mantra – “I am not a number, I am a free man” – is perhaps something rings true more now in the 21st Century than ever.
In today’s business environments companies have a huge duty of care for their staff (arguably more now than before), yet while many claim to have progressive attitudes and approaches to developing and retaining their employees, the reality for many is very different. In truth, I’ve lost count of how many people over the years have said that their employer doesn’t see them as a person, but as “just another number”. Whenever I hear this, my mind returns to the words of that TV show. Are these people really prisoners of their own careers and choices?
According to the CIPD Employee Outlook Report released in May 2014, 65% of UK employees are either disengaged or neutral about their employer, concluding that “more work [is] needed in building confidence in senior leaders and progression opportunities to help retain the best”. So why are staff not as committed and passionate as we would all like and expect?
A large amount of the responsibility for this lies in the hiring process – and such statistics serve to highlight even further both the necessity and importance of getting it right. Unfortunately, when faced with a lack of key skills for essential BAU or project activity, it is simpler to employ someone who has the experience level needed to ‘hit the ground running’ rather than invest in a better organisational fit. Arguably, this approach can fragment teams and create issues with disengagement.
This cultural attitude is changing of course, but unfortunately the recruitment sector still perpetuates the problem by working with high churn organisations that do not truly invest in their staff, or by matching individuals to businesses on an almost purely skillset basis. While this might ensure that they reach their own commission targets, it results in little understanding the long-term passions and drivers of either their candidates or their clients.
Because of the key concept on which Cordless Resourcing was founded – a consultative approach matching exceptional skills to exceptional businesses who value their staff – we are leading by example, carefully selecting those organisations we work with collaboratively in order to ensure that those who we’re proud to call our ‘Blue Apple’ candidates can be confident they’re not just another number.
We listen to candidates and clients alike, taking into account the things that truly matter using our unique 9 criteria assessment methodology to reduce disengagement and proactively encourage retention – in both the contract and permanent markets.
We are fully committed to continue our focus on helping businesses to grow, develop and meet their goals – one Blue Apple at a time.